SUMMER TRAINING PROJECT REPORT ON

“A Study fo Promotional Strategies in retail sector with spectial reference to

(Big Bazaar)”

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 PREFACE
The project reports on the topic “A Study fo Promotional Strategies in retail sector with spectial
reference to (Big Bazaar)”

This project report has prepared for the organization Big Bazaar. In which the problem in
Training and Development of employees has found, and some recommendation has given on the
basis of data analysis, program going on some of the executive participants & its effectiveness on
non-participant executives.

The purpose behind this research is to get an exposure of corporate world as well as
working culture by getting associated with research .If this report proves to be fruitful to
anybody/any organization by any means, I will consider my work worthwhile.

This research helps in understanding practical applicability, which is a part from

theoretical concept. Finally the findings, records & suggest.

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 EXECUTIVE SUMMARY

In spite of the theoretical knowledge gained through classroom and organization study in my
project I got that the basic problem faced my organization means Big Bazaar is employees moral
and attrition. I have work and search there one month as a Marketing trainee.

To find the basic problem of Customer Relationship and attrition. To find the attrition rate for
the current year at Big Bazaar and competitions from how much percentage of attrition is
increasing per annum. To ascertain the various reasons responsible for the attrition of staffs.

Increase the productivity of the organization can achieve their organization goal. To bring out the
strategies to retain manpower in the store. To attract more number of new employees and find
ways to sustain them in the company.

For my project I have done so many activities like direct interaction with employee, existing
interview, HR help and some internet guide.

The attrition rate was high in the Big Bazaar in the year of 2015. Because of lots of competition
is here after inflation lots of opportunities are available here and each and every person want
more and more salary than their ability. Every organization tries to negotiate with their employee
so they give less salary/wages to their employees.

Attrition have both good as well as bad effect according to employees when a prospective
employees leave the organization than it has negative effective and when a non prospective
employees leave the organization than it has positive effect so it is good under limitation but
when it become more than it has only bad effect.

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 TABLE OF CONTENTS

CHAPTERS CONTENTS PAGE NOS.

1.

PROFILE OF THE WORLD CLASS 9-20

BRAND “SPAR (MAX) HYPERMARKETS”

2.

INTRODUCTION 20-25

3.

REVIEW OF LITERATURE 25-38

4.

RESEARCH METHODOLOGY 39-57

5.

ANALYSIS & INTERPRETATION OF DATA 58-95

6. SUMMARY OF FINDINGS, CONCLUSIONS &

RECOMMENDATIONS
95-100

7.

BIBLIOGRAPHY 100-106

8.

ANNEXURE 106-110

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 CHAPTER – 1

INTRODUCTION

“Marketing is a social and managerial process by which individuals and groups obtain what they need and

want, through creating, offering and exchanging products of value with others”.

- Philip Kotler.

Marketing includes all those activities having to do with effecting changes in the ownership and

possession of goods and services. It is that part of economics which deals with the creation of time, place

and possession utilities and that phase of business activity through which human wants are satisfied, by

the exchange of goods and services for some valuable consideration.

- American Marketing Association.

Marketing is the process of discovering and translating consumer wants into product and service

specifications and then in turn helping to make it possible for more and more of consumers to enjoy more

and more of these products and services.

Marketing consists of analyzing marketing opportunities, researching and selecting target markets,

designing marketing strategies, planning marketing programs and organizing, implementing and

controlling marketing effort.

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Companies have to identify long and short term marketing opportunities and research the selected market

by measuring and forecasting attractiveness of the given market. Having selected the market, the

companies need to develop a differentiating and positioning strategy for the target market. The marketing

strategy must be transformed into marketing programs by deciding on marketing expenditures and the

marketing mix. The final step is organizing the marketing resources and implementing and controlling the

marketing plan.

Marketing Mix

Marketing mix is the set of marketing tools that a firm uses to pursue its marketing objectives in the target

market.

McCarthy has popularized a four factor classification of marketing tools known as the 4P’s of the

marketing mix. They are:

 Product

 Price

 Place

 Promotion

Product:

Product stands for the firm’s tangible offer to the market, including the product quality, design, features,

branding and packing. It deals with new product development, product life cycle, product mix, product

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lines, branding and associated services to a product. From the customer’s point of view, it helps in

satisfying the customer’s needs and wants.

Price:

Price is the monetary value of the product. Price deals with selecting the pricing objectives, setting the

price, discounts, allowances, payment policies and credit terms. It is very important to the customers as it

decides the cost the customer has to pay to gain the product value.

Place:

This marketing tool stands for the various activities the company undertakes to make the product

accessible and available to the customer. It involves market size, channel selection and management,

storage and physical distribution with the ultimate purpose of efficiently supplying the company’s offer to

the target market. To the customer, this marketing tool refers to convenience.

Promotion:

Promotion stands for various activities the company undertakes to communicate and promote its products

to the target market. It involves communication programs i.e. direct marketing, advertising, sales

promotions, public relations and motivation of sales force. To the customer this tool provides knowledge

and information.

The Promotion Mix of a company includes the following tools;

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Advertising:

It is any paid form of non-personal presentation and promotion of ideas, goods or services by an

identified sponsor.

Direct Marketing:
It refers to the use of mail, telephone and other non-personal contact tools to communicate with or

solicit a response from specific customers and prospects.

Personal Selling:

Face to face interaction with one or more prospective purchasers for the purpose of making a sale

refers to personal selling.

Public Relations and Publicity:

It refers to the variety of programs designed to promote and or protect a company’s image or its

individual products.

Sales Promotions:

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 The short-term incentive to encourage trial or purchase of a product or service refers to sales

promotion. Whereas advertising offers a reason to buy; sales promotion offers an incentive to buy. Since

sales promotion directly push up the sales, increasing number of companies are undertaking sales

promotion activities.

Sales Promotion

Sales promotion refers to the short-term incentives to encourage sales of a product or service. It consists

of a diverse collection of incentive tools, mostly short-term, designed to stimulate quicker and greater

purchase of products or services by consumers.

Purpose of Sales Promotion

Sales promotion tools vary in their specific objectives. They may be used to attract new customers,

to reward loyal customers and to increase the repurchase rates of occasional users. Sales promotion

usually targets brand switchers because non-users and users of other brands do not always notice a

promotion. Sales promotions are thus also seen as a tool for breaking down loyalty to other products.

Sales promotions also let manufacturers adjust to short term changes in supply and demand and

differences in customer segments. They also let manufacturers to experiment by varying prices. Sales

promotions also lead to greater consumer awareness of prices.

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To use sales promotion, a company must set objectives, select the right tools, develop the best program

and implement it and evaluate the results.

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 Objectives of Sales Promotion
 To know the effect of promotional strategies a consumer with special reference to Big Bazaar

 To study the impact of promotional strategies schemes on cumsumer

 to study the role of promotional strategies in retail.

 to indentify the influence of various promotional strategies on consumer.

Sales Promotion Tools

Many tools can be used to accomplish sales promotion objectives. Descriptions of the main

promotional tools are as follows;

Consumer Promotion Tools

The main consumer promotion tools are as follows;

 Samples:

They are offers of a trial amount of a product. It consists of inviting prospective purchasers to try

the product without cost or at a lower cost in the hope that they will buy the product. Samples

may be free or discounted.

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  Coupons:

Coupons are certificates that give buyers a saving when they purchase a specified product.

Coupons can be mailed, placed in advertisements or included with other products.

 Rebates:

Rebate is also known as cash refund offers. Rebates are offers to refund part of the purchase

price of a product to its customers who send a proof of purchase to the manufacturer. These

are like coupons except that the price reduction occurs after the purchase and not at the

point of sale.

 Price Packs:

Cents-off deals or price packs offer consumers savings by way of reducing prices that are

marked by the producer directly on the package.

 Premiums:

These are the goods offered either free or at a low cost as an incentive to buy a product.

Premiums may be in-pack or on-pack (outside the pack).

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 Prizes:

They are offers of chance to win something such as cash, trips or goods – by luck or through extra

efforts. Contests of talent and sweepstakes or draws the most popular prize offering promotions.

 Tie-in Promotions:

Tie-in promotions involve two or more brands or companies that team up on coupons, refunds or

contests to increase their pulling powers.

 Cross Promotions:

Cross promotions involve using one brand to advertise non-competing brand.

 Advertising Specialties:

These are useful articles imprinted with an advertiser’s name, given as gifts to consumers.

 Patronage Rewards:

They are cash or other awards for the regular use of company’s products or services. They are values

(in cash otherwise) that are proportional to one’s patronage of a certain vendor or a group of vendors.

They aim at building brand loyalty.

 PoP Promotions:

Point of purchase (PoP) includes displays and demonstrations that take place at the point of purchase

or sale.

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 Trade Promotion Tools

More money is spent by companies on trade promotion (58%) than on consumer promotions (42%).

The major trade promotion tools are as follows;

 Discounts:

It is also known as price-off or off-invoice or off-list. Discounts price cut off the list price on a

particular quantity purchased during a stated time.

 Allowances:

They are the amount offered in return for an agreement by the retailer to feature the manufacturer’s

products in some way; displays, advertising or otherwise.

 Free Goods:

Free goods are the extra merchandise offered to middlemen who buy a specific amount of a product.

Companies also offer push money and specialty advertising items to the middlemen.

Business Promotion Tools

Companies spend huge amount on promotions focused on industrial consumers. The major business

promotion tools are as follows;

 Trade Shows and Conventions.

 Sales Contests.

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Clearly, sales promotions play an important role in the total promotion mix. To use it well, the marketer

must define the sales promotion objectives, select the best tools, design the sales promotion program,

pretest and implement the program and evaluate its results.

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 INTRODUCTION OF TOPIC

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

1.1.1. ATTRITION AND EMPLOYEES SATISFACTION

In Human Resources context, Attrition means a reduction in the number of employees through

retirement, resignation or death is called Attrition. Attrition is also called total turnover or

wastage rate.

In another hand I can say that” how long employees tend to stay on the job in a company

that is called employees stability but when he leave that job or company for any reason that is

called Attrition”. Employee’s turnover is measured on for individual companies and for their

industry as a whole. If an employer is said to have a high turnover relative to its competitors, it

means that employees of that company have a shorter average tenure than those of other

companies in the same industry. Low attrition is profitable for any company but high turnover

can be harmful to a company’s productivity if skills workers are often leaving and the worker

population contains a high percentage of novice workers.

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Employee’s satisfaction: -

The term satisfaction describes a positive feeling about a job, resulting from an evaluation of its

characteristics. A person with a high level of job satisfaction holds positive feelings about his or

her job, while a dissatisfied person holds negative feelings. When people speak of employee

attitudes, they usually mean job satisfaction.

Customer Relationshipand employees turnover are inter related to each other.

Employee satisfaction is a measure of how happy workers are with their job and working

environment. Keeping morale high among workers can be of tremendous benefit to any

company, as happy workers will be more likely to produce more, take fewer days off, and stay

loyal to the company. There are many factors in improving or maintaining high employee

satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory surveys or face-to-face

meetings with employees to gain information. Both of these tactics have pros and cons, and

should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be

honest without fear of repercussion. Interviews with company management can feel intimidating,

but if done correctly can let the worker know that their voice has been heard and their concerns

addressed by those in charge. Surveys and meetings can truly get to the center of the data

surrounding employee satisfaction, and can be great tools to identify specific problems leading to

lowered morale.

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Many experts believe that one of the best ways to maintain employee satisfaction is to make

workers feel like part of a family or team. Holding office events, such as parties or group

outings, can help build close bonds among workers. Many companies also participate in team-

building retreats that are designed to strengthen the working relationship of the employees in a

non-work related setting. Camping trips, paintball wars and guided backpacking trips are

versions of this type of team-building strategy, with which many employers have found success.

Of course, few workers will not experience a boost in morale after receiving more money. Raises

and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet

money cannot solve all morale issues, and if a company with widespread problems for workers

cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of

an unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make certain they have a

comfortable, clean break room with basic necessities such as running water. Keep facilities such

as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for

most businesses, allowing workers to keep family photos or small trinkets on their desk can

make them feel more comfortable and nested at their workstation. Basic considerations like these

can improve employee satisfaction, as workers will feel well cared for by their employers.

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 FACTORS AFFECTING ATTRITION

INDIVIDUAL ORGANISATIONAL OTHERS

Role Related Peer

Ambitions/Career pressure
Culture
aspirations
Growth and Environment
Parental/Family
No challenge career
mobility
Personality factors paths
No learning
Pay
Style of boss
packets
Role clarity

Role stress

Lack of independence

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1.1.2 JUSTIFICATION FOR CHOOSING THIS TOPIC?

Attrition in Big Bazaar:-

Attrition is very important for every organization. But high Attrition is big problem for industries

basically in Retail and Information Technology industries. The attrition rate has been on the rise

for the past 5 years in Retail industries basically in Big Bazaar. According to my information in

year 2015.I have studies in Big Bazaar on Attrition and Satisfaction and I got the ration on

employees attrition in sharaganj Big Bazaar is 13% per months this is basic problem for

company. And I recognize that is this basic problem and challenge for management. Attrition

rate is very high in comparison with previous years. In most cases the employees who left were

absconders- who did not attend the exit interview and follow proper exit policy. Following which

the management had taken action by implementing employee’s engagement activities. Now, our

research would help in comparing it with the current year’s attrition rate and thereby reduce it by

analyzing the reasons contributing to it. After review of literature expert’s opinion (Store

managers of Big Bazaar Lucknow, Sharaganj and their HR managers), we have formulated the

questionnaire base on these broad areas.

The basic reason for Attrition is Employees dissatisfaction and there have various causes for

dissatisfaction. Employees leave / quit the job basically for salary, employee satisfaction; low

morale, work time is not so good or long works hours, high completion or it can be very low

completion which is de-motivate the employees, nature of work it can be quiet dangerous or not

good for health, best opportunity availed outside of organization, management of organization it

also a part of Customer Relationship because some time employees are not avail to cope or

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manage their self with management they are dissatisfy with that or leave the organization,

employees self steam and respect is very important for management if the salary of employees

are low and they get more respect than also they want to continue their job. These are the basic

reason for employee’s attrition.

These are the basic reason for choosing this topic so easily I can understand the Human Resource

Management because while this projects individually I meet most of employees and understand

the Customer relation and employees value how to maintain this entire thing.

1.3 COMPANY PROFILE:-

Future Group believes in developing strong insights on Indian consumers and building

businesses based on Indian ideas, as well as “Wall mart” concept. Kishore Biyani is chairman of

future group. He always stays in consult with Wall Mart Chairman and accepts his business

strategy. Main vision and Mission of Future Group has been written bellow,

Company Vision:

The Vision Statement is a sentence or a short paragraph providing a broad, inspirational image of

the future. Big Bazaar wants to be no. 1 retail store in world. Now Big Bazaar is only in India but

its target is serves most of the countries in world that’s by 2020.

It’s delivering everything, everywhere, every time for every Indian consumer in the most

profitable manner at chief cost.

Company mission:

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Mission Statements are sentences or short paragraphs written by companies, corporations or

businesses which reflect their core purpose, identity, values and principle business aims. Big

Bazaar mission like,

 Role clarity and lack of ambiguity

 Realistic aspirations, achievable

 Alignment with organizational values and culture, Rational

 Time bound about achieving any goal or objective.

We share the vision and belief that our customers and stakeholders shall be served only by

creating and executing future scenarios in the consumption space leading to economic

development.

We will be trendsetters in evolving delivery formats, creating retail realty, making consumption

affordable for all customer segments for classes and for masses.

History of Big Bazaar:-

The worldwide country chain, Big Bazaar, is formed by CEO of Future Group, Mr. Kishore

Biyani. The group do not promises more than what it delivers. Their basic attraction associated

with reasonable prices is their Unique Selling Price.

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Though, the products Big Bazaar stores stocks might not be advanced, but the customers are

assured to avail the worth of the money spent by them. In 2001, the group opened its first store

on the VIP Road, Calcutta, which was the primary departmental store offering regulated services

of parking, steel vessels, apparel, electronics etc under the one roof at the competitive prices. Big

Bazaar has become a massive hit with lower middle-class and middle class people as a major

client base.

At present, the Future Group comprises various formats and brands like Pantaloons, F123,

Copper Chimney, Etam, Staples, One Mobile, Urbana, Brand Factory, Loot Mart, Hometown

and Central. The Big Bazaar has several stores located all over the India, among that Uttar

Pradesh, Chennai, Hyderabad, Ahmedabad, Bangalore, Kolkata, Pune, MuBBAi and Delhi is

those metro cities where the stores of Big Bazaars are located.

Big Bazaar is a chain of hypermarket in India, which caters to every family’s

needs and requirements. This retail store is a subsidiary of Future group, Pantaloons Retail India

Ltd. and is an answer to the United States’ Wal-Mart. Big Bazaar has released the doors for the

fashion world, general merchandise like sports goods, cutlery, crockery, utensils, and home

furnishings etc. at best economical prices.

Big Bazaar group offers more than 100 stores all over the country with an amalgamation of

Indian bazaars’ feel and touch with a convenience and choice of the modern retail facilities. The

retail format of the Big Bazaar group includes Andhra, Rural & Home-Town retail chain, E-zone

home-improvement chain, sportswear retailer, depot and music chain is few among others.

Facilities offered by Big Bazaar:-

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Online shopping: Big Bazaar has an official website, FutureBazaar.com, which is one of the

most favorite sites among people of India for online shopping. Future Bazaar is an online

business venture of Future Group, which sells an assortment of products such as fashion, which

includes merchandise for men and women, mobile accessories, mobile handsets and electronics

like home theatres, video cameras, digital camera, LCD TVs, kitchen appliances and many more.

 Discounts: “Hfte ka sabse sasta din was introduced by the Big Bazaar, wherein extra and

special discounts were offered on Wednesday every week, to attract the potential buyers

into their store.

 Security check: At each exit of Big Bazaar, they use alarm systems or Electronic Article

 Surveillance system, which detects the products that has attached tags or not

Big Bazaar:-

Type Public (BSE: 523574)

Industry Retailing

Founded India

Headquarters MuBBAi

Area served India

Key people Kishore Biyani, (MD & CEO)

Discount Stores
Products
Supercenters

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 Parent Future Group

Website Pantaloon.com

1.3.1 ABOUT BIG BAZAAR:

Big Bazaar, the flagship retail chain of the Future Group, is on the verge of achieving a unique

milestone in the History of World Retail – by being the first hypermarket format in the globe to

rollout fastest 101 stores in a short span of seven years.

 Big Bazaar’s journey began in October 2001.

 Mr. Kishore Biyani said, “We initially decided to name the format as “Bazaar” because

we had designed the store keeping the Indian mandi style in mind. Since the size of the

hypermarket was big than an average mandis, the thought came to name it as “Big

Bazaar”. However, we had freezed on the punch line “Isse Se Sasta Aur Achha Kahi

Nahi” much before we met the creative agency to design the final logo of Big Bazaar.”

 Though, Big Bazaar was started purely as a fashion format including apparel, cosmetics,

accessory and general merchandise, the first Food Bazaar format was added as Shop-In-

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 Shop within Big Bazaar in the year 2002. Today, Big Bazaar, with its wide range of

products and service offering, reflects the aspirations of millions of Indians.

 Says Rajan Malhotra, President, Strategy & Convergence, Big Bazaar, “What is

important in our journey is not the number of stores, but the customers’ faith in us. It’s

the India and the Indians, which have helped us, reach this feat in such a short time span

and today our country is creating a history in the World organized Retail.

 Every Big Bazaar is a small family by its own and the head of the family – Karta – is the

store manager. Kishore Biyani, the CEO of the Future Group, has a vast understanding of

the consumer’s insight, has inculcated the habit of ‘observing, understanding customers

‘behavior’, in every employee of the group.

 Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs and

requirements. This retail store is a subsidiary of Future group, Pantaloons Retail India

Ltd. and is an answer to the United States’ Wal-Mart. Big Bazaar has released the doors

for the fashion world, general merchandise like sports goods, cutlery, crockery, utensils,

and home furnishings etc. at best economical prices.

 Big Bazaar group offers more than 101 stores all over the country with an amalgamation

of Indian bazaars’ feel and touch with a convenience and choice of the modern retail

facilities. The retail format of the Big Bazaar group includes Andhra, Rural & Home-

Town retail chain, E-zone home-improvement chain, sportswear retailer, depot and music

chain is few among others.

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In Big Bazaar there have 4th floor and six departments are which are dealing with the following

products in the respective departments.

1. Food Bazaar:

As this department is the soul of the store, Big Bazaar has several categories within this

department itself. This department has a surface area is approximate 800 square feet. This

department is further divided into,

 Non-food

 International Food

 Staples

 Food

 Fruits and Vegetables

2. General Merchandize:

 Home Fashion

 Home Section

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The home section has two major sections Plastics and Crockery (PC) amount to one section and

Utensils (U) and New Business Development (NBD) from the other major part. The new

Business Development section have items that are more affluent in nature and are part of Kishore

Biyani’s “Indian one” customers segment. This section sells luxury products like watches,

sunglasses, auto accessories, and in Home Fashion Furniture, luggage, stationeries goods.

Etcetera will come.

3. Apparels:

 The apparels department is divided into three segments

 Men’s wear- Casual and Formal wear

 Kids wear-Infants, boys and girls

 Ladies wear-Ethnic wear (Saris, Kurthas, and Dress Materials) and Western wear.

4. Wellness department:

This department comprises of cosmetics and a pharmacy-Fit and healthy. Fashion and

Fashion shy

5. Additional Business:

 Star & Sitara

 Food court

 South Indian Food

 Nawarash

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  Kala-mandir

 Music world

REVIEW OF LITERATURE

REVIEW OF LITERATURE

3.1 Problems faced by Big Bazaar:

BOTTLENECKS in infrastructure can play a spoilsport in an otherwise booming retail sector

cautioned industry experts at a retail conference organized recently by the Indian Retail Forum.

Experts emphasized on companies first concentrating on supply chains and logistics before going

ahead with expansion plans.

“Retail is not about making money, it’s about creating consumer choices benefiting them and

finally ensuring consumer satisfaction. India has tremendous potential and it is up to the retailers

to leverage upon it which can only be achieved by understanding the consumer and the market,”

said Vikram Bakshi, MD, Mc Donald’s.

Bakshi further said that high attrition rate is a cause of concern among the retailers as they are

not making enough investments for providing proper training to the employees.

"McDonalds faces as high as 83 per cent attrition rate but the company manages the problem

through proper training modules," he added.

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Human capital management is a challenge for any IT manager or line of business manager in

today's troubled economy. Acquiring, maintaining and promoting key talented employees are

especially difficult in today's marketplace, where financial and corporate resources are stretched

thin. Yet managers who think they can take key employees for granted usually learn this isn't the

case--and they learn this lesson the hard way. Ziff Davis Enterprise Senior Vice President of

Community & Content Stephen Wellman speaks with Bill Larkin, Principal at Executive

Alliance, about the challenges of human capital management in today's market.

On the fast food chain's expansion plans in India, Bakshi said McDonald's will open close to 45

new restaurants by the end of 2007. It presently has 113 restaurants.

It may be mentioned that a study released by realty consulting firm Jones Lang Lasalle Meghraj

early last week had warned of a shakeout in the retail industry due to problems faced by players

in areas such as infrastructure, logistics and manpower.

The conference witnessed participation from as many as 250 CEOs of major retail chains that

discussed issues faced by industry players in the domestic market.

The event also saw participation from retailers like the Future Group, Shoppers' Stop, Spencer's,

Lifestyle, Trent, Globus and Pyramid among others.

The conference focused on various issues regarding the existing retail and distributional

channels, which can be synergized with the expansion in organized retail.

India's retail sector is likely to create 2.5 million jobs by 2015, according to an Associated

Chamber of Commerce and Industry study.

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3.2 Literature Search:

3.2.1Business Definition for: attrition

Normal and uncontrollable reduction of a work force because of retirement, death, sickness, and

relocation. It is one method of reducing the size of a work force without management taking any

overt actions. The drawback to reduction by attrition is that reductions are often unpredictable

and can leave gaps in an organization.

3.2.2. American Heritage Dictionary

Noun:-

1. A rubbing away or wearing down by friction.

2. A gradual diminution in number or strength because of constant stress.

3. A gradual, natural reduction in membership or personnel, as through retirement,

resignation, or death.

4. Repentance for sin motivated by fear of punishment rather than by love of God.

5. We believed the decline in attrition is a result of the current economic conditions, as well

as timing of our annual bonus pay-offs.

3.2.3. Attrition

(-trshn)

1. A rubbing away or wearing down by friction.

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2. A gradual diminution in number or strength because of constant stress.

3. A gradual, natural reduction in membership or personnel, as through retirement, resignation,

or death.

4. Repentance for sin motivated by fear of punishment rather than by love of God.

3.2.4. Attrition [əˈtrɪʃən]

1. The act of wearing away or the state of being worn away, as by friction

2. Constant wearing down to weaken or destroy (often in the phrase war of attrition).

3. (Business / Industrial Relations & HR Terms) also called natural wastage a decrease in the

size of the workforce of an organization achieved by not replacing employees who retire or

resign

4. (Earth Sciences / Physical Geography) Geography the grinding down of rock particles by

friction during transportation by water, wind, or ice Compare.

3.2.5. World English Dictionary

Attrition (əˈtrɪʃən) -N

1. the act of wearing away or the state of being worn away, as by friction

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2. constant wearing down to weaken or destroy (often in the phrase war of attrition )

3. Also called: natural wastage a decrease in the size of the workforce of an organization

achieved by not replacing employees who retire or resign

4. geography abrasion Compare corrosion the grinding down of rock particles by friction during

transportation by water, wind, or ice

5. theol sorrow for sin arising from fear of damnation, esp. as contrasted with contrition, which

arises purely from love of God

[C14: from Late Latin attrītiō a rubbing against something, from Latin atterere to weaken, from

there’re to rub]

3.2.6. Attrition

From Wikipedia, the free encyclopedia

Attrition may refer to:

 Physical wear

 Loss of personnel by Withdrawal (military)

 Attrition (medicine, epidemiology), the loss of participants during an experiment

 Attrition (dental), the loss of tooth structure by mechanical forces from opposing teeth

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  Attrition (weathering), the wearing a way of rocks in the sea

 Imperfect contrition, also known as attrition, in Catholic theology

 Attrition warfare, the military strategy of wearing down the enemy by continual losses in

personnel and material

 Customer attrition, a business term used to describe loss of clients or customers

 Language attrition, the loss of a first or second language or a portion of that language by

either a community or an individual

 War of Attrition, a limited war fought between Egypt and Israel from 1968 to 1970

3.2.7. Attention to Attrition is Key to Success:-

Attrition is one of the most serious concerns of the organizations today, irrespective of the

industry in which they are operating. Attrition is all about people leaving organizations with the

slightest provocation and having no respect and commitment to the company in which they are

working.

This article is aimed at analyzing the employee attrition and on how to coBBAt the same in the

organizations.

Ten reasons on why attrition arises?

1. Internal networking of employees must be encouraged to create team spirit across the

organization. Lack of this kind of approach leads to attrition.

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2. Performance goals must be defined clearly with updated job description. Resourceful

employees must be encouraged to create an atmosphere of collaboration and cooperation.

3. Professional development is always aimed at future. As Indians are natural learners, the

organizations should take advantage of this trait and help them for overall development of their

professional as well as personal development.

4. Managers must try to manage relations with their subordinates at personal level to get the

things done and to enhance productivity of each employee. At the same time, they have to

maintain 'detached attachment' with the employees and not to indulge in any kind of emotional

relationship.

5. How rewards are awarded? The Rewards Policy must be transparent and this should be

announced across the organization to avoid misunderstanding and miscommunication.

6. Employees are bound to discuss their salaries with their colleagues. If there is any inequality

among them, then there is an issue for HR.

7. Goals are not realistic to explore the latent talent of the individuals and to leverage their

competencies for the benefit of the organization. This is another potential problem HR has to

face from the employees.

8. If the succession planning is not in place, then one has to inevitably go for external talent hunt

when there is a need of senior positions to be filled. If they are valued high, then you will have

another issue to resolve.

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9. You have to communicate monetary benefits to the employees, offered from time to time. The

importance of non-monetary rewards should not be ignored and managers have to be trained in

offering these to employees to enhance their performance levels.

10. People have to be made aware of their career path and how they can grow within the

organization? People have understood the competencies which they have to acquire to move

ahead in the organization at various levels.

 Attrition - Why people leave?

People leave for two reasons

1) Compensation: If the compensation is not maintained and managed in relation to the

employees KSAs (Knowledge, Skills and Attitude), people may leave without notice.

2) Management: Employee relations management is most important function, which has to help

the people to concentrate more on their task on hand and to become result oriented.

 How to calculate attrition rate?

Closing employee Balance of last month = x

Closing employee balance of current month = y

x + y = average head count

Average head count divided by resigned employees of current month X 100 = attrition rate

Conclusion

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  How to manage Attrition?

1. Compensation and Management: Compensation and Management must be managed based on

the KSAs (Knowledge, Skills, Attitude and Experience) of the employees.

2. Create opportunities for employees: The Company has to create growth opportunities for

employees to enhance their learning experience and earning abilities.

3. Engaging employees: Employees must be engaged on continuous basis and they should not

get bored with their work, which can be managed through internal transfers and training from

time to time.

4. Review recruiting practices: Selection and Recruitment policies must be reviewed to suit the

growing needs of the organization.

5. Technology opportunities: Leveraging technology to manage the organization and enhancing

the technical expertise of the employees will help organization grow without much problem of

attrition.

6. Career Path for employees: Employee career path must be declared during the recruitment

process and should be explained to the recruited people.

7. Feel Valued in Organization: Non-financial rewards, a pat on the back in time and celebrating

small achievements with great fan-fare will help employees feel valued in the organization.

8. Contact with Senior Management: Senior Management should address employees periodically

and should make them feel like a family.

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9. Feel Part of the Company's Mission: The Company's mission must be reiterated from time to

time to reinforce the learning and experience of the people.

10. Attendance: Policies with regard to attendance must be creative and flexible.

11. Educate employees on their impact: Educate employees regularly on what kind of impact

they are creating on organization through their contribution.

12. Flexibility: Immediate bosses, middle level managers must be flexible and act as Chief

Happiness Officers to avoid triggers of attrition.

The author is a HR Professional and trainer and at present he is associated with imam consul

trainers, Hyderabad as Chief Consul trainer.

3.3 Employees’ satisfaction: -

According to P Subba Rao

Job satisfaction refers to a person’s feeling of satisfaction on the jobs, which acts as a motivation

to work. It is not self-satisfaction, happiness or self-contentment but satisfaction on the job.

The term relates to the total relationship between an individual and the employer for which he is

paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal;

the end-state is feeling accompanying the attainment by an impulse of its objective. Job

dissatisfaction does mean absence of motivation at work. Research workers differently described

the factors contributing to job satisfaction and job dissatisfaction.

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Hoppock describes the factors contributing to job satisfaction of Psychological, physiological

and environmental circumstances that cause any person truthfully to say that I am satisfied with

my job

In another hand

Job satisfaction is defined as the “pleasurable emotional state resulting from the appraisal of

one’s job as achieving or facilitation the achievement of one’s job values.” In constant, Job

dissatisfaction is defined as “the unpleasurable emotional state resulting from the appraisal of

one’s job as frustration or blocking the attainment of one’s job values or as entailing disvalues.”

However, both satisfaction and dissatisfaction were seen as “a function of the perceived

relationship between what one perceives it as offering one entailing.

3.3.1. Factors of Job satisfaction

1) Job satisfaction refers to a general attitude which an employee retains on account of many

specific attitudes in the following areas:

1) job satisfaction,

2) Individual characteristics, and

3) Relationships outside the job.

There are different factors on which job satisfaction depends. Important among them are

discussed hereunder.

(1) Personal factors:

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 They include workers’ sex, education, age, marital status and their personal

characteristics, family background, socio-economic background and the like.

(2) Factors Inherent in the Job:-

These factors have recently been studied and found to be important in the selection of

employees. Instead of being guided by their co-workers and supervisors, the skilled

workers would rather like to be guided by their own inclination to choose jobs in

consideration of ‘what they have to do’. These factors include: the work itself,

conditions, influence of internal and external environment on the job which are

uncontrolled by the management etc.

(3) Factors Controlled by the Management:-

They include the nature of supervision, job security, kind of work group, wage rate,

promotional opportunities, and transfer policy, duration of work and sense of

responsibilities. All these factors greatly influence the workers. Their presence in the

organization motivates the workers and provides a sense of job satisfaction.

Though performance and job satisfaction are influenced by different set of factors, these two

can be related if management links rewards to performance. It is viewed that job satisfaction is

a consequence of performance rather than a cause of it. Satisfaction strongly influences the

productive efficiency of an organization whereas absenteeism, employee turnover, alcoholism,

irresponsibility and uncommmitments are the result of dissatisfaction. However, job

satisfaction or dissatisfaction forms opinion abuts the hob and the organization which results in

employee morale.

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3.4. Data Evaluation:

Examples

—SeekingAlpha.com: Home Page

 Unfortunately for them, the attrition is all on their side.

—Domine, da mihi hanc aquam!

 The inclusion of the latter group in the definition of attrition is somewhat problematic,

though.

—Durangoherald.com

 This means that in a 500 agent center with 50 percent attrition is losing $1.4 million per

year in turnover costs.

—http://news.tmcnet.com

 In spite of my general skepticism of Wars on X, I think that the goal is a worthy one; a

certain attrition rate for public universities is healthy and necessary, but the reasons for

that attrition should be related to academics and maturity rather than to economics

—Lawyers, Guns and Money

 Brokerage combinations often result in attrition, and the joint venture will need to focus

on retaining brokers, according to Paul Tramontano, CEO of Constellation Wealth

Advisors and a Smith Barney broker for 17 years.

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 —Financial Technology Network

 Between recruitment and re-training, attrition is not good for the city.

—News from www.pantagraph.com

 Outsourcing buyers have wizened up by choosing nontraditional outsourcing destinations

where attrition is kept at a level pace and salary expectations are competitive.

—http://www.globalservicesmedia.com

 Agent attrition is reduced because they have a better feeling of competency and success.

—Web Wire

 Forcing the Liberals into a war of attrition is my own view of strategy, not that of anyone

else.

—Top Stories - Google News

 If Merrill's thought here is that cutting bonuses won't have any affect in attrition, they're

wrong.

—Deal breaker

 Outsourcing buyers have wizened up by choosing nontraditional outsourcing destinations

where attrition is kept at a level pace and salary expectations are competitive.

—http://www.globalservicesmedia.com

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 Notice how that changed after wiping out the little guy … cheap products with built in

attrition, contaminated food and toys, fraudulent bank deals.

—Lone Star Times

 "While development pipeline attrition is normal ... the attrition rate normally

approximates 50 percent of projects planned," according to a statement from Marvel, who

has consulted in the area hotel market for 35 years.

—Kansas City Business News - Local Kansas City News | Kansas City Business Journal

 In the fan aspect, you're seeing a lot of cars and teams where the part attrition is up when

you can see the cars run hard to a thousand foot without hitting the rev limiter.

—Motorsport.com: news

 As I previously mentioned, despite the slight increase in attrition, the U.S. residential

business continues to perform well.

—Gadgets Sector and Stocks Analysis from Seeking Alpha

 In terms of the pickup in attrition, what are you hearing about the driver of that?

—Gadgets Sector and Stocks Analysis from Seeking Alpha

 But, yes, bringing the perks on par with other bigwigs will bring down the attrition level

to some extent, thou we all do understand that attrition is not a big problem for

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 —TechCrunch

 As far as voluntary attrition is concerned, I think our own assessment is that going

forward we would see the downward trend on voluntary attrition, and at least our guess is

that it should be in high single digits very soon.

—Software Sector and Stocks Analysis from Seeking Alpha

 The authors contend that professional bodies and veterinary schools could consider

providing training in dealing with work-related distress to improve the psychological

well-being of veterinarians and possibly reduce the attrition from the profession.

—http://www.pr-inside.com

This way I can say that employee attrition and satisfaction both are enter related to each other.

3.5. Analyze and Interpret Findings:

I would like say that Customer Relationshipmean when organizational product and productivity

will increase, there should be effective relationship, better co-ordination, and co-operation and

proper engagement in the work and responsibility that means there have high employee’s

satisfaction and moral.

Employee’s attrition is related with Employees Satisfaction, Employees moral,

Motivation theory, and organization culture, employee’s welfare, and Opportunist.

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Employees Attrition means when employee of organization leave there companies or

organization for any reason that is called employees attrition.

Employees’ attrition and satisfaction is very important for any organization because

Organization and company get right and proper Manpower at the right time who have more

enthusiasm and who are so motivate for their individual goal and Organization goal.

They have massive knowledge and confidence for their achievement.

3.5. Turnover cost for Employees Attrition:-

Method 1:-

While there are many techniques for calculating the cost of turnover, the following is one of the

best. It takes into account expenses involved to replace an employee leaving an organization.

A. Recruitment cost:-

the cost to your business when hiring new employees includes the following six factors plus 10

percent for incidentals such as background screening:

 Time spent on sourcing replacement

 Time spent on recruitment and selection

 Travel expenses, if any

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  Re-location costs, if any n Training/ramp-up time

 Background/reference screening.

Additionally, for the positions that are billable, there is a lost opportunity cost. This can

be done using the revenue factor.

B. Training and development cost:-

To estimate the cost of training and developing new

employees, start off by looking at the cost of new hire

orientation. This will mean direct and indirect costs, and can be largely classified under the

following heads:

 Training materials

 Technology

 Employee benefits

 Trainers’ time.

C. Administration cost:-

additionally, you may want to measure the per-employee cost to:

 Set up communication systems

 Add employees to the HR system

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  Set up the new hire’s workspace

 Set up ID-cards, access cards, etc.

On the softer side, to estimate the learning curve or

productivity cost, estimate the average amount of time it takes an employee in a new position to

get up to speed and produce at the average rate for the organization. If it takes a new employee

six months to reach average productivity, the average productivity loss is 50 percent. Use your

annual revenue factor result and multiply it by the productivity loss.

The result of these costs (and an additional 10 percent to cover other hiring costs such as

background checks, credit checks, drug screening, and other administrative costs) can give you

fairly accurate calculation of turnover cost.

The ideal methodology is:

Cost of hiring employees (hard and soft costs) + Cost of training and developing new employees

(hard and soft costs) = Total Cost of Voluntary Turnover

Source: Bristlecone India

Method 2:-

Some organizations calculate it at 150 percent of the yearly salary of the exiting employee. For

managerial and sales positions, the cost can go up to 200-250 percent of the yearly salary of the

employee.

Method 3:-

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Another way to estimate the cost impact of turnover on companies is to look at the total

compensation costs as a proportion of a firm’s revenue. According to one study, corporate on an

average spend 36 percent of their revenue on human capital expenses.

Again, using conservative estimates, for a company with the total compensation costs at this

average, an average rate of employee turnover of 25 percent and the cost associated with

turnover equivalent to one-time salary.

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 RESEARCH METHOLOGY

2.1. Objective of studies

There have basically two types of Objective for which purpose I have chosen this topics.

2.2. Primary Objectives

 To find the basic problem of Customer Relationshipand attrition

 Recruit right people at right time, and at right place

 To find the attrition rate for the current year at Big Bazaar in Sharaganj and

competitions from how much percentage of attrition is increasing per annum.

 To ascertain the various reasons responsible for the attrition of staffs.

2.3. Secondary objectives:

 To solve the managerial problem of organization so they can achieve their

organizational goal.

 Increase the productivity of the organization can achieve their organization goal.

 To bring out the strategies to retain manpower in the store.

 To attract more number of new employees and find ways to sustain them in the

company.

2.1. Scope of Studies

 To find out Customer Relationshipand attrition rate in Big Bazaar.

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  What are problems Big Bazaar facing, how much is it good/bad for any

organization.

 To check the level of satisfaction, high moral/ low morale, communication,

internal relationship and cooperation of employees in organization.

 How can improve moral and reduce Attrition rate in organization so they can

achieve their performance.

 To keep update with new and enthusiastic employees in organization according to

time and situation.

2.3: RESEARCH METHODOLOGY:

2.3.1. Observation:-

 Survey through Questionnaires

 To direct interaction with employees and leaders

2.3.2 Limitation of the studies:-

The research had several limitations in the data collection phase since left employees

were taken as the population for the study.

 Since the questionnaire involved the collection of responses from the assistant

department managers and leaders on the reasons of their subordinates exit, the

reliability of this reach was less as it proved to be a perspective of secondary data.

 Some or the team leaders feared giving responses pertaining to career growth, as

they felt that their information might reach their superiors. However on promising

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 their confidentiality of their views and responses, open and candid opinions

poured up

 Some of the respondents felt difficult in comprehending the questionnaire

especially those rotated to ordinal scale, which involve raking factors as per the

importance, thereby, it had to be reworked upon which time was a consuming.

 As the figures and data of attrition, given by the company involved Staff transfers

within the internal departments, the list had to be re-checked and worked with the

store HR.

 Since the HR manager of one of the branches had just five months experience, he

had difficulty in collecting the past records viz. as the headcount of various

departments in different months.

Research design:-

In this project I am basically used descriptive research design.

2.3.3. Method of data collection:-

I have used both kind of data Primary data and Secondary data. Which is more than enough for

this project? The method and mode used for collecting these data are explained below.

Primary Data: -

For primary data I have direct survey/contract with Employees and taken support from

management so employees of organization help me for this project and I have questionnaire.

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Secondary Data:-

The secondary data I have collected from Internet, books and Journal, office web sites, and HR

portals for the project work.

RESEARCH INSTRUMENT:

The research instrument used for collecting the data is questionnaire

Questionnaire:

The Questionnaire is prepared in an organized and thorough manner and reframed accordingly

after considering all the required aspects of the attrition analysis, using last year’s data. The scale

ranges from a score of 1 for “Strongly Agree” to a score of 5 for “Strongly Disagree”.

Parameters used for the Survey:

The factors which were taken into consideration for the attrition analysis survey are as follows;

 Employee moral

 Overall Satisfaction of the company

 Communication

 Training and developmental activities

 Grooming stander

 Company policy and code and conduct

 Career Growth and Opportunist

 Work Environment and Working Condition

 Saturday Meeting etc.

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2.5. SAMPLING DESIGN:-

2.5.1. Population:-

Population taken for the study is the Assistant Department Managers (ADM) and team leader of

Big Bazaar.

2.5.2. Sample Size:-

Since the company required responses from all the ADMs and team leaders, the sample size for

individual branches were as follows,

Big Bazaar Sharaganj: - 50

Big Bazaar Faizabad Road: - 10

Big Bazaar Phoenix United Mall: - 10

Big Bazaar Inox Mall: -20

2.5.3 STATISTICAL TOOLS USED FO ANALYSIS:-

After data collection, statistical tools are used for analyzing the data and results are obtained.

From the obtained results, findings and suggestions can be done. The statistical tools used in this

project for analysis are

 Friedman Test

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  Simple percentage analysis

ANALYSIS AND INTERPRITATIONS OF DATA

ANALYSIS AND INTERPRETATION OF DATA:-

5.1.1. Preliminary Analysis:-

The Preliminary analysis comprises of analysis of attrition from secondary data which was

obtained from the SAP Database, which was then classified based on three factors:

1. Last 3 months attrition analysis an indicator of infant attrition, a predictor of improper

implementation of recruitment practices and may be external factors such as

improvement of job market after the recessionary effects.

2. Last six months attrition analysis (Aug’14 to Feb’15) was done as per company

requirements.

3. Yearlong attrition analysis (Jan’14 to Feb’ 15) was done to get an overall perspective of

the trend in attrition rates per month.

Attrition formula:

Common methodology in calculating Attrition Rate

The approach to this calculation might vary from organization to organization. While a few

techniques are common, there are no proven theories.

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The most commonly used formulae are:

Total Number of Resigns per month (Whether voluntary or forced) X 100

-----------------------------------------------------------------------------------------

(Total Number of employees at the beginning of the month + total number of new joiners - total

number of resignations)

Total Terminations in a month

-------------------------------------------------------------------------------------

(Total Head Count at the beginning of the month) + (Total New Hires)

Total No. of employee left X 100

-------------------------------------------

Total No .Of employees present

Number of employee separations-involuntary separations X 100

-------------------------------------------------------------------------------------

*Average employee count

(*Avg. employee count = January month strength + December month strength)

5.1.1. Attrition Rate Analysis in Big Bazaar Sharaganj: 132.78

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 Attrition Head count Newly Joined Attrition%

Year (2014)

January 27 200 10 13.50%

February 23 210 9 10.95 %

March 23 222 12 10.36 %

April 28 240 23 11.67 %

May 30 245 11 12.24 %

June 18 252 23 7.140 %

July 32 259 24 12.36 %

August 28 261 22 10.72 %

September 29 267 25 10.86 %

October 35 246 27 14.22 %

November 40 245 23 16.33 %

December 43 270 26 15.93 %

Average Attrition rate (Monthly): 12.19

Table 5.1.1: Attrition Analysis in Big Bazaar Sharaganj

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 43
40
35
30 32
27 28 28 29 27
24 25 26
23 23 23 23 22 23
18
10 12 11
9

13.50% 10.95% 10.36% 11.67% 12.24% 7.14% 12.36% 10.72% 10.86% 14.22% 16.33% 15.93%

Inference:-

From the above calculation we have determined that the current monthly attrition rate is 12.19%,

these amounts to approximately 50% annually.

5.1.2.Attrition Rate Analysis In Big Bazaar Faizabad Road:

Year (13 Attritions Head count Newly Joined Attrition %

to 14)

September 14 117 17 11.96

October 10 187 18 5.35

November 9 117 16 7.69

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 December 14 111 20 12.61

January 9 153 10 5.88

February 10 142 9 7.04

March 10 133 12 7.52

April 8 118 14 6.78

May 13 116 23 11.20

June 19 120 21 15.83

July 13 145 19 8.97

August 8 178 17 4.49

Average Attrition Rate in Big Bazaar Faizabad Road (Monthly): 13.07

Monthly Attrition Analysis Faizabad Road

4.5
5
5 4.3 4.4

4 3.5
3 2.8
3 2.4 2.5
2 2 1.8
2

0
Category 1 Category 2 Category 3 Category 4

Series 1 Series 2 Series 3

Table: 5.1.2 Monthly Attrition Analysis at Big Bazaar at the Big Bazaar Faizabad Road

Inference:

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From the above calculation we have determined that the current monthly attrition rate is 13.07%,

this amount to approximately 50% annually. This is very high for the retail sector and thus the

study is conducted. This validates the need for the study.

5.1.2. Attrition Rate Analysis in Big Bazaar Phoenix United Mall

Year (2014) Attrition Head count Newly Joined Attrition %

January 3 29 18 6.38

February 3 32 17 6.12

March 2 37 18 3.64

April 6 33 16 12.24

May 3 34 20 5.56

June 1 33 9 2.38

July 1 33 16 2.04

Monthly Average is 5.48%

Table: 5.1.3. Monthly Attrition Analysis-Big Bazaar Phoenix United Mall

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 5
5 4.3 4.4 4.5

4 3.5
3 2.8
3 2.4 2.5
2 2 1.8
2

0
Category 1 Category 2 Category 3 Category 4

Series 1 Series 2 Series 3

Inference:

The Attrition Rate for Big Bazaar phoenix United Mall unit is 5.48%. From the trend we can see

that attrition is on a decline. But this inconclusive as more data from ensuing months are

required. Since this store was inaugurated only in June the date from August is furnished above.

5.2.1. Detailed Analysis: -

My analysis is basically base on the Questionnaire and Interview, from where I got enough

information. Apart from this my store HR MS. Neeraj and my friends who were in another Big

Bazaar branch also gave me his precious time for complete this project in very effective way.

Conceptual Framework:-

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The sample population of Big Bazaar was given the Questionnaire; they were then required to

fill it after due consideration from their sub-ordinate and according to their experience in the

matter regarding attrition.

The fundamental determinants of organizational behavior (Schneider, 1987).

Thus the Questionnaire was framed to include such parameters such as employee morale, career

growth, work environment, communication, company policies, training and compensation. The

above mentions factors were framed in the 5 point interval scale. According to literature review

‘People leave the organization because of their superiors/supervisors and not the organization”.

Therefore we have included in our study the managerial aspects that influence a person from

leaving the organization.

5.2.2. Employee’s satisfaction:

Customer Relationshipin Big Bazaar Sharaganj

Employee satisfaction surveys help employers measure and understand their employees'

attitude, opinions, motivation, and satisfaction.

Measuring Employee Satisfaction

because satisfaction is basically a psychological state, care should be taken in the effort of

quantitative measurement, although a large quantity of research in this area has recently been

developed.

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The usual measures of employee satisfaction involve an employee satisfaction survey with a set

of statements using a Likert Technique or scale. The employee is asked to evaluate each

statement in term of their perception on the performance of the organization being measured

The following are a few typical Questions asked in Employee Satisfaction

Survey:-

 Please describe your position with the company.

 How long have you worked for this company?

 I have ready access to the information I need to get my job done.

 I am familiar with the mission statement put forth by my department.

 I agree with the mission statement put forth by my department.

 I am involved in decision making that affects my job.

 Management has created an open and comfortable work environment.

 I know my job requirements and what is expected of me on a daily basis.

 I have received the training I need to do my job efficiently and effectively.

 Training is provided to enable me to do my job well.

 Management recognizes and makes use of my abilities and skills.

 I am treated with respect by management and the people I work with.

 I am encouraged to develop new and more efficient ways to do my work.

 Employees work well together to solve problems and get the job done.

 Management is flexible and understands the importance of balancing my work and

personal life.

 I would recommend others to work for this company.

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  What changes, if any, do you feel need to made in your department to improve working

conditions?

 What changes, if any, do you feel need to be made in the company to improve working

conditions?

The surveys of this type provides an understanding how the employee perceives the organization.

Employee

Frequency Percentage Valid percentage Cumulative

percentage

Strongly agree 4 8 8 8

Agree 20 40 40 48

Neutral 15 30 30 78

disagree 11 22 22 100

50 100 100

Table: Large picture of organization

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 Percent

14% 10%

Strongly agree
Agree
16%
30% Neutral
Disagree
Strongly disagree

30%

Inference:

From the total respondents 8% who are strongly agree with organization and 40% agree, 30%

Neutral who do not have any idea about Job, and 22% employees of organization who are

disagree with it they say there have no any large picture of the organization in Job.

Chart: organization accommodates their personal needs

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 Frequency
Strongly agree Agree Neutral Disagree Strongly disagree Total

5 15
50 15
8
7

Inference:

From the total respondents 10% of respondents are agree that the organization accommodates

their personal needs and 30% only agree with that and 30% respondents do not any proper idea

for that and 16% disagree with that but 14% strongly agree with that they say organization not

giving any convenience to its employees.

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 frequency percentage Valid percentage Cumulative

percentage

Strongly agree 14 28 28 28

Agree 27 54 54 82

Neutral 7 14 14 96

Strongly disagree 2 4 4 100

Total 50 100 100

Table: Friendly work environment in Percentage

Frequency Percent Valid percent Cumulative

percent

Strongly agree 8 16 16 16

Agree 15 30 30 46

Neutral 12 24 24 70

Disagree 15 30 30 100

Total 50 100 100

Table: Co-operation in organization in Percentage

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 Frequency
Strongly agree Agree Neutral Disagree Total

3%

12%
8%
50%

27%

Inference:-

From the total respondents 8% of the respondents are agreeing that. There are a spirit of co-

operation among staffs and 15% are only agree with that concept, and 12% employees are

neutral with their idea because they do not interest in this aspect and15% of employees are

strongly disagree with their concept about co-operation.

Frequency percent Valid percent Cumulative

percent

Strongly agree 4 8 8 8

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Agree 21 42 42 50

Neutral 13 26 26 76

Disagree 8 16 16 100

Total 50 100 100

Target in Percent
Strongly agree Agree Neutral Disagree Total

3%

12%

8%

50%

27%

Interference:

From the total respondents 22% respondents are agree with target which is given by company

because it motive organization employees and force them to perform well,4% respondents are

strongly agree and 14% respondent have not any idea for this and 8% respondents are strongly

disagree with target.

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 Frequency Percent Valid percent Cumulative

percent

Strongly agree 7 14 14 14

Agree 25 50 50 64

Neutral 10 20 20 84

Disagree 8 16 16 100

Total 50 100 100

Table: The distribution of workload in percent

Frequency
Percent

Strongly agree
Agree
Neutral
Disagree

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Inference:

From the total respondents 14%respondents are strongly agree with workload distribution, and

50% respondents are just agree with this concept they say is helpful for organization and as well

as employee but 20% of respondents do not have clear idea about that and there are neutral with

this concept and 16% respondents are strongly disagree with that and they say it just increase

respondents stress for their jobs.

Frequency percent Valid percent Cumulative

percent

Strongly agree 3 6 6 6

Agree 12 24 24 30

Neutral 8 16 16 46

Disagree 27 54 54 100

Total 50 100 100

Table for Sub-Ordinates feel flexible with time

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 Frequency

Strongly agree
Agree
Neutral
Disagree
Total

Inference:

From the respondents only 6% respondents are strongly agree with working time, 24% are just

agree with that but 16% respondents do not have proper idea with that and 54% respondents are

disagree with working time they want some manipulation in it

Frequency percentage Valid percentage Cumulative

percentage

Strongly agree 20 40 40 40

Agree 20 40 40 80

Neutral 4 8 8 88

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Disagree 6 12 12 100

Total 50 100 100

Frequency

Strongly agree
Agree
Neutral
Disagree
Total

Inference:

From the total respondents 40% of the respondents are strongly agree that attrition is influenced

by their difficulty in adapting to the organization and 40% are just agree with them and out of

80% only 8% respondents are neutral with this concept and 6% respondents are not agree with

this they say in attrition organization difficulty is not play any role.

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 Frequency percentage Valid percentage Cumulative

percent

Strongly agree 15 30 30 30

Agree 8 16 16 46

Neutral 20 40 40 86

Disagree 7 14 14 100

Total 50 100 100

Frequency

Strongly agree
Agree
Neutral
Disagree
Total

Inference:

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From the total respondents 30% of the respondents strongly agree that communication amongst

the staff and floor manager in this store is effective and 40% are neutral and 14% are disagree

with this.

Frequency percent Valid percent Cumulative

percent

Strongly agree 7 14 14 14

Agree 15 30 30 44

Neutral 19 38 38 82

Disagree 9 100

Total 50 100 100

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 Frequency

Strongly agree
Agree
Neutral
Disagree
Total

Inference:

From the total respondent 7% respondents are strongly agree with company policies and only

15% respondents are agree with their company policies and 19% respondents are neutral with

company they say they do not have any idea with policies and 9% respondents are disagree with

company policies.

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 Frequency percent Valid percent Cumulative

percent

Strongly agree 5 10 10 10

Agree 24 48 48 58

Neutral 10 20 20 78

Disagree 11 22 22 100

Total 50 100 100

Frequency

Strongly agree
Agree
Neutral
Disagree
Total

Inference:

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From the total respondents 48% respondents are agree that the office has policies supportive to

the staff and 20% are neutral and 11% of respondents are disagree with the policies and only

10% respondents are strongly agree with office polices.

frequency percent Valid percent Cumulative

percent

Strongly agree 10 20 20 20

Agree 20 40 40 60

Neutral 10 20 20 80

Disagree agree 10 20 20 100

Total 50 100 100

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 frequency

Strongly agree
Agree
Neutral
Disagree agree
Total

Inference:

From the total respondents 20% of respondents are strongly agree that there sub-ordinates

received a through orientation about job and office when they joined and 20% are neutral on that

and 20% are strongly agree for that and 20% are disagree for that.

Frequency percent Valid percent Cumulative

percent

Strongly agree 4 8 8 8

Agree 11 22 22 30

Neutral 13 26 26 56

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 disagree 16 32 32 88

Strongly 6 12 12 100

disagree

Total 50 100 100

Strongly
compensation agree
0% 2%

Disagree
22% Agree
32%

Neutral
44%

Inference:

From the total respondents 8% of the respondents are agree sub-ordinates received a through

orientation about their job and office when they joined and 22% are only agree with

compensation which is paid to them and 26% neutral they say they do not have proper idea

regarding their compensation, 32% respondents are disagree with it and 12% respondents are

strongly disagree with company compensation.

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 2.4. Major reasons for attrition-Freidman’s Test:

By means of Friedman’s test we have determined the top 5 reasons for attrition and the following

are the results of this test. The top reason cited for attrition has been selected as the independent

variable for the study.

Reasons for attrition Friedman’s Test result

Better opportunity 2.78

Marriage 6.34

Long working hours 3.05

Less salary 1.85

Sickness 6.34

Company policies 6.37

Work pressure 3.95

Leave 5.32

Table: 4.4.1. Reasons for attrition using Freidman’s Test

5.5 Reduce Employee Turnover

Employee attrition is a costly dilemma for all organizations.

Control attrition with effective communication - build strong, high-performance teams.

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5.5.1. Is ATTRITION important to your organization?

Employee attrition costs 12 to 18 months’ salary for each leaving manager or professional,

and 4 to 6 months' pay for each leaving clerical or hourly employee. According to a study by

Ipsos-Reid, 30% of employees plan to change jobs in the next two years. Do the math and

discover how much your company may pay for attrition.

Although employee turnover can help organizations evolve and change, an American

Management Association survey showed that four out of five CEOs view employee retention

as a serious issue for organizational success. If managers know the real causes of attrition,

managers can control attrition and retain employees. Each retained employee can save money

and lead to better

5.5.2. Why Employees Leave?

Most employees leave their work for reasons other than money – and your organization can

correct these reasons. Most leaving employees seek opportunities that allow them to use and

develop their skills. Leaving employees want more meaning in their work. They often

indicate that they want to use their qualities and skills in challenging teamwork led by

capable leaders.

 Managerial staff cite “career growth” and “leadership” as the major factors that

influence attrition and retention, together with “opportunities for management”

“ability of top management” “use of skills and abilities” and work/family balance

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  Professional employees cite concerns about “supervisory coaching and counseling,”

“company direction” and interesting work

 Clerical employees voice concerns such as “type of work,” “use of skills and

abilities” and opportunities to learn

 Hourly employees notice whether they are treated with respect, have capable

management and interesting work

5.5.3. Employee Orientation:-

New employees who attend a positive orientation program are 70% more likely to be with

the company three years later (Corning Glass).

5.5.4. Mergers/Acquisitions

Lee Hecht Harrison, a HR consulting firm, advises, "Far more employees will leave

following a restructuring than are laid-off or terminated as a result of downsizing. This lost

talent and cost can be minimized through good communication."

5.5.5. Exit Interviews

Exit interviews provide an excellent source of information of internal problems, employees'

perceptions of the organization, underlying workplace issues, and managers' leadership

abilities.

5.5.6. Ineffective Managers

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High employee turnover can be recognized and properly attributed to poor managerial

performance, emotional intelligence and ineffective leadership. Poorly selected or improperly

trained managers can be expensive...

A Workforce Magazine article, "Knowing how to keep your best and brightest," reported the

results of interviews with 20,000 departing workers. The main reason that employees chose

to leave was poor management. HR magazine found that 95 percent of exiting employees

attributed their search for a new position to an ineffective manager.

5.5.7. Hire attitude; Train skills

We can help you hire and inspire appropriate employees ...

 Build positive, friendly, teamwork attitudes and commitment to customer services

 Help new employees feel comfortable as they participate as valued team members

 Provide periodic refresher courses to maintain team purpose and functionality

 Apply Expert Modeling to rapidly transfer expert skills within a workforce

5.5.8. Reduce Attrition: Managers and Professional Employees

We can help you adjust your company vision and manager's performance reviews to reflect

employee turnover, and provide mentoring and interpersonal training to inexperienced

managers.

 Develop and communicate a strong strategic vision

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  Provide relationship coaching and help people develop to their potential

 Reward managers for their relationship skills - not only on technical know-how and

financial results

 People don’t leave jobs, they leave managers! Replace managers who will not

develop relationship skills

5.5.9. Reduce Attrition: Clerical and Hourly Employees

We can help you communicate. Most employees want to know more about their work. We

can explain each process and help employees understand the importance of their work. Your

employees will become more knowledgeable about their effectiveness. Here are a few ways

...

 Compliments and thanks cost little and can bring great benefits

 Let employees know that their opinions are valuable

 Keep employees informed - don't let them hear important news through rumors

 Update employees with technical information

 Address staff by their first names

 Publicly praise what the employee has accomplished and say why it was important

 Criticize privately about what the employee can do better and explain how to do it

better

 Create community with activities such as informal meals or events outside work

 Involve employees in organizational planning

 Titles cost little and remind employees that they are valuable

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How to Calculate Employee Turnover:-

 Costs of Employee Turnover -

 In our first post on the costs of employee turnover, you learned why hanging onto your

employees is important to the financial well-being of your organization, as long as those

employees are a good fit.

 In part 2, I will show you some twists and variables on those calculations that you must

make to see the full picture that employee turnover in your organization is telling you. I will

also cover a few of the many variables that can affect your turnover rate and affect how you

choose to interpret results of your employee turnover calculations.

Beyond just looking at your overall employee turnover rate, taking the time to look closely at

certain segments of your organization will provide you even more insights into your

organization’s health.

For example, you could focus on employees who leave in the first-year of employment. From

hiring to firing to replacement, losing employees in the first year can be costly.

Some employee replacement costs include:

 sourcing (how you find applicants and how they find you)

 interviewing

 hiring expenses

On-boarding costs include:

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  training the new employee

 acculturation of the employee to the organization’s culture and expectations

Employee separation costs include:

 unemployment compensation

 COBRA benefit continuation costs

 conducting exit interviews

As a side note, effective orientation programs in the first several months after a hire have been

proven to have a direct, positive impact on the employee’s choice to stay with the organization.

Ques. How to Calculate Employee Turnover by Month?

Let’s revisit an employee turnover calculation I explained in my previous blog: monthly

turnover. This turnover calculation can be used to learn more when employees leave in their first

year.

To calculate monthly employee turnover rates, divide the number of employee separations in one

month by the average number of active employees at the worksite during the same period. We’ll

say we have one site of operations.

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For example, let’s say we lose four employees out of 200.

That gives us an employee turnover rate of 20 percent. What if we repeated this employee

turnover calculation to highlight the turnover rate just in the new hires, not in the whole

company, over the course of a year?

Ques. How to Calculate Employee Turnover Rates within the First Year?

Have you wondered if employees leaving in less than 12 months have a bearing on your

business? What about on your business practices? You can learn both by learning about first year

employee turnover.

To compute this, divide the total number of employees who leave in less than one year by the

total number of employees who leave in the same period.

Here’s what the formula looks like:

Now to pull numbers into our formula for first year employee turnover:

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Ques. What Can Employee Turnover Calculations Tell You About Your

Organization?

How do 26.7 percent first-year employee turnover rates compare to the industry standard, or to

your local area? If it is consistent with those measures, your organization may be fine.

The following questions and answers will be important to note and act on, regardless if 26.7

percent is a good number or a bad one.

 If 26.7 percent is higher than your overall employee turnover rate, the industry standard,

or the standard turnover in the area, you might want to review your selection or on-

boarding process.

For instance, what questions were asked when the employee was hired? Did the questions relate

to the job? If not, they may have set up the application for the job to be quite different than the

job really is. If so, why was that done?

 Did those who sorted applicants by their responses understand what skills the job

required? Did they end up looking for or finding the wrong things?

 Did the employee get an orientation? Was the employee made to feel comfortable in the

organization after the orientation? Why or why not?

 How did the employee’s supervisor interact with the employee?

 How did the existing workforce interact with the new employee? With acceptance and

assistance, or with a cold shoulder? How did the supervisor react to that? Did the

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 supervisor take any steps in response to the workforce interaction with the new

employee?

Inference:

From the Freidman’s ranking method, the top 5 reasons for employees leaving the company, as

per the order are;

1. Less salary

2. Better opportunity outside

3. Long working hours

4. Nature of work and working condition

5. Lack of co-operation

6. Conflict inside of organization and

7. Work pressure and leave

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It is also critically important to recognize that, when employees indicate the intention to leave,

they generally do- this means that attrition can be predicted through survey measurement, which

gives employees an important “window of opportunity” to foresee and address talent loss within

specific departments so as change the environment that is causing employment that is causing

employees to leave.

FINDING, CONCLUSION AND RECOMMENDATION

FINDING

Sharaganj Branch:

The attrition rate was high in the Big Bazaar Sharagan4 in the year of 2011. Because of lots of

competition is here after inflation lots of opportunities are available here and each and every

person want more and more salary than their ability. Every organization tries to negotiate with

their employee so they give less salary/wages to their employees’.

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The Attrition rate for the year is approximate 13%. In general, the staffs selected for job roles

viz. Salespersons, Cashiers, beauticians, Insurance marketing personnel, Maintenance personnel

require a PUC graduation or lesser, their need for change to a different job role. So. They have a

lot of options and opportunities to choose within and outside the industry. So, it was found that

in this store staffs had work experience of a completely different job role in the past and

therefore they so not mind shifting to a different one as wider options exist.

My learning from Big Bazaar

Draw the organization structure for People Office in Big Bazaar and write in brief about the roles

and responsibilities at each level?

Reflect & learn

Human capital is considered to be the most valuable asset in any organization. People need to be

nurtured, developed, motivated and rewarded so as to ensure business growth. Therefore the

People Office department should ensure that they attract, develop and retain the kind of people.

Organization structure of Big Bazaar and roles and responsibilities are discuss above in Chapter

no. 4.

To learn and understand the function of People office in Big Bazaar

People Office in Big Bazaar is most important part for both like employer and as well as

employees because both are internally related by each other. Each and every work,

responsibility, duties, and their activities are completely controlled by employer and Executives.

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All code and conduct is followed by employees and employee but its handle by People Office

and employees discipline, grooming stander, Doctor visiting, pay role, absent sum, Saturday

meeting, uniform, leave card, and comp-of slips, attendance register, recruitment and placement,

performance appraisal, key result area (KRA), Performance Evaluation Review key (PERK),

Birthday card, reward and recognition, punishment, and after these activities there have some

other so many small activities, which is very important and help full for organization.

Manpower planning and Budgeting

Conceptual understanding:

The aim behind manpower planning and budgeting is to have the right number of people to work

so as to improve productivity and reduce cost.

To understand the role of manpower planning and budgeting in an organization.

 You decide on the manpower for a store.

Manpower for a store is decided according to area of store and department of store.

Which is planned by Kishor Biyani and Kartha of Big Bazaar and they follow the concept of

Wall mart. Some department of Big Bazaar like Fruits and vegetable, Grosser, Fast consuming

products and international product are so mush important and crowded area there so there have

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large number of employee and in jewelers and beauty field there have less number of employees.

Big Bazaar also follows some latest formula for manpower planning which is already discussed

above.

 The recruitment done in a store.

Recruitment done by Big Bazaar: Basically Human resource management in Big Bazaar like

internal recruitment they call all employees and inform they have some such types of vacancy

and post. The basic salary is that. If any employees have any friend, relative or colleagues they

call for interview. And some time when they did not get a right employee or candidates then only

they go for outside of recruitment like advertisement

They call their employee and give pamphlet to distribute it or posted in on the wall

They leave some advertisement on net who ever are interests they can come for interview or

apply for those jobs.

Big Bazaar have some consultancy who give direct employees to them and Big Bazaar is not

giving a single rupees to them they have some management strategy and they are getting money

from them. And supply manpower to Big Bazaar.

Draw a typical store structure for employees in Big Bazaar?

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 Operations

(Store Head)

Food DM General Home solutions Apparels Home

Merchandis DM DM Fashions DM
e

Assistant Department
Manager

Assistant Department Team leader

Manager Trainee

Team Members

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  How many times in a week does the doctor visit the store?

Doctor in Big Bazaar is basically visit in one times in a week and is in Saturday. After check up

they give full information to Human Resource manager regarding employee’s health status like

Bode pressers, weight, Stress, and some health related information which is helpful in

management for salary and insurance.

 The uniforms and other accessories that are issued to an employee

when he/she joins Big Bazaar.

Big Bazaar has some different uniform for each department like Fruits and vegetable, crockery,

cloths, beauty and health, insurance persons,

For

Fruits and Vegetable: orange tops, black trouser, belt, shoes, socks,

Health and beauty: Black tops, Black trouser, Belt, Shoes, Socks

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Cosmetics: white tops, Black trouser, Belt, Shoes, Socks, some cosmetics and some makeup

pack etc.

Garments: Yellow tops, Brown Trouser, belt, shoes, and socks

Insurance: only Red top

Every employees get 2pairs of uniform for daily use

 Process of issuing Employees Identity cards for staff in a store

For employees Identity cards when an employee is going Gurukul training or any training than

Big Bazaar provides their own photo id with grew color belt. And when an employee join the

company than Big Bazaar provide only ID that is not Photo ID and not original one just for

formality with red or orange belt but most necessary for every employees of organization.

 The grooming standards on the floor and how are they monitored.

When new candidates join the company than HR of organization inform them to hand over their

mobile in basement and maintain daily register for attendance. After that they say you are in this

or that department he or she is your team leader and that person is your Directing manager he/she

will guide and you have to deal with customer and be polite while dealing with them. Their shoes

must be police and uniform in proper way and ID is most important.

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  Fun zone and what are facilities are provided there?

Fun zone is a big size of room and there have some convenience which is given by Organization

to their employees so they can take rest when they feel tired or ill. They have their breakfast,

lunch there in Fun zone. After that there have some extra activity like some game and

motivational program. All employees have their tea and coffee in fun zone. In side of Fun zone

they have some lock or locker room so they can keep their good or lunch whatever they want and

there have a lock in the hand of employees.

 The weekly are offs managed at stores for employees.

Weekly offs in Organization is decided by Human resource manager and Managing Director of

the department. Every employee’s get a day off and there is planning for weekly off which

employees will get which day offs and who will work so organization will not be affected by

them and their work.

 The policy for store staff for working for extra hours and on holidays?

For each day extra work they are getting some extra money when an employees work some more

hours they are also getting some money which is decided by Organization Human Resource

Manager, Kishor Biyani and Kartha of Big Bazaar according to time and according festival.

They give monetary convenience to them. So they can get proper value for their work.

 The incentives (PERK) given to employees for target achievement?

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Every organization has some target which is decided by organization management and CO of

organization. If any department will get more than their target than they will get PERK and each

employee are getting PERK according to their salary. Whatever is given by organization to them

as a PERK? PERK is given by employee to department according to their profit and department.

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CONCLUSION

From our detailed analysis, the attrition rate was determined to be (11.26%) respectively. From

our analysis we have determined the current average attrition rate to be 13% per month. The

Major reasons responsible for attrition were sees salary (when compared with the market

standers), better opportunity elsewhere in the market place, long working hours, work pressure in

various departments and string leave policies. Some of the primary data collected through

interview with the store managers of individual units’ revealed information such as termination

due to integrity issues, in disciplinary attitude of staffs, harassment issues.

Attrition have both good as well as bad effect according to employees when a prospective

employees leave the organization than it has negative effective and when a non prospective

employees leave the organization than it has positive effect so it is good under limitation but

when it become more than it has only bad effect.

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RECOMMENDATIONS

After my project I would like to recommend that Big Bazaar is really big organization and there

have need some improvement so they can get success like little bit change in their discipline and

give some convenience to their employees. Cost the company is very less and when some

employee performing well they do not give some reward to them that’s why the good and

prospective employees always like to leave their company and go for another Organization and

another job so they can understand their value and they can use their talent and hummers they

always expecting more and more salary and responsibility and competition in their carrier.

They can provide the best opportunities’ to each and every one so they think like they are a part

of organization and the organization always take care about them.

Page 100 of 106

BIBLIOGRAPHY:

References and bibliography:-

 Big Bazaar Sharaganj Executive.

 Employees of Big Bazaar and HR Manager

 IT MNCs maintain R&D expansion spree in India

 Global IT majors in contest over $1 billion Bharti Aortal outsourcing deal

 Over 30 IT, BPO govt. contracts face cancellation, renegotiation risks in the UK

 Amazon’s proposed call centre to enhance Cape Town’s economy

 Leading Indian tech firms to revise stratagem for European market

 Philippines BPO sector attains 50% target, revenues touch $4.7 billion

 TCS decides to step into Peruvian market

 Infosys shuts down BPO unit in Bangkok, shifts work to India, China

 ILO stresses on need to ensure decent job conditions in BPO industry

 Insurance broker Aon to acquire Hewitt for $4.9 billion

 Unprofitable Contracts/Market Consolidation to Push 25% of BPO Vendors Out of

Business.

 Uma Sekaran, Research methods for business, (4th edition; Wiley publications)

 R. Nanda Gopal ET. Al. Research methods in business, (1st edition; New Delhi; excel

books).

 Charles R. Green, Strategic Human Resource Management, (2nd Edition; New Delhi;

Pearson education)

 V S P Ray, Human Resource Management, (2nd edition; New Delhi; Excel Books).

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 ANNEXURE

Questionnaires:

The following are a few typical Questions asked in Employee Satisfaction

Survey:-

I am Akash kumar student of SRMU, conducting a study on Employee satisfaction

and attrition viz., Big Bazaar. Please fill in the following questionnaire to help me

in my survey.

Personal Profile

Customers Name: - Ph No: -

Gender: - Male Female Email: -

Age :- Below 16 16-25 26-35 36-45 Above 45

Monthly Income Level: None below Rs.10000 Rs.10000 – Rs.20000

Rs.20000 – Rs.30000 above Rs.30000

Educational Qualification: SSLC PUC Degree PG PhD

Occupation: Student Working in Pvt. / Govt. Company Business Man

Academician Housewife Self Employed

Page 102 of 106

1) How long u r working in Big Bazaar?

Once year Two year

Five year above five year

2) What is the reason for come to join Big Bazaar?

Salary Carrier growth Brand Opportunity

Near to your House Others (Please specify)___________

3) Do you think that Big Bazaar is really a good organization?

Yes No

4) What is that part that distinguishes Big Bazaar from other retail stores?

Quality Price Convenience

Offers Location Others (Please specify)___________

5) How do you find the salary in Big Bazaar?

Very High High Reasonable Low Very Low

6) Do you compare the salary of Big Bazaar with other retail stores?

Yes No

7) Do you think your subordinate is a valued part of the organization?

Yes No

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8) Do you wait for the offers to other organization?

Yes No

9) Do you feel your sub –ordinate are respected and fairly treated in organization?

Yes No

10) What is the morale in the office?

Low High Average

11) Do they career goals and future prospects?

Yes No

12) Do they career goal and future prospects?

Yes No

13) Do they know how their job fits into large pictures of the organization?

Yes No

14) Are you satisfied with your job in Big Bazaar?

Yes No

15) The work environments in store are friendly?

Yes No

16) The subordinate feel that the work timing is flexible?

Yes No

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17) There is a spirit of co-operation among staff?

High low No

18) Do they have positive relation with their supervisor?

Yes No

19) The Work load and work target are reasonable?

Yes No

20) Do they have a clear understanding of how their job performance is measured?

Yes No

Page 105 of 106

 BIBLIOGRAPH

Turnover, retention, and employment relationship in future group. Team Development, Aylin

and Webber, Vol. 7 pp, 161-171.

, A conceptual model of labour turnover retention and, international human resource

development Jonathan winter ton 7:3 (2004), pp.371- 390.

Miles M. Finney and janet E. Kohlhase, The effect of urbanization on labour turnover, Journal of

Regional Science, Vol, 48, No. 2, 2008, pp, 311-328.

Muhammad sani Umar, None work Factors and labour Turnover among Female Employees in

Kebbi state civil service, Bangladesh e-journal of Sociology. Volume 4, Number 2, July 2007.

Smith et al, labor turnover and management retention strategies, international Journal of human

Resource Management 15:2 March 2004. 371-396

Life story of Kishor Biyani: which is written by Kishore Biyani it is Biography. Where he has

written is basic concept and idea about Indian Retail sector.

WEBSITES:
www.futurebytes.com
www.search.ebscohost.com
www.citehr.com
www.futuregroup.com
www.pantalooneretail.com

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