INTRODUCTION

I. RATIONALE BEHIND THE STUDY

Most of the industrial problems are concerned with the employer – employee relations. Employers believe that the
workers are concerned with their wages and when they are paid off; their duties and responsibilities are over. No doubt,
wages are an important factor, but that is not all. A worker’s interest also lays several other things. He wants to have a
healthy home and a flourishing family and most important of all, he wants to be proud of his job as well as of the company which
him. A man, who is robbed of his opportunities to satisfy these basic needs, ceases to have interest in his work. Thus, it is the dut
management to provide him more and more welfare activities beside those provided by legislation in order not only to keep his in
the work and in work place, but also make a worthy citizen of the nation. Any measures undertaken to
improve the condition of the industrial labour should be carefully planned and executed, so that there are no unhealthy
repercussions after an initial to study of improvement. As a student of labor welfare, I have attempted to study and
compared the welfare programs conducted by the authorities of the BIG BAZAAR, is owned and operated by Future
Bazaar India Ltd, a subsidiary of pantaloon retail ltd. I have tried to give a correct picture as far as possible and to do
justice to the subject under study.
RETAIL IN INDIA
In the beginning there were only kirana stores called Mom and Pop Stores, the Friendly neighbourhood stores selling every day
needs. In the 1980s manufacturer’s retail chains like DCM, Gwalior Suitings, Bombay Dying, Calico, Titan etc started making
its appearance in metros and small towns. Multi brand retailers came into the picture in the 1990s. In the food and FMCG
sectors retailers like Food world, Subhiksha, Nilgris are some of the examples. In music segment Planet M, Music world and in
books Crossword and Fountainhead are some others. Shopping Centres began to be established from 1995 onwards. A unique
example was the establishment of margin free markets in Kerala. The millennium year saw the emeregence of super Markets
and hyper markets. Now big players like Reliance, Bharti, Tatas, HLL, ITC are entering into the organized retail segment. The
big international retail bigwigs are waiting in the wings as the present FDI guidelines do not allow them to own retail outlets in
the country. Walmart is testing the waters by agreeing to provide back end and logistic support to Bharti for establishment of
retail chains with a view to study the market for future entry when the FDI guidelines change and to establish a backbone
supply chain. Table 1 shows the different phases in the growth of organized retailing in India.

Retailing consists of the sale of goods or merchandise from a fixed location, such as a department store or kiosk, or by post, in
small or individual lots for direct consumption by the purchaser.[1] Retailing may include subordinated services, such as
delivery. Purchasers may be individuals or businesses. In commerce, a retailer buys goods or products in large quantities from
manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail
establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the
process of retailing as a necessary part of their overall distribution strategy.

Shops may be on residential streets, shopping streets with few or no houses, or in a shopping center or mall, but are mostly
found in the central business district. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or
full roof to protect customers from precipitation Online retailing, also known as e-commerce is the latest form of non-shop
retailing (cf. mail order).

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Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as food and clothing;
sometimes it is done as a recreational activity. Recreational shopping often involves window shopping (just looking, not
buying) and browsing and does not always result in a purchase.

Journey of Retail in India

Table : 1.
Year Growth Function
2000 First Phase Entry, Growth, Expansion, Top line focus
2005 Second Phase Range, Portfolio, Former options
2008 Third Phase End to end supply chain management, Backend
operation, Technology, Process
2011 Fourth Phase M&A, Shakeout, Consolidation, High investment

Implications for Indian Retailers

The global trends have important implications for Indian retailers. The Indian consumer remains value conscious. The
consumer in most cases is willing to spend money, but remains cost conscious, evaluating every rupee spent. It is therefore
imperative for retailers to offer price advantage via sourcing and operational efficiency and a strong private label program to
attract customers. Existing and new entrants need to achieve scale quickly for driving efficiencies in procurement, supply chain
and marketing. Else they risk being marginalized by larger players. Real estate and human resources will be the critical drivers
to build scale. While there are a few hundred malls under various stages of development across the country,
retailers will need to think out of the box as well to ensure availability of real estate. This may include acquiring and
developing the real estate themselves rather than wait for mall development. Given the rising demand for retail real estate,
retailers will need to take a long term view on rentals and look at alternative options like ownership or very long term leases.
Retailers that invest in training will be able to ensure availability of quality manpower in the rapidly growing market.
In summary, the retail market is the next growth frontier for corporate India. It offers an opportunity for a large player to build
a Rs. 40,000 Cr retail business spanning multiple categories by 2015 (at current prices). Compared to this, the revenue of the
largest Indian retailer Pantaloon was only Rs 1085 Cr in 2005. No wonder large domestic business houses and international
retailers have expressed keen interest to enter the retail sector in India. However, to capitalize on the opportunity, a player
needs to be aggressive in its outlook and build scale quickly.

BIG BAZAAR IN INDIA

THE Big Bazaar is known as God in retail. Analysts swear by their stated corporate ambitions, promising growth potential and
soaring performance graphs. Yet, indicators suggest that we are far from being declared as the tourism destination for retail
therapy.

Like in case of the foods and groceries category, which constitutes 14 per cent of the total share of organised retailing in India
— second only to apparels; key indicators hint that metropolitan India is way behind cities in South East Asian countries.

According to a recent fast-track A. C. Nielsen study, the informal eating out (IEO) market in India is undersized as against
Asian markets. When compared on a scale of visits per 100 population, Mumbai and Delhi score 638 and 1,015 visits
respectively, as against 3,371 in Manila and over 4,000 in Jakarta.

Visits per 100 population, a measure of the visit volume in a market, shows the number of visits to a category made by any 100
consumers. It is the product of market penetration in the past four weeks and the average visits in the same duration.

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"Affordability is the key to grow the IEO market. Food retailers have to make their offerings affordable, on par with the crowd-
pulling joints like Udipi Hotels and roadside stalls," says Amit Jatiya, Managing Director, McDonald's India (Western Region).

The international food retail chain introduced the Happy Meal offer priced at Rs 20 in April this year. This affordability plank
significantly improved the bottomline in the following quarter.

Noteworthy to mention is the status of the US-derived `temples of consumerism' on Indian soil. Deliberations during the
recently-concluded India Retail summit revealed that only 77 malls out of the estimated 300 to be developed by 2007 are in any
serious stage of execution. "Around 283 malls of approximately 19 million sq.ft. area are in various stages of development, out
of which 150 of them are still on paper," says Anuj Puri, MD, Chesterton Meghraj, a property consultancy firm.

Against the current rate of development of malls in India, he cites the example of Wal-Mart, which opens a new store every
three days. Yogesh Samat, MD, InOrbit Malls, says malls have been there in the country for a while but have not really
evolved. "Returns take their own time to fructify in mall development business. Real estate rents are too inflated, and will take
us around 7-8 years to break even," Samat adds. The mall seems to be in the developers' court now.

However, there are players who play their ball harder, like the big daddy of Indian retailing, Kishore Biyani. In 1997,
Pantaloon set up three retail stores and registered a turnover of Rs 60 crore. Call it savior faire, but Biyani juggled with the idea
of experimenting with various retailing formats while analysing the purchasing pattern of the great Indian middle-class.

BIG BAZAAR IN SILIGURI

Future Group has announced the launch of BIG BAAZA IN SILIGURI ON January 22, at Cosmos Megamall,2nd Mile Sevoke
Road, opp. Electricity Board Office,Siliguri 734001. Spread over an area of about 320000 sq.ft., Big Bazaar catars to a wide
spectrum of consumer needs, through its wide range of product and services.

Hierarchy of Employees in Big Bazaar

There are 165 employees at Big bazaar which consists of :

STORE MANAGER

ASST. STORE MANAGER

DEPARMENTAL MANAGER (FOR DEPARTMENT)

ASST. DEPARTMENTAL MANAGER

TEAM LEADER

TEAM MEMBER

TRAINEES

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EMPLOYEE SATISFACTION: Employee satisfaction surveys help employers measure and understand their
employees' attitude, opinions, motivation, and general satisfaction with their work environment. Use employee satisfaction
surveys to inform employee decision making, benefits, work needs and more. The satisfaction survey covered in this project
analyses certain factors like the satisfaction of employee from the current job, the satisfaction based on salary they receive, the
cooperation they receive from the management & the work environment provided to them. The complete survey to find out the
level of employee satisfaction was carried out in the company & the results have been discussed later in this report.

EMPLOYEE DISSATISFACTION: Employee dissatisfaction which is considered as major problem of organization

law productivity, attrition rate etc. If employees are dissatisfied with their jobs, they can express their dissatisfaction in a
number of ways. e.g., rather than being quite, employees can complain to the subordinate, steal organizational property, or
shirk a part of their work responsibilities. The dissatisfaction of an employee can be analysed taking into considering the
factors of employee satisfaction. Employee dissatisfaction can also be observed with the help of factors like the satisfaction of
employee from the current job, the satisfaction based on salary they receive, the cooperation they receive from the management
& the work environment provided to them. The complete survey to find out the level of employee satisfaction was carried out
in the company & the results have been discussed later in this report. The negative response to the above parameter would help
us determine the degree to which an employee is dissatisfied taking into account these conditions.

EMPLOYEE WELFARE FACILITIES: Welfare facilities include toilets, washing facilities, rest and changing
facilities, personal security arrangements (e.g. lockers) and refreshment. There must be a sufficient number of toilets and
washing facilities so that people should not have to queue for long periods to use them. These should be separate for male and
female, unless you have a very small number of staff. The facilities must be clean, and provided with toilet paper, soap, drying
facilities, and hot and cold running water. They must be well lit, and ventilated to the external air, sometimes a shower may be
necessary. The facilities provided by the company to its employees are studied in this project & include parameters such as the
medical benefit, travelling allowances, dearness allowances, job security, training facility, product knowledge & certain other
benefits they receive, if any. The project also focuses on finding out what additional facility would an employee desire such as
educational, housing, canteen etc. The survey was conducted & the results have been shown later in this report.

RECRUITMENT: Recruiting brings together those with jobs to fill and those seeking jobs. The major goals of recruitment
include providing information that will attract a significant pool of qualified candidates and discourage unqualified ones from
applying. Factors that affect recruiting efforts are Organizational size, Employment conditions in the area, Working conditions,
salary and benefits offered & Organizational growth or decline. Constraints on recruiting efforts include Organization image,
Job attractiveness, Internal organizational policies, Government influence, such as discrimination laws & Recruiting costs.

RESEARCH OBJECTIVE

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The objectives that have been studied in this research work are:
1. Employee satisfaction with the company & their job

2. Employee dissatisfaction & the reasons for that

3. Employee welfare & expectations of additional benefits

4. Recruitment of employees for the company.

II.RESEARCH METHODOLOGY

It seems appropriate at this juncture to explain the research methodology. Research methods may be understood as all those
method / technique that are used for conduction of research. Research Methodology is a way to systematically solve the
research problem. It may be understood as a science of studying how research is done scientifically. Thus, when we talk of
research methodology we not only talk of the research methods but also consider the logic behind the methods we use in the
context of our research study and explain why we are using a particular method or technique.
The methodology has been completed with the help of five stages:
1. Data sources

2. Research Approaches

3. Research Instrument

4. Sampling Plan

5. Contact Method

1. Data Sources:
Data source is a very first of research methodology. Basically, data could be of two types one a very expensive & non-existent
primary data & another is less expensive & existent secondary data. For this research primary data has been considered.
Primary Data: The Primary Data was collected from the various department of
BIG BAZAAR ENERGY CONVERSION PVT LTD. by the survey method using the structured
Questionnaires & interviews to various cadres of employees like staff, supervisors, and executives and assistant executives.
The data was collected through personally meeting with the each employees & taking their opinions regarding the welfare
facilities and the work level satisfaction of the employees in the BIG BAZAAR ENERGY CONVERSION PVT LTD.

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Whenever necessary the study had made use relevant statistical tools like percentage diagrams. The raw data obtained was
segregated according to the requirement & then results were evaluated.

2. RESEARCH APPROACHES:
The second step is research approaches which are done with the help of primary data sources & various research approaches
like –observational research, survey research, experimental research, behavioral data, and focus group research are used. For
this research purpose survey method was used.

3. RESEARCH INSTRUMENT:
Out of the many research instruments used for survey purpose this project has commenced with the help of questionnaires. The
questionnaire consists of mainly closed-ended questions.

4. SAMPLING PLAN:
Sampling data carries high importance in research methodology as researchers cannot do research on population of whole
country or population of whole world because it take lump sum amount and very long time; it could be complicated so what
should be the sampling unit (who is to be research?), sample size (how much?), sampling procedures (how should the
respondents be chosen?). For this research purpose the sampling unit is the cadre of employees (staff, supervisors, executives &
assistant executives); the sample size was 55 & the samples were collected through stratified random sampling.

5. CONTACT METHOD:
Many contact method provide us with all kinds of facilities like time facilities, cost facilities etc by mail questioners, telephone
interview, personal interview, online interview. For this research purpose personal interview was adopted & the employees
were directly interviewed. The interview method of collecting data involves presentation of oral – verbal stimuli and reply in
terms of oral – verbal responses. This method can be used through personal interviews and if possible, through telephone
interviews. The method of collecting information through personal interviews is usually carried out in structured interviews.
Such interviews involve the use of a set of predetermined questions and of highly standardized techniques of recording in
interviewer in a structure follow a rigid procedure laid down, asking questions in a form and order prescribed. In fact,
interviewing is an art governed by scientific principles. Every effort should be made to create friendly atmosphere of trust and

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confidence, so that respondents may feel at ease while talking to and discussing with the interview. The interviewer must ask
questions properly and intelligently and must record the responses accurately and complete. At the same time, the interviewer
must answer legitimate questions.

METHOLOGY ADOPTED FOR RECRUITMENT OF EMPLOYEES FOR THE COMPANY:

The initial steps in the recruitment of employees included initial advertisements on naukri.com. After this around 130 responses
were received out of which suitable candidates were selected based on the requirement by the company. Each desirable
candidate was selected based on specifications set by the company. Three categories were set i.e.
• Junior marketing Executive- 0-1yrs experience

• Middle Level- 3-5yrs

• Senior Level- 7-10 yrs

Out of the 130 responses received 60 were selected based upon the above stated criteria, the selected candidates were
interviewed & 25 could pass the first round; the second round of interview was conducted by the higher officials of the
company. There were only three rounds out of which ,the first round of the interview was conducted by me. At the end of the
process, only 7 candidates were selected.

Recruiting Sources: The different sources of recruitment included Internal Searches were done to match the criteria
required by the company however none qualified for the post so we went forward to gather some employee
Referrals/Recommendations from the present employees; not having any success in this area also we depended on external
sources where we advertised in the newspapers & the top job portal .

THE INITIAL SCREENING PROCESS:

The initial screening process has conducted by me, in which a set of questions prepared by the HR department of the company
was provided & based on those questions I selected 25 candidates who were confident & eligible. The questions which were
asked in this round included the candidate’s family background, academic qualification, technical qualifications, experience if
any, past achievements, expected salary & they were also tested fo their soft skills.

III. LIMITATION OF THE STUDY:

The study is related to only BIG BAZAAR SILIGURI.
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1. The project work has being done during a period of 60 days.

2. The sample size was restricted to 55 employees.

3. The results are based on information provided by respondents.

4. Sample size being small not everybody’s view could be considered.

5. Few employees were reluctant to give any feedback openly.

6. Some responses received from the respondents may be biased.

7. To source or recruit the best people or potential candidate for the organisation.

8. Adaptability to globalization- HR professionals are expected and required to keep in tune with the changing times.

9. Lack of motivation- HR department or professionals are not thanked for recruiting the right employees and
performers.

10. Process analysis- The process should be flexible, adaptive and responsive to the immediate requirements. The
recruitment process should also be cost effective.

11. Strategic prioritization- reviewing staffing needs and prioritizing the tasks to meet the changes in the market has
become a challenge for the recruitment professionals.

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CHAPTER 1: LITERATURE REVIEW

1.1 Labour Welfare Measures:

Labour Welfare refers to adoption of measures which aim at promoting the physical, psychological and general well being of
the working population. The basic aim and working conditions of workers and their families, because the workers well – being
cannot be achieved in isolation of his family. Labour Welfare measures are mandatory for all industries. However, these are
implemented as per the size, strength of labour and industries townships. Small industries with a dozen or more labour are
covered by ESI, contributory Provident Fund etc. Medium size and major industries implement a large number of welfare
measures for their employees. Major industries, were townships for employees are constructed, certain welfare measures are to
be implement for the townships, also besides companies. In actual practices, it is found that all government undertakings,
general implement almost all welfare measures as per the statute while in the private sector only minimum welfare measures
re-implemented. According to proud, welfare work refers to the efforts on the part of employers to improve, with in the
existing industrial system the conditions of employment in their own companies. The labour investigation committee, 1946
defined L. W. as “ any thing done for the intellectual, physical, moral and economic betterment of over the workers, whether by
employers, by government or brother agencies, over and above what is laid down by law or what is normally expected as part
of the contractual for which the worker may have bargained”. Welfare may be also be defined as “work for improving the
health, safety, general well - being and the industrial of the workers beyond the minimum standards laid down by the
Companies Act and other labour legislation. The Oxford dictionary refers welfare as “effort to make life worth living for
workers”. Thus, the term welfare is, very flexible as well as comprehensive.

1.2 Evaluation and Classification of Labour Welfare:

As a movement, workers welfare began in the early years of the industrial revolution, in the western countries. In the present
century, the growth of labour welfare is to a great extent due to the growth of industrialization and acceptance of modern
techniques. Thus, modern welfare may be said to have been the out come of the movement for the better and more efficient
management in industry including the human angel.
ILO in 1963 had divided welfare services in two groups:
1. Within the precincts of the establishment; and

2. Outside the establishment.

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 3. The labour welfare activities that are provided with in the precincts of the industry( i.e. inside the industry ) are
known as intra - moral activities and the welfare activities that are provided outside the establishment are known as
extra - moral activities.

1.2.1. Intra Moral Activities: The welfare activities within the precinct of the establishment includes the facilities such
as washing, bathing, urinals, crèches, rest shelters, canteens, arrangement for drinking water, prevention of fatigue, health
services including safety, uniform and protective clothing, shifting allowance, etc.

1.2.2. Extra Moral Activities: The welfare activities outside the establishment include facilities such as maternity
benefits, social insurance measures including gratuity, pension, provident fund, rehabilitation, benevolent fund, medical
facilities including programmes for physical fitness and efficiency, family planning, child welfare, education facilities,
including adult education, housing facilities, recreation facilities, including sports, cultural activities, library, reading room,
holiday homes, leave travel facilities, workers cooperative including consumer cooperative, stores, fair price shops and
cooperative thrift credit societies, vocational training for dependent of workers, other programmes for the welfare of women,
youth transport to and from the place of work, distress relief and cash benefits etc.

1.3. Statutory, Voluntary, Mutual Welfare Facilities:

Labour welfare work may also be divided in to three categories:
1. Statutory

2. Voluntary

3. Mutual

1. Statutory Welfare: Work constitutes those provisions of welfare work which are provided in different company
acts and it is obligatory on the part of the employers to observe these provisions.
2. Voluntary welfare: work includes those activities which are undertaken by employers for their workers
voluntarily.
3. Mutual welfare: It is a corporate enterprise of the welfare themselves. If workers decide to improve their lot on the
basis of mutual help, it may be called a mutual welfare work. Trade unions for this purpose undertake many provisions
for the welfare of workers. Thus the employers, the state, union and other social organizations all combined must make
efforts through the provisions of welfare schemes to make the life of industrial workers in the country comfortable and
happy.

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1.4. Scope of Labour Welfare Work:
The field of welfare is one in which must be done to combat sense of frustration of the industrial worker, to relieve him of
personal and family worries; to improve his health to effort him some sphere in which he can excel all others, to help him to a
wider conception of life. Thus, the term labour welfare work is one which lends itself to various interpretations. The royal
commission said that, the concept of labour welfare must necessarily be elastic, bearing a some what different interpretations in
one country from another. According to different social customs, the degree of industrialization and education development of
the workers, the scope of labour welfare, what Royal Commission on labour has said in 1931 holds true even today.
The International Labour Organization ( ILO) observed that “ The term is one which lend itself to various interpretations, and
it has not always the same significance in different countries. Some times the concept is a very wide one and is more or less
synonymous with conditions of work as a whole. It may include not only the minimum standard of hygiene and safety laid
down in general labour legislation, but also such aspects of working, life as social insurance schemes measures for protects of
women and young workers, limitation of

hours of hours of work paid vacations, etc. In some countries the use of welfare facilities provided are confined to be workers
employed in the undertaking concerned, while in others the workers families are allowed to share in many of the benefits are
made available. According to Mouthy, “ labour welfare has two sides negative and positive, on the negative side it is
associated with the counter acting of the harmful effects of the large scale industrialization on the personal family and social
life of the worker, while on the positive side, it deals with the provision of opportunity for the worker and his family for a
socially and personally good life. The committee on labour welfare (1969) which is also known as Miliia committee, Observed
that, “ the scope of labour cannot be confined to facilities within or near the Undertaking nor can it be comprehensive as to
embrace the whole range of social services”. Therefore, it follows that all extra – moral and intra – moral welfare activities as
well as statutory and non – statutory welfare measures undertaken by employers, government, trade union or voluntary
organizations fall within the scope of labour welfare. Thus, it brings under its purview, all welfare activities and amenities
related to canteen, rest and recreation, facilities, medical assistance, better-health, nutrition and sanitation, travel to and from
work, education, housing, holiday facilities and so on. It can include social security measures which contribute to workers
welfare such as industrial health insurance, provident fund, maternity benefits, workmen compensation, pension retirement
benefits, etc.

1.5. Importance of Labour Welfare Work :

The labour welfare activities of the employers in particular and of the state in general are not conducive to an improvement in
the conditions of the working class but are the best kind of investment to employers for promoting industrial efficiency. The
establishment of a welfare state is the goal of all efforts of government in our country. The materials progress of a country

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depends largely on the toil and labour of this significant section of the society. Provision of adequate amenities to this class of
people in order that they may feel contented and happy and may be able to put their heart & sculls for increasing production.
The necessity of welfare work in India is greater than in the west. The need and importance of welfare measures in India cannot
be over emphasized. Welfare activities influence the sentiments of the workers when workers feels that the employer and the
state are interested in their happiness, his tendency to grouse and grumble will steady disappear. The development of the
feeling of friendly relationship between the two groups of industry paves the way for industrial peace. The provision of various
welfare measures such as good housing, canteens, medical and sickness benefits etc. makes the workers feel and realize better.
They also have some state in the undertaking in which they are engaged and therefore, are reckless action on their part which
may

prejudice the interest of the undertaking. Welfare measures, such as cheap food in canteens, free medical and educational
facilities, etc. directly increase the real income of the workers. If the workers go on strike they will be deprived of all these
facilities. Hence, they try to avoid industrial disputes as possible and do not go for strike on flimsy ground. Adequate provision
of welfare facilities can reduced labour turnover and absenteeism and create permanent settled labour force by making service
activities to the labour. Welfare activities will go a long way to better the mental health of workers by reducing the incidence
of industrialization. Removed from native village and thrust in a strange and unfavourable environment the worker are liable a
fall a prey to drinking , gambling, etc. congenial environment as a result of welfare measures will act as a deterrent against such
social vices. Welfare measures will improve the physique, intelligent morality and standard of living of the workers which in
turn, will improve their efficiency and productivity. A high standard of efficiency can be expected only from person who are
properly trained, properly housed, properly fed and properly clothed. The labour investigation committee emphasized the need
not only for the extension of welfare measures, but also focused the attention of the government to the urgent need of laying
down a definite minimum standard of welfare to be by employers in different industries. The Royal Commission on labour
also emphasized works. The commission emphasized that proper attention should also be paid to general cleanliness in
companies and the power given to the administration under the Companies Act should be effectively used to improve the
working condition and to eliminate health hazards. A number of recommendations were made by the Royal Commission for
health and welfare of plantation labour as well. The recommendation of the Royal Commission on labour thus, laid down the
frame work for the extension and implementation of welfare measures in the country.

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1.6. Recommendations which are in this regards are as:

1.7.1. Smaller Industries: Its establishments is situated far away from an urban area, the provision of transport facilities to
workers by small units on the basis of joint co-operation efforts on a profit no loss basis is useful.

1.7.2. Transportation should be arranged for shift workers who leave from home after work at odd hours of the night
when public transport is generally not available. Particularly, in big cities, working hours should be staggered and wherever
possible, so that local and state transport authorities may be able to clear peak transport traffic in congested localities.

1.7.3. Family Planning: Keeping in view the urgency of controlling the population in the country, the government of India
has adopted a comprehensive national family planning policy as an integral part of its development plans. Family planning
amongst the industrial workers is a contribution towards solution of economic and health problems of workers and their
families and it helps to raise the standard of living of the workers and make them financial and physically well off.

The provision of welfare amenities for industrial workers would not be complete unless family planning for them should also
be given due attention. The measure which are taken for the implementation of family planning programme are :

(1) Provision of free supplies and services.

(2) Payment of compensation and grant of other facilities to the working class for undergoing insertion / sterilization
generations.

(3) For motivation and education of the working class to persuade them to adopt the small family norm. Workers direct
participation and involvement is essential for the success of this programme.

1.7.4. Cooperative Credit Societies: Credit facilities on a cooperative basis will help the worker to augment his
family budget and encourage thrift and saving. The percentage of loans received from cooperative societies is very low.
Cooperative movement, therefore has to be propagated industrial employees can provide subsidies and other kinds of
financial help to encourage this movement and appoint well-trend and experienced staff to look after an effective
running of credit societies.

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1.7.5. Consumers Co-operative Stores And Fair Price Shops: In all industrial establishments, employing
300 hundred or more workers, a scheme for setting up of consumers cooperative store was adopted, under the scheme
the employer was called upon to give:

(i) Financial assistance in the shape of share participation.

(ii) Working capital loan.

(iii) Managerial subsidy.

(iv)They were also expected to provide accommodation free of rent or at nominal rent, free furniture’s and free supply of
water and electricity. In order to popularize fair price shop / consumers cooperative stores, state government should
take effective steps including taking assistance from central government to ensure regular adequate supplies of
essential articles of food grains to institutions.

1.8. DISTRESS RELIEF AND CASH BENEFITS:

Voluntary welfare amenities provided to the workers cover a wide range depending upon the importance that an employer
attaches to these benefits for the creation of good will amongst workers. This service is related to ex-gratia payments which are
popularly known as distress relief and cash benefits. Such payments and the policy behind them, vary from industry to industry
and depend upon many factor. Though , such payments are desirable they are not universally available. There are many reason
why ex-gratia payments should be encouraged among these are death, serious illness or injury due to an accident to a worker,
natural calamities like flood, draught, famine, cyclone, fire, etc.
Labour welfare committee suggested that, whenever facilities in respect of distress relief and cash benefit do not exist,
employers and employees concerned should work out mutually acceptable formulae such benefits to the workers.

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CHAPTER II: FINDINGS & INTERPRETATIONS

Assistant Asst
Store Store Departmental Departmental Team Team
Manager Manager Manager Manager Leader member Trainees
Designation 1 2 15 15 30 60 42

TABLE: 2.1 Designations:

The pictorial representation of the above table is shown as below:

Figure: 2.1

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The above table represents the different designations the surveyed people hold. The pie chart depicts the pictorial
representation of the table. From the graph it is clear that one of the employee surveyed is store manager and two are of Asst
Store Manager, 15 each departmental Manager and asst departmental managers are also surveyed and rest are Team leader ( 30
nos), Team member (60 nos ) and Trainees (42 nos).

TABLE: 2.2 T he different departments in the Big bazaar:

Billing jewellery mobile kids Food ladies

Department section department section bazaar section
10 11 10 11 18 11
men electroni alteration cosmet accessori sports shoe
section cs counter ic es section section
11 11 11 11 11 11 11
Books CD &
section DVD
11 6

(Note: Figures in iterations denote no of employees in different departments)

The pictorial representation of the above table is shown as below:

Figure: 2.2

16
The above table represents the different departments in the company. The pie chart depicts the pictorial representation of the
table. From the graph and table it is clear that 11 nos. of employees are deployed at different departments of Big bazaar except
food department, CD & DVD section and billing department where nos. of employees deployed are 18, 6 and 10 respectively.

TABLE: 2.3 Qualification of the surveyed employees

Intermediat Post
e Graduate Graduate Others
Qualifications 20 25 4 6

Note: Figures in iterations denotes nos of employee with respect to Total

The pictorial representation of the above graph has been shown below:

Figure: 2.3

The above table represents the qualifications of the surveyed employees of the company. The above chart depicts the pictorial
representation of the table. From the graph it is clear that 25 nos of the employees surveyed are graduates, 6 nos have
completed diploma course, 20 nos of employees have finished only till the intermediate level & 4 nos. have completed their
post graduation.

17
TABLE: 2.4 Experience with the organization

0-1yrs 1-5yrs Above

Experience with Org 55 0 0
100% Na Na

Note: Figures in iterations denote Percentage with respect to Total

The above table represents the experience of the surveyed employees in the company. It is clear that all the 100% employees
are working not more than a year.

TABLE:2.5 Satisfaction from Salary

Yes No Can Manage Total

Salary 15 30 10 55

Note: Figures in iterations denote no of employees with respect to Total

The pictorial representation of the above graph has been shown below:

18
Figure: 2.5

The above table represents the satisfaction from the salary drawn by the surveyed employees in the company. The above chart
depicts the pictorial representation of the table. From the graph it is clear that 40 nos of the employees surveyed are satisfied
with whatever salary they receive from the company, 65 nos are not satisfied with the salary whereas the rest 60 are able to
manage with the salary they get.

TABLE: 2.6 Satisfaction with cooperation from management

Yes No Can Manage
Cooperation From
management 38 1 16 55

(69.09) (1.81) (29.09)

( Note: Figures in iterations denote Percentage with respect to Total)

19
Figure: 2.6
The above table represents the level of satisfaction an employee experiences with the cooperation from management in the
company. The pie chart depicts the pictorial representation of the table. From the graph it is clear that 69% of the employees
surveyed are satisfied with cooperation from the management, 29% are not satisfied with cooperation from the management
however, only 2% said they could manage with the amount of cooperation from the management.

TABLE: 2.7 Satisfaction from the Present Job

Yes No Total
Present Job 46 9 55
(83.63) (16.36)

(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.7

20
The above table represents the level of satisfaction of an employee from the present job in the company. The bar graph depicts
the pictorial representation of the table. From the graph it is clear that 46 out of 55 employees surveyed are satisfied with their
present job whereas 9 are not satisfied with their present job.

TABLE: 2.8 Satisfaction from the working conditions provided in the company

Can
Yes No Manage
Working Conditions 36 1 18 55
(65.45) (1.81) (32.72)

(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.8

21
The above table represents the level of satisfaction of an employee from the working conditions provided in the company. The
bar graph depicts the pictorial representation of the table. From the graph it is clear that 36 out of 55 employees surveyed are
satisfied with working conditions in the company whereas only 1 is not satisfied whereas 18 said they were able to cope with
the working conditions provided.

TABLE:2.9 Current Benefits

Dearness
Medical Traveling allowance Others Total
Current Benefits 51 4 0 0 55
(92.72) (7.27) 0 0

(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.9

22
The above table represents the benefits provided by the company to its employees. The pie chart depicts the pictorial
representation of the table. From the chart it is clear that 93% of the employees surveyed get medical benefits, 7% get travel
benefits however none get dearness allowance or any other type of benefit.

TABLE: 2.10 Job Security

Yes No
Job Security 44 11 55
(80) (20)
(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.10

23
The above table represents the job security if any provided to the employees by the company. The bar graph depicts the
pictorial representation of the table. From the graph it is clear that 44 out of 55 employees surveyed have job security in the
company whereas 11 do ot have such job security.

TABLE: 2.11 Training facility

Yes No
Training
Facility 51 4 55
(92.72) (7.27)

(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.11

24
The above table represents the expectation for training by the employees of the company. The bar graph depicts the pictorial
representation of the table. From the graph it is clear that 51 out of 55 employees have training expectations whereas 4 do not
have any such expectations.

TABLE: 2.12 Product Knowledge

Yes No
Product
Knowledge 48 7 55
(87.27) (12.72)
(Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.12

25
The above table represents the level of satisfaction an employee experiences with the cooperation from management in the
company. The pie chart depicts the pictorial representation of the table. From the graph it is clear that 69% of the employees
surveyed are satisfied with cooperation from the management, 29% are not satisfied with cooperation from the management
however, only 2% said they could manage with the amount of cooperation from the management.

TABLE: 2.13 Benefits Expected by Employees

Medical Education Housing Canteen Total

Benefits
Expected 7 21 8 19 55
(12.72) (38.18) (14.54) (34.54)

( Note: Figures in iterations denote Percentage with respect to Total)

Figure: 2.13

26
The table above shows the expectations of certain benefits by the employees. The pie chart is the pictorial representation of the
table. The graph shows that 38% expect some education facility from the company, 35% expect that there should be a canteen
in the company, 14% expect housing benefits & 13% like to have some medical benefit.

27
CHAPTER III: REGRESSION ANALYSIS

(1) Experience of a Candidate & Salary the Candidate is Paid:

I tried to find out the relation between the Experience of a candidate & the salary the candidate is paid.We considered salary
paid as the dependent variable & experience of the candidate as independent variable.
The output was worked out in SPSS. The output is as below:

TABLE:3.1

TABLE: 3.1.1

28
TABLE: 4.1.2

From the output obtained above we can find that the correlation between the experience of a candidate & salary the candidate
gets is 77.8% as already shown.
H0: R2=0
H1: R2 ≠0

Considering the above hypothesis, we have found the result as.

About 60.5% of variation in the salary a candidate is paid is explained by the number of years of experience of the candidate.
This variation is statistically tested by F statistics.
The F statistic value was found to be 7.65 which is significant at 60% confidence level. Thus it is proved that there is variation
among salry paid to an employee & the number of years of experience of the employee. So, we reject H0 & accept H1.
After studying the coefficients table, we have formulated the regression equation as:

Salary an employee is paid =84857.14+12000 experience of the employee

Thus we can conclude that for 1 unit of change in Experience of an employee there is 12000 units of change in the salary of the
employee.
The two coefficients have been tested using‘t’ statistics & both were found out to be significant at 99% & 60% confidence
level respectively.

29
TABLE: 3.2

SL NO NAME EXP PREV SAL CURRENT SAL

1 Venkatesh Goud 4 84000 120000

2 Sai Krishna Karee 6 120000 180000

3 Md. Massiuddin 0 0 96000

4 Habeebullah 0 0 96000

5 Rajeshwara Rao 1 90000 120000

6 Mrs. V.Mary 0 0 66000

7 M.Srinivas 3 66000 84000

The table shows the experience of an employee in years, their previous salary which they got from the company they worked
earlier & the salary offered by BIG BAZAAR. To find out a relationship between all the three parameters certain statistical
tests were performed & the results obtained have been shown in the following tables.

Figure: 3.1 CHART

30
The above graph shows the changes that have occurred when compared to the previous salary drawn by each recruited
candidates. Some of the recruited candidates were fresher however, all the experienced candidates observed an increase in their
salary.
The graph shows that the salry of Venkatesh Goud increased by around 43%, Sai Krishna Karee around 50%, Rajeshwara Rao
around 33% & the salry for M.Srinovas showed an increased of around 27%.

TABLE: 3.2.1

31
The above result was worked out on SPSS & it shows that the mean current salary taking into consideration the salary of all the
7 candidates was 108857.14 , the mean previous salary was 51428.57 while the mean experience was 2years. Here N represents
the number of sample or the sample size.

TABLE: 3.2.2

The result obtained from SPSS shows that the correlation between experience & current salary & previous salry is 77% at 80%
significance level. N represents the sample size which is 7 in this case.

( 2) Experience of a Candidate, Current Salary the Candidate is Paid & Previous Salary
he/she was Paid:
Here an attempt of finding out the relation between the Experience of a candidate & the current salary the candidate is paid &
the previous salary he/she was paid.

32
We considered current salary paid as the dependent variable & experience of the candidate & the previous salary as
independent variable.
The output was worked out in SPSS. The output is as below

TABLE 3.3

TABLE: 3.3.1

TABLE:3.3.2

33
From the output obtained above we can find that the correlation between the experience of a candidate & current salry the
candidate gets & his previous salary is 81.3% as already shown.
H0: R2=0
H1: R2 ≠0

Considering the above hypothesis, we have found the result as.

About 66.2% of variation in the current salary a candidate is paid is explained by the number of years of experience of the
candidate & the previous salry of the of the employee. This variation is statistically tested by F statistics.
The F statistic value was found to be 3.911 which is significant at 99% confidence level. Thus it is proved that there is variation
among cutrent salry paid to an employee previous salry & the number of years of experience of the employee. So, we reject H 0
& accept H1.
After studying the coefficients table, we have formulated the regression equation as:

Current Salary an employee is paid =79829.16+5732.25 experience of the employee+0.342 previous salry

Thus we can conclude that for 1 unit of change in Experience of an employee there is 5732.25 units of change in the salary of
the employee & for a unit change in the previous salary of the employee there is 0.342 units of change in the salry of the
employee..
The two coefficients have been tested using‘t’ statistics & both were found out to be significant at 99% confidence level.

CHAPTER IV: SUMMARY OF FINDINGS

34
From the graphs & the different types of statistical analysis conducted in this project the following observations were made.
From the demographic findings of the company’s employees, it is clear that 43% of the employees surveyed are executives
from different departments, 24% are operators; 13% are assistant in their respective departments; 11% are coordinators; 5% are
line leaders & 2% are engineers from the total surveyed population. 29% of the departments in the company belongs to the
production department, 16% of the departments in the company belongs to the marketing division; 11% of the departments in
the company belongs to the HR department; 9% of the departments in the company belongs to the R&D & Accounts
department; 7% of the departments in the company belongs to the stores; 5% of the departments in the company belongs to the
EC division; 4% of the departments in the company belongs to the QA & the purchase department & 2% of the departments in
the company belongs to the ERP & EDP department. 55% of the employees surveyed are graduates, 24% have completed ITI;
14% have finished only till the intermediate level & 7% have completed their post graduation. 56% of the employees surveyed
have an experience of 1-5 yrs, 35% have more than 5 yrs of experience & 9% have less than one year of experience.

From the employee satisfaction point of view one can conclude from the findings that 46% of the employees surveyed are
satisfied with whatever salary they receive from the company, 69% of the employees surveyed are satisfied with cooperation
from the management, 46 out of 55 employees surveyed are satisfied with their present job & 36 out of 55 employees surveyed
are satisfied with working conditions in the company.

Considering the employee dissatisfaction, it was found out that 38% of the surveyed are not satisfied with the salary whereas
the rest 16% are able to manage with the salary they get though not completely satisfied; 29% of the surveyed are not satisfied
with cooperation from the management however, only 2% said they could manage with the amount of cooperation from the
management; 9 out of 55 are not satisfied with their present job& onlyy 1 out of 55 is not satisfiedwith the working conditions
provided whereas 18 said they were able to cope with the working conditions provided.

Considering the employee benefits & expectations, it wsa evident that 93% of the employees surveyed get medical benefits for
injuries at the work place or accidents while on duty, 7% get travel benefits like tour, official work & some get fuel allowance,
however none get dearness allowance or any other type of benefit; 44 out of 55 employees surveyed have job security in the
company whereas 11 do ot have such job security;51 out of 55 employees have training expectations for soft skills &
personality development, whereas 4 do not have any such expectations. 38% expect some education facility from the company
like finance for further education, 35% expect that there should be a canteen in the company, 14% expect housing benefits such
as provision for loans & 13% like to have some medical benefit like insurance.

35
On performing correlation with the help of SPSS ,Experience & Salary show high correlation,from which we can conclude that
the experience of a candidate determines the salary being offered to the candidate. For instance, the candidate who has an
experience of 6 years draws Rs180,000 p.a whereas a fresher is offered Rs 66,000p.a or 96,000p.a at max. About 60.5% of
variation in the salary a candidate is paid is explained by the number of years of experience of the candidate. This variation has
been statistically tested by F statistics.
The F statistic value was found to be 7.65 which is significant at 60% confidence level. Thus it is proved that there is variation
among salry paid to an employee & the number of years of experience of the employee. The regression equation found out was
Salary an employee is paid =84857.14+12000 experience of the employee
Thus we can conclude that for 1 unit of change in Experience of an employee there is 12000 units of change in the salary of the
employee.

The two coefficients have been tested using‘t’ statistics & both were found out to be significant at 99% & 60% confidence
level respectively.

When I tried to find out whether there was any relation between the experience of a candidate, his/her previous salary & the
current salary they are paid, the salary of Venkatesh Goud increased by around 43%, Sai Krishna Karee around 50%,
Rajeshwara Rao around 33% & the salary for M.Srinovas showed an increased of around 27%. From the output obtained with
the help of SPSS we can find that there is high correlation between the experience of a candidate & current salry the candidate
gets & his previous About 66.2% of variation in the current salary a candidate is paid is explained by the number of years of
experience of the candidate & the previous salry of the of the employee. This variation is statistically tested by F statistics. The
F statistic value was found to be 3.911 which is significant at 99% confidence level. Thus it is proved that there is variation
among cutrent salry paid to an employee previous salry & the number of years of experience of the employee.
Current Salary an employee is paid =79829.16+5732.25 experience of the employee+0.342 previous salry
Thus we can conclude that for 1 unit of change in Experience of an employee there is 5732.25 units of change in the salary of
the employee & for a unit change in the previous salary of the employee there is 0.342 units of change in the salry of the
employee.The two coefficients have been tested using‘t’ statistics & both were found out to be significant at 99% confidence
level.

CHAPTER V: CONCLUSIONS & SUGGESTIONS

36
CONCLUSIONS:

Most of the industrial problems are concerned with the employer – employee relations. Employers believe that the workers are
concerned with their wages and when they are paid off; their duties and responsibilities are over. No doubt, wages are an
important factor, but that is not all. A worker’s interest also lies several other things. He wants to have a healthy home and a
flourishing family and most important of all, he wants to be proud of his job as well as of the company which employees him.

Employee satisfaction surveys help employers measure and understand their employees' attitude, opinions, motivation, and
general satisfaction with their work environment. Use employee satisfaction surveys to inform employee decision making,
benefits, work needs and more. The satisfaction survey covered in this project analyses certain factors like the satisfaction of
employee from the current job, the satisfaction based on salary they receive, the cooperation they receive from the management
& the work environment provided to them. one can conclude from the survey conducted that 46% of the employees surveyed
are satisfied with whatever salary they receive from the company, 69% of the employees surveyed are satisfied with
cooperation from the management, 46 out of 55 employees surveyed are satisfied with their present job & 36 out of 55
employees surveyed are satisfied with working conditions in the company.

Employee dissatisfaction which is considered as major problem of organization law productivity, attrition rate etc. Employee
dissatisfaction can also be observed with the help of factors like the satisfaction of employee from the current job, the
satisfaction based on salary they receive, the cooperation they receive from the management & the work environment provided
to them. The complete survey to find out the level of employee satisfaction was carried out in the company & it was seen that
38% of the surveyed are not satisfied with the salary ,29% of the surveyed are not satisfied with cooperation from the
management , 9 out of 55 are not satisfied with their present job& only 1 out of 55 is not satisfiedwith the working conditions
provided.
Welfare facilities include toilets, washing facilities, rest and changing facilities, personal security arrangements (e.g. lockers)
and refreshment. The facilities provided by the company to its employees are
studied in this project & include parameters such as the medical benefit, travelling allowances, dearness allowances, job
security, training facility, product knowledge & certain other benefits they receive, if any.

The project also focuses on finding out what additional facility would an employee desire such as educational, housing, canteen
etc. The survey was conducted & the results showed that 93% of the employees surveyed get medical benefits for injuries at the
work place or accidents while on duty, 7% get travel benefits like tour, official work & some get fuel allowance, however none
get dearness allowance or any other type of benefit; 44 out of 55 employees surveyed have job security in the company
whereas 11 do ot have such job security;51 out of 55 employees have training expectations for soft skills & personality

37
development, whereas 4 do not have any such expectations. 38% expect some education facility from the company like
finance for further education, 35% expect that there should be a canteen in the company, 14% expect housing benefits such as
provision for loans & 13% like to have some medical benefit like insurance.

Recruiting brings together those with jobs to fill and those seeking jobs. The major goals of recruitment include providing
information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying. After the
whole recruitment & selection process was over there were only 7 candidates selected & on analyzing their profile it becomes
evident that the candidates who left their previous job from salary dissatisfaction now get an increased salary & those who left
looking for growth & opportunity got new positions i.e. better ones with BIG BAZAAR.

SUGGESTIONS:

1. Medical allowance should be proved to their whole family.

2. Canteen facility should be provided.

3. For the refreshment of employees, the company conducted some refreshment programmes likes cultural programmes,
entertainment games.

4. The scope of each employee should be properly defined.

5. There should be sufficient manpower.

6. The company should provide adequate incentives to the sales staff. So, that they will

be satisfied and show more performance.

7. The company try to satisfy all the employees by providing good working environment.

GLOSSARY

38
1.Job classification

A system where jobs are grouped into categories which correspond with the amount of training, skill, competencies, knowledge
or experience required to do them. Each job classification has a specific rate of pay related to it which is set out in awards and
agreements.
2. Hiring Procedures

Implement efficient, flexible hiring and transfer processes based on roles and competencies to facilitate movement to and from
assignments, roles and responsibilities.

3.. Compensation
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed.
Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.
Compensation is a tool used by management for a variety of purposes to further the existance of the company. Compensation
may be adjusted according the the business needs, goals, and available resources.

Compensation may be used to:

• recruit and retain qualified employees.

• increase or maintain morale/satisfaction.
• reward and encourage peak performance.
• achieve internal and external equity.
• reduce turnover and encourage company loyalty.
• modify (through negotiations) practices of unions.

• The compensation system is flexible enough to support changing work assignments, team-based pay, superior
performance, and market forces.

4.Employee Recognition and Rewards

Institutionalize a system to reward and recognize employees for their contributions, which both ensures equity across the
Institute and encourages creativity at the "local" level.

• Rewards are based on clearly defined and measured performance levels.

• Team leaders, coaches and managers have flexibility to reward performance.
• Recognition may be given to individuals or teams.

• Recognition occurs at milestones, not just at the end.

• Rewards may be both financial and non-financial.

39
 4. Team
Is two or more people who must integrate their activities to accomplish a common goal.

6. Feedback360 Degree

Systematic collection of performance data on an individual or group,derived from a number of stake holders on their
performances.

7. Motivation
It is the process that account for an individial’s intensity, direction and persistence of effort toward attaining goal.

40
 APPENDIX

SURVEY QUESTIONNAIRE:

A STUDY ON EMPLOYEE SATISFACTION & WELFARE FACILITIES IN BIG BAZAAR

ENERGY PVT LTD.
This is just an academic exercise and I will be great full, if you could spare two-minute
and answer the following questions:
(Please put tick mark where ever applicable)

Name:
Age:
Designation:
Department:

1. What is your qualification?

a. Intermediate:

b. Graduate:

c. Post graduate:

2. Since how long you are working in the organisation?

41
 a. 0 to 1 year :

b. 1 to 5 years:

c. Above 5 years:

3. Are you satisfied with the salary?

a. Yes:

b. No:

c. Can manage:

4. What type of incentives the company is providing to you?

a. Medical:

b. Travelling:

c. Dearness Allowance (DA):

d. Other benefits:

42
5. Do you have job security?

a. Yes:

b. No:

6. Are you satisfied with the co-operation from the management?

a. Yes:

b. No:

c. Can manage:

7. Do you expect any training facilities from the organization?

a. Yes:

b. No:

8. Do you have complete product knowledge?

a. Yes:

b. No:

9. Are you satisfied with the present job?

43
 a. Yes:

b. No:

10. Are you expecting any extra benefits from the company?

a. Medical benefit:

b. Education benefit:

c. Housing benefit:

d. Canteen benefit:

11. Are you happy with the working conditions of the organization?

a. Yes:
b. No:
c. Can manage

REFERENCE
44
HRM > K Prasad
T&D > R. K. Sahu
Human Development Index > Padmanabhan Nair.
Performance Measurement & Reward Systems
www.google.com
www.mbajournals.com

45