Employee Job Satisfaction - Big Bazar - Ashok
Employee Job Satisfaction - Big Bazar - Ashok
Employee Job Satisfaction - Big Bazar - Ashok
This MBA training project of human resource will facilitate and enables the management to
know the perceptions and inner feelings regarding the job they are performing on day-to-day
basis. The term employee job satisfaction reveals and focuses on the likes and dislikes of the
employees of big bazaar. In this particular study the researchers tries to identify the causes for
satisfaction and dissatisfaction among the employees. So this is the most effective and
selective instrument for diagnosing and peeping into the employees problems
INTRODUCTION:
Human resource management is also a management function concerned with hiring,
motivating, and maintaining people in organization. It focuses on people in organizations.
The primary objective of HRM is to ensure the availability of a competent and willing work
force to organization.HRM objectives are four social, organizational, functional and personal.
HRM is management function that helps managers recruit, select, train and develop
members for an organization.
HRM functions are not confined to business establishments only. They are applicable
to non business organizations, too, such as education, health care, recreation, and the like.
Employee job Satisfaction is a prerequisite for the customer satisfaction. Enhanced
employee satisfaction leads to higher level of employee retention. A stable and committed
workforce ensures successful knowledge transfer, sharing, and creation for continuous
improvement, innovation, and knowledge-based total customer satisfaction.
When companies are committed with providing high quality products and services;
when companies set high work standards for their employees; and when employees are
empowered through training and development, provided with knowledge and information,
permitted to make mistakes without punishment, and trusted; they will experience an increase
in their level of satisfaction at work. This level of satisfaction can be enhanced further if
teamwork and visionary leadership are introduced.
Continuous improvement comes from the efforts of the empowered employees
motivated by visionary leadership. This is supported by the findings that empowerment and
visionary leadership both have significant correlation with employee satisfaction. Teamwork
is also supported by the findings. In addition, the study found significant correlation between
employee satisfaction and employees intention to leave.
The success of a corporation depends very much on customer satisfaction. A high
level of customer service leads to customer retention, thus offering growth and profit
opportunities to the organization. There is a strong relationship between customer satisfaction
and employee satisfaction. Satisfied employees are more likely to stay with company and
become committed and have more likely to be motivated to provide high level of customer
service, by doing so will also further enhance the employees satisfaction through feeling of
achievement. Enhanced employee satisfaction leads to improved employee retention; and
employee stability ensures the successful implementation of continuous improvement and
customer satisfaction. Customer satisfaction will no doubt lead to corporate success and
greater job security. These will further enhance employee satisfaction. Therefore, employee
satisfaction is a prerequisite for customer satisfaction.
Every employee is the asset of the organization. Success of any organization depends
upon how well each employee in the organization perform. Only a satisfied employee can
contribute more towards the organization for satisfying the organizational as well as his/her
personal goal. One of the main factors that determine the satisfaction of any employee is the
quality of work life inside the organization.
In the present conditions people perform better when they are allowed to participate
in managing their work and make decisions. Quality of work life motivates people by
satisfying not only their economic needs but also their social and psychological needs. To
satisfy the new generation workforce, the organization need to more concentrate on quality of
work life. The organization is successful only when they provide proper facilities to
balancing employees work life with the personal life. Organizations are enjoying quality of
work life programs in the form of increased productivity, and an efficient, satisfied
employees to achieve their goals and objectives. High quality people are needed to take on
the job towards prosperity and wellbeing.
To study the relationship between the personal factors of the employee (Gender,
Designation, Qualification, Age, and Years of Service in a company) with
satisfaction level.
To derive and analyze the current satisfaction level of the employees in the
company
RESEARCH METHODOLOGY:
The methodology that is adopted for the study is such that it facilitates the data
accumulation. The information is gathered through survey method. The survey method
has been adopted for collecting the data from employees.
RESEARCH DESIGN:
Research design is defined as the specification of methods and procedures for
acquiring the information needed. Generally the research design is any of the
following three types
DESCRIPTIVE
EXPLORATORY
CASUAL
DESCRIPTIVE STUDY:
Descriptive study/research is marked by the prior formulations and specific research
questions. The investigator already knows a substantial amount about the research
problem before the project is initiated. Hence this is chosen for my research.
EXPLORATORY STUDY:
The major purpose of exploratory study is the identification of problem, the more
precision formulation of problem and the formulation of new alternative courses of
action.
CASUAL STUDY:
The study involves the determination of the causes of what the researchers are
predicting. This is mainly a cause and effect study.
The research design selected by the researcher in the present study is
DESCRIPTIVE in nature.
RESEARCH INSTRUMENT:
HR research has a one main research instruments in collecting primary data. That is
questionnaires.
In order to extract first hand information from the respondents, a pre-tested
questionnaire was prepared and the same was administered to the respondents.
DATA SOURCES:
Data means a collection of facts in real life statistical data is a collection of facts in
numerical figures.
The data sources are usually identified using the type of data needed. There are two
types of data.
1.
Primary data
2.
Secondary data
PRIMARY DATA:
The first hand information by the investigator by means of observation face to face
questioning, telephone interview and mailing questionnaire is called primary data.
Primary data consists of original information gathered for a specific purpose.
SOURCES OF PRIMARY DATA:
For the purpose of present study, the primary data collected from respondents by
contacting them personally.
SECONDARY DATA:
Secondary data consists of information that already exists somewhere, has been
collected for another purpose.
SOURCES OF SECONDARY DATA:
For the purpose of present study, the secondary data was collected from published data of
the companies.
POPULATION:
Population is the aggregate of objects animate and in animate, under study in any statistical
investigation.
RESEACH METHODOLOGY:
1.
2.
3.
4.
5.
Research design
Research method
Research instruments
Source of data
Primary data
structured questionnaire
6. Secondary data
broachers and internet
7. Population size
8. Sample size
9. Sampling unit
10. Sampling procedure
11. Statistical tool
:
:
:
:
:
Descriptive nature
Survey method
A well structured questionnaire
Primary data and Secondary data
Collection of primary data through
:
:
:
:
200
100
Managerial and non-managerial
Convenience sampling
Simple percentage method
Due to constraint of time and resources, the study was conducted in big bazaar
and the results of the study cannot be generalized.
The accuracy of the analysis and conclusion drawn entirely depends upon the
reliability of the information provided by the employees.
Sincere efforts were made to cover maximum departments of the employees, but
the study may not fully reflect the entire opinion of the employees.
In the fast moving/changing employees behavior, many new and better things
may emerge in the near future, which cannot be safeguard in this report.
To create good image, respondents may give responses vary from the facts.
Some respondents hesitated to give the actual situation; they feared that
management would take any action against them.
I was able to cover only those employees who were currently working in the
company.
COMPANY PROFILE
INTRODUCTION OF COMPANY PROFILE
Pantaloon Retail (India) Limited, is Indias leading retailer that operates
multiple retail formats in both the value and lifestyle segment of the Indian consumer
market. Headquartered in Mumbai (Bombay), the company operates over 12 million square
feet of retail space, has over 1000 stores across 71 cities in India and employs over 30,000
people.
The companys leading formats include Pantaloons, a chain of fashion outlets,
Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends
the look, touch and feel of Indian bazaars with aspects of modern retail like choice,
convenience and quality and Central, a chain of seamless destination malls. Some of its other
formats include Brand Factory, Blue Sky, all Top 10 and Star and Sitara. The company also
operates an online portal, futurebazaar.com.
A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a
large-format home solutions store, Collection i.e., selling home furniture products and eZone
focused on catering to the consumer electronics segment.
Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by
the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year
2007 at the World Retail Congress held in Barcelona.
Pantaloon Retail is the flagship company of Future Group, a business group catering to the
entire Indian consumption space.
Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of
Indias leading business houses with multiple businesses spanning across the consumption
space. While retail forms the core business activity of Future Group, group subsidiaries are
present in consumer finance, capital, insurance and entertainment, brand development,
retail real estate development, retail media and logistics.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 12 million
square feet of retail space in 71 cities and towns and 65 rural locations across India.
Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000 people and
is listed on the Indian stock exchanges. The company follows a multi-format retail strategy
that captures almost the entire consumption basket of Indian customers. In the lifestyle
segment, the group operates Pantaloons, a fashion retail chain and Central, a chain of
seamless malls. In the value segment, its marquee brand, Big Bazaar is a hypermarket
format that combines the look, touch and feel of Indian bazaars with the choice and
convenience of modern retail.
In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic
expansion of a hypermarket. The first set of Big Bazaar stores opened in 2001 in Kolkata,
Hyderabad and
Bangalore.
The groups specialty retail formats include, books and music chain, Depot, sportswear
retailer, Planet Sports, electronics retailer, Ezone, home improvement chain, Home Town
and rural retail chain Aadhar, among others. It also operates popular shopping portal,
futurebazaar.com.
Future Capital Holdings, the groups financial arm provides investment advisory to assets
worth over $1 billion that are being invested in consumer brands and companies, real
estate, hotels and logistics. It also operates a consumer finance arm with branches in 150
locations.
Other group companies include, Future Generali, the groups insurance venture in
partnership with Italys Generali Group, Future Brands, a brand development and IPR
company, Future Logistics, providing logistics and distribution solutions to group
companies and business partners and Future Media, a retail media initiative.
The groups presence in Leisure & Entertainment segment is led through, Mumbaibased listed company Galaxy Entertainment Limited. Galaxy leading leisure chains,
Sports Bar and Bowling Co. and family entertainment centers, F123. Through its partner
company, Blue Foods the group operates around 100 restaurants and food courts through
brands like Bombay Blues, Spaghetti Kitchen, Noodle Bar, The Spoon, Copper Chimney
and Gelato.
Future Groups joint venture partners include, US-based stationery products retailer,
Staples and Middle East-based Axiom Communications.
The groups flagship company, Pantaloon Retail was awarded the International Retailer of
the Year 2007, by the US-based National Retail Federation, the largest retail trade
association and the Emerging Market Retailer of the Year 2007 at the World Retail
Congress in Barcelona.
Future Group believes in developing strong insights on Indian consumers and
building businesses based on Indian ideas, as espoused in the groups core value of
Indians. The groups corporate credo is, Rewrite rules, Retain values.
It is this understanding that has helped us succeed. And it is this that will help us succeed
in the Future. We shall keep relearning. And in this process, do just one thing.
Group Mission:
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 the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful.
Core Values:
Indian ness: confidence in ourselves.
Leadership: to be a leader, both in thought and business.
Respect & Humility: to respect every individual and be humble in our conduct.
Introspection: leading to purposeful thinking.
Openness: to be open and receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: to build long term relationships.
Simplicity & Positivity: Simplicity and positivity in our thought, business and action.
Adaptability: to be flexible and adaptable, to meet challenges.
Flow: to respect and understand the universal laws of nature.
Awards:
Images Fashion Forum 2009:
Future Group was awarded the Most Admired Retail Company of the year by the
Indian Retail Forum at a glittering ceremony organized in Mumbai. Mr. Kishore Biyani also
won Retail Face of the Year.
India Retail Forum (IRF) is a platform for intellectual insights and information
exchange for the retail business in the Indian subcontinent. The forum presents the business
of retail in the region to a global audience, with the express aim of facilitating understanding
about and encouraging investment in this massive marketplace.
Big Bazaar, the value format of Future Group bagged the Best Retailer of the Year
(Hyper market).
Food Bazaar bagged the INDIASTAR Award for Best Packaging Innovation in India, for
its private label brand Fresh and Pure Chakki Atta.
INDIASTAR Award is a biennial event which aims to promote and encourage excellence
in packaging design, innovation and technology. The contest was established in 1972 and is
considered as the most popular and premier event for Indias packaging fraternity. This year
there were around 357 entries and the participants had to submit a sample of their designs for
selection. With this award, Pantaloon Retail (India) Limited becomes the first Indian Retailer
to win the prestigious INDIASTAR Award.
Retail Asia Publishing Pte, the institutor of these awards, aims to set a platform that
appraise, raises and recognizes the development and growth of retailing throughout the Asia
Pacific region.
Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani.
Most Admired Food & Grocery Retailer of the Year Supermarkets: Food Bazaar.
Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big Bazaar.
Most Admired Retailer of the Year - Dynamic Growth in Network Expansion across
Food, Beverages & Grocery: Future Group.
Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big Bazaar.
The Coca-Cola Golden Spoon Awards 2008, were given away for the first time as a
culmination of the Food Forum India 2008 - a two day convention which saw the
participation of leading brands, retailers & retail support organizations from across the
globe. The awards were presented to honour enterprise, innovation and achievement
in the food retailing business as a benchmark of excellence.
Future Ventures:
Future Ventures, seeks to promote and participate in innovative and emerging
business ventures in India. The company intends to play a role in powering entrepreneurship,
by promoting or participating in diverse business activities, primarily in consumption-led
sectors in the country, which it defines as sectors whose growth and development will be
determined primarily by the growing purchasing power of Indian consumers and their
changing tastes, lifestyle and spending habits.
The company will also participate in businesses where it exercises control or
influence, and can add value as active shareholders, by utilizing the experience and
knowledge of the Future Group, and specifically its parent, Pantaloon Retail
Pantaloon's Kishore Biyani has become India's largest retailer, but still has several
aces up his John Miller shirtsleeves.
In India's chaotic markets, Kishore Biyani is the unchallenged king of retail. He has
the knack of catching rivals off-guard and striking where it hurts most.
And now that he's set himself the task of retaining control of the largest retail space in
the country, he won't let anyone - suppliers or international promoters included - catch him
slacking.
The latest to face the wrath of the 43-year-old is South African hypermarket Shoprite,
which opened shop in Mumbai [ Images ] last month through a franchise agreement with
local company Normal Lifestyle.
The hypermarket began retailing products from big boys Nestle [ Get Quote ],
Unilever and Procter & Gamble at consumer discounts of 20-30 per cent, lower than even
Biyani's purchase prices in his Big Bazaar and Food Bazaar stores.
Instead of chewing his nails, Biyani turned confrontationist, asking why the
multinationals were offering Shoprite better prices, even withdrawing Nestle products from
his stores when the company did not respond.
Two days later the Nestle products were back, but not before the company had
clarified its stance. Says Biyani, "Shoprite is involved in predatory pricing. There are rules
against this in every part of the world."
But as a result of his tough stance, the three MNCs have asked Shoprite to roll back
the offers or face withdrawal of supplies, he says.
And he was proved right when the Kolkata Pantaloon store became a raging success
and Biyani stepped on to the turf as a super retailer.
Other professionals have wondered where Biyani picked up the tricks of the retailing
trade. Some he learned from his own mistakes, he admits. Others he picked up from the big
boys of international retail.
"I read every book on Sam Walton, Macy's, Marks & Spencer and management gurus
like Tom Peters whose book 'Reimagine' impressed me." Even now he reads a management
book every fortnight - Stephen Covey, Robert Kaplan or James Collins.
But unusual as it might seem, he also made it a point to stay away from these stores.
The reason: "By going to a Wal-Mart or a Macy's, you could get overwhelmed into thinking
that was the best model and stop learning," he says.
1991
1992
1994
1997
Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.
2001
2002
2004
2005
2006
Future Capital Holdings, the companys financial is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds. Plans forays
into retailing of consumer finance products.
Home Town, a home building and improvement products retail chain is
launched along with consumer durables format, Ezone and furniture chain,
Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products
with Italian insurance major, Generali.
Forms joint ventures with US office stationery retailer, Staples.
2007
Pantaloon Retail wins the International Retailer of the Year at US-based National
Retail Federation convention in New York and Emerging Retailer of the Year
award at the World Retail Congress held in Barcelona.
Futurebazaar.com becomes Indias most popular shopping portal.
2008
STORE STRUCTURE
STORE
MANAGER
ASSISTANT
STORE
MANAGER
DEPARTMENT
MANAGER
ASSISTANT
DEPT
MANAGER
TEAM
MEMBERS
INDUSTRY PROFILE
Retailing
Retailing is the transaction between the seller and consumer for personal
consumption. It is does not include transaction between the manufacturer, corporate
purchase, government purchase and other wholesale purchase. A retailer stocks the
goods from the manufacturer and then sells the same to the end user for a marginal
profit.
Introduction
Retailing involves all activities incidental to selling to ultimate consumer for
their personnel family and household use. It does this by organizing their availability
on a relatively large scale and
stage in 1995 and now it is in peaking stage in 2006. India's retail market is expected
to grow tremendously in next few years. India shows US$330 billion retail market that
is expected to grow 10% a year, with modern retailing just beginning. India ranks first
in 2005. In fact, in 2005 and 2006, India is the most compelling opportunity for
retailers, because now India is in peaking stage. This window of opportunity is useful
for executives who plan their market-specific strategies; the four stages or the
lifecycle of this industry is as as follows:
A. Introduction:
Strategy suggested: A rapid penetration strategy is suggested at this Stage i.e. low
price and high promotion.
B. Growth:
The strategy of adopting quality and styled products with new models and shift of
advertising from product awareness to product preference Eg ; the big bazaar
advertisement says surf excel is cheaper than the market price. The idea behind
adopting strategy is to strengthen against competitors
C . Maturity:
Enter new market segments that is either enter new geographic areas e.g. ;vishal
megha mart has opened stores in smaller cities tier II and III cities
Decline:
The window of opportunity is closing fast and modern retail share is reaching 40 to 60
percent. Though the opportunity is closing the existing retailers can enter with new
formats such as discount models or non-food formats such as consumer electronics
and apparel.
Window of opportunity ends for about 5 to 10years before a market enters the
closing phase and reaches saturation level. India for example, was in the opening stage
in 1995 and entered peaking stage in the year 2003 and reached number 1 rank
in2005.
The Internet revolution is making the Indian consumer more Accessible to the
growing influences of domestic and foreign retail Chains. Reach of satellite T.V.
channels is helping in creating awareness about global products for local markets.
About 47% of India's population is under the age of 20; and this will increase to
55% by 2015. This young population, which is Technology- savvy, watch more than
50 TV satellite channels, and display the highest propensity to spend, will immensely
contribute to the growth of the retail sector in the country.
Availability of quality real estate and mall management practices
Foreign companies' attraction to India is the billion plus Population.
Scope in retailing
Retail is clearly the sector that is poised to show the highest growth in the next five
years. The sector is set for a revolution, as both the present players and new entrants
are gearing up to explore the market. This sector contributes 10% of India's GDP and
the current growth rate is 8.5%.
The present size of the organized retailing sector is approximately 3% and is
expected to grow to 25-30% by the year 2010. There are about 300 new malls, 1500
supermarkets and 325 departmental stores currently under construction.
Many players are coming up with huge investments, due to which the present 12
million mom-and-pop shops and kirana stores fear losing their business. Most
predictions say that the sector might reach to US$ 400-600 billion by the year 2010.
Global retail giants such as Wal-Mart, Tesco, Germany's Metro AG and many
others are ready to enter the retail markets. The rising demand of branded products and
increase in purchasing power has lured these companies to enter the market.
institutes, roping in talent from other Sectors and developing comprehensive career
growth and loyalty Plans for existing employees. Top players like Pantaloon Retail
India Limited, Trent, Shopper's Stop, RPG Group and ebony are virtually on their
toes.
Consider the plans of largest player, The Pantaloon Retail India Ltd, The company
has developed a comprehensive strategy, where in it Expects that in 2years, it will not
recruit any new managers from outside. Trent has also started in-house learning
programs and now goes to under graduate colleges to recruit students. Since, the job
market is hugely receptive to this with more and more business schools focusing on
the sector and large retailers setting up retail academics.
retailing
needs
to
cross
the
following
hurdles:
* The first challenge facing the organized retail sector is the competition from
unorganized sector.
* In retail sector, Automatic approval is not allowed for foreign investment
b. Merchandising
In retail, merchandising is the practice of making products in stores available to
consumers, primarily by stocking shelves and displays. Use these merchandising
resources to learn how to create an attractive display, get tips for product placement
and receive other retail merchandising advice.
Retail Strategy
Strategic retail planning and repositioning
Introduction
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of
Indias leading business houses with multiple businesses spanning across the consumption
space. While retail forms the core business activity of Future Group, group subsidiaries
are present in consumer finance, capital, insurance, leisure and entertainment, brand
development, retail real estate development, retail media and logistics Led by its flagship
enterprise, Pantaloon Retail, the group operates over 12 million square feet of retail space
in 71 cities and towns and 65 rural locations across India
The Future Group has built a strong portfolio of some of the fastest Growing
consumer brands in India.
This activity is led through Future Brands India Limited, a specialized subsidiary
company that was set up to create and build powerful brands that address the aspirations
of the new Indian consumer
Some of the key brands in this portfolio include, John Miller, Lombard, Bare,
DJ&C, Buffalo and RIG in the fashion and apparel space. Dream line, present in the
home segment, offers a wide range of products in kitchenware, bed & bath linen, and
Home Dcor categories. In the food and home care segment brands include Tasty Treat,
Premium Harvest, Fresh & Pure, Care Mate and Clean Mate. In consumer durables
and electronics space, the groups brands include Koryo and Sensei. Indianness:
confidence in ourselves
Respect & Humility: to respect every individual and be humble in our country
Future group firms
Pantaloon Retail (India) Limited
Home Solutions Retail India Limited
Future Brands Limited
Future Media (India) Limited
Future Supply Chain Solutions Limited
Big Bazaar is not just another hypermarket. It caters to every need of your
family. Where Big Bazaar scores over other stores is its value for money
proposition for the Indian customers.
The Big Bazaar is one such department store to have set up shop across the
country. Since its first outlet opened in Kolkata in late 2001, the Big Bazaar has
spread to towns and cities at an alarming rate. Currently 106 outlets
These multi-level shopping meccas stock everything from food to fridges, and
cookware to clothes. However, the Big Bazaar isn't your ordinary department store.
It's been especially designed to appeal to the Indian consumer.
Big Bazaar With a slogan of "Is se sasta aur accha kahin nahi!" ("Nowhere
cheaper or better than this!"), the Big Bazaar targets itself directly at the average
Indian's love of following the crowd and scrambling for a good discount.
Some of its other formats include Brand Factory, Blue Sky, all, Top 10 and Star and
Sitara.
The
company
also
operates
an
online
portal,
futurebazaar.com.
Target Audience
Big Bazaar targets higher and upper middle class customers, the large and growing
young working population is a preferred customer segment, Big Bazaar specifically
targets working women and home makers who are the primary decision makers.
Product mix
Denims& t-shirts Fabrics& cut pieces Formal wear Casual wear Party wear Ethnic
wear Accessories Under garments Night wear Dress material Saris Staples Ready to
eat Ready to cook International food Spices Imported bazaar Tea& coffee Fruits
Vegetables Imported fruits Dairy products Soft drinks Packaged juices Milk item
Frozen foods Ice creams Shampoos Detergents Soaps Liquid wash creams deodorants
Home cleaners utensils plastics crockery
Pricing
Value pricing (EDLP) Promotional pricing ,low interest financing ,psychological
discounting, special event pricing Differentiated pricing ,time pricing, Bundling.
Place-store locations
Initially identifies future/ potential development areas, acquire such areas at an
early phase before the real estate value booms, and located at high traffic areas.
Promotion
Saal ke Sabse Saste 3 Din
Future card(3% discount)
Shakti card
Advertising(print ads, TV ads, radio)
Brand endorsement by M.S DHONI
Exchange offer
Weekend discounts
Point of purchase promotions
` Junk' swap offer- Exchange anything
E-tailing
To overcome location disadvantage- launched a merchandise retailing website
www.futurebazaar.com which targets high-end customers ready to use credit cards.
Internet as place has put them in a profitable position because there is minimal
expense of maintaining a website.
BOARD OF DIRECTORS
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the
Group Chief Executive Officer of Future Group.
Mr.GopikishanBiyani,Wholetime Director
Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in
Rakesh Biyani, is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in the
implementation of the various new retail formats.
Mr. Vijay Biyani, Wholetime Director
Vijay Biyani has more than twenty years of experience in manufacturing, textiles and
retail industry and has been actively involved in the financial, audit and corporate
governance related issues within the company.
Mr. Vijay Kumar Chopra, Independent Director
AWARDS
2009
Year Hypermarket
appraise raises and recognizes the development and growth of retailing throughout the
Asia Pacific region.
REVIEW OF LITERATURE
EMPLOYEE JOB SATISFACTION:
Job satisfaction is one of the most crucial but controversial issues in industrial
psychology and behavioral management in organization. It ultimately decides the
development of organizational climate or environment.
A definition of employee job satisfaction is necessary in order to gauge its success.
According to Kusku, employee satisfaction reflects the degree to which the individuals
needs and desires are met and the extent to which this is perceived by the other employees.
Employee satisfaction is generally perceived as the scope of the work and all the
positive attitudes regarding the work environment - Stappels and Higgins, quoted in
Kusku 2003:348).
Bullock (1952) defined job satisfaction as an attitude, which results from balancing
and summation of many specific likes dislikes experienced in connection with the job
Next time 3-5 days from the date of distributing survey, HR department is
responsible for collectingsurvey and send it to director..
Based on the opinions of staff, Director of the company will assign people to enter
and analyze data.
Analysts are responsible to analyze survey data and preparation of reports.
Presentation of results to directors, department managers
. Communication of the results to employees through employees meeting, Company
newsletters, memoranda and feedback meetings conducted by trained leaders to
clarify and identify issues
. Development of plans by department managers to respond to issues identified in
feedback sessions.
Step 5 Implement improvement.
HR department is responsible for implementing improvement solutions, supervising
result and reporting result to director.
For some department, you should increase appraisal frequency for them because of
lack of management skills or unsuitable personalities.
You cannot assess satisfaction of employees every month because it is very timeconsuming. So how you know the opinions of employees? You can implement the
program on the response of employees monthly or suddenly when a problem
happened.
The feedback of the staff are their comments, attitudes about problems that will
occur or has occurred.
The feedback can conduct independent or attached to the assessment of the work
monthly.
8.
9.
10.
Working environment
According to Love day (1996:10), it is clear that showing employees that their
opinions are valued and acted upon, has a huge impact on satisfaction and motivation.
But you cannot force people to be motivated; motivation only comes through creating
motivating working conditions and surroundings.
Management:
Proper management of change is very important because change well
Managed will stimulate rather than stifle, increase individual participation and creativity,
increase the flow of ideas, attract and retain the best skills and improve employer-employee
relations.
Work itself
You can increase job satisfaction by
Job rotation
Appraisal program:
You should build the proper evaluation and fair and encourage employees perform
work.
3. Fundamentalists work because it is fun. Green is a firm believer in making work fun.
Ask any of her long time employees some who have been working with her from the time
she started the business 17 years ago. One employee said, Work is fun. They truly enjoy
what they do. This employee may be seen skipping around the office and helping others see
the positive side of work. They are motivated by knowing they are a cog in the fun wheel.
Successful business people recognize the varying degrees of motivation. They have learned to
help people reach the upper tier of fundamentalist. Jensen, who has won numerous business
awards including the prestigious Haworth Presidents Circle Award for Quality, said that she
develops a strong reputation and connection with employees which helps her recruit the best
and brightest. And in turn they tell others about the great organization that they work for. It is
good advertising to have happy, committed employees who know they are a valued team
member.
Measuring employee satisfaction can yield far more than a measure of morale. The
initiative provides a catalyst for change.
2.
Empower them. Show trust in your team by giving them the authority to make decisions.
Be available when needed, but allow your staff flexibility in how they accomplish
business objectives.
3.
Stand up for employees. Support your staff when they encounter roadblocks. If someone
on your team makes a mistake, avoid rushing to judgment. Instead, help the person learn
from the situation and take steps to ensure it doesn't happen again.
4.
Recognize achievements. Praise employees for their accomplishments and reinforce the
behaviors you would like others to emulate. Low-cost rewards such as an occasional free
lunch or movie passes can be highly motivational.
5.
6.
7.
organization, they
Are less inclined to leave and, furthermore, customers are likely to be more satisfied
8.
with the
Service.
continuing to buy is increased (Berry, 1981). Lewis (1989) argues that the success of the
internal marketing concept ultimately lies with management. It is unreasonable to expect
lower level employees to be customer oriented if management is not customer oriented.
What work-related variables determine job satisfaction, An extensive review of the
literature indicates that the more important factors conducive to job satisfaction are mentally
challenging work, equitable rewards, supportive working conditions, and supportive
colleagues.
MENTALLY CHALLENGING WORK Employees tend to prefer jobs that give them
opportunities to use their skills and abilities and offer a variety of tasks, freedom, and
feedback on
How well they are doing. These characteristics make work mentally challenging.
EQUITABLE REWARDS Employees want pay systems and promotion policies that they
perceive as being just, unambiguous, and in line with their expectations. When pay is seen
as fair based on job demands, individual skill level, and community pay standards,
satisfaction is likely to result.
SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work
environment for both personal comfort and facilitating doing a good job. Studies
demonstrate that employees prefer physical surroundings that are not dangerous or
Performance
Rewards:
Intrinsic
Extrinsic
Perception of
Equity in
The rewards
Satisfaction
As the Myth or Science box concludes, happy workers are not necessarily productive
workers. At the individual level, the evidence suggests the reverse to be more accurate that
productivity is likely to load to satisfaction.
So while we might not be able to say that a happy worker is more productive, it might
be true that happy organizations are more productive.
Low
Productivity
High
In practical situations, it is entirely possible to have high productivity with low satisfaction
but if highly doubtful that extremes of the condition can be maintained in the long run.
If we look at the
Satisfying to Self
Dissatisfying to Self
Level 1
Level 2
Submission/obedience
Sympathy
Mutual
Inferiority
Love
Respect
Punishment Being
Affection
Trust
Controlled Disciplined
Agreement Acceptance
Satisfying to Others
Help
Rejection / Analysis
Criticisms / Attack
And
Confidence
based on &
directed
towards
Achievemen
t
Of common
Goal
Dissatisfying to others
Superiority Dominance/
Authority, Control,
Disciplinary Action,
Command
Hatred/ Animosity
Antagonism
Misunderstanding
Distrust/ Suspension
Neglect
(a) Level 1, which is based on somewhat superficially, socially desirable, mutually nice,
sympathetic and friendly sort of interactions.
(b) Level 2, which is based on somewhat deeper, more purposeful interactions directed
towards achievement of common
(c) Objectives, with mutual respect, trust, and confidence and with acceptance of mutual
strengths and weaknesses.
2. Where self is satisfied but others are dissatisfied.
3. Where the others are satisfied but self is dissatisfied.
4. Where both self and others are dissatisfied.
It must also be borne in mind that job satisfaction is dynamic. Almost like machinery,
which requires proper installation, operation and maintenance, the adequate level of job
satisfaction is required to be achieved, used and maintained .Other wise it can leave more
quickly than it does arrive.
termed as extrinsic, job context, hygienes, or dissatisfies. The details of two sets of factors
are noted.
Motivation/ Satisfiers
Hygiene/ dissatisfies.
Achievement
Salary
Recognition
Working conditions
Work itself
Responsibility
Advancement
Psychological growth
An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied
but they induce him to produce and perform more in this job. Dissatisfiers do not have that
potency to contribute to job behavior.
Traditional View
Dissatisfaction
Satisfaction
Two-factor theory satisfiers
No satisfaction
Satisfaction
Dissatisfaction
No dissatisfaction
Wages:
Money is an important instrument in fulfilling ones needs. And employees often see
pay as refection of managements concern for them.
Nature of work:
Most employees crave intellectual challenges on jobs. They ten to prefer being given
opportunities to use their skills and abilities and being offered variety of tasks, freedom and
feedback on how well they are doing.
Promotions:
Supervision:
There is a positive relationship between the quality of supervision and job
satisfaction. Supervisors who established a support personal relationship with subordinates
and take a personal interest in them contribute their employee satisfaction.
Work group:
The work group does serve as a source of satisfaction to individual employees. It does
so primarily by providing group members with opportunities for interaction with each other.
The work group is an even stronger source of satisfaction when members have similar
attitudes and values co-workers with similar attitudes and values can also provide some
confirmation of persons self concept. We are OK and you are OK.
Working conditions:
Working conditions that are compatible with an employees physical comfort and that
facilitate doing a good job contribute to job satisfaction. Temperature, humbity, ventilation,
lighting, and noise, hours of work, Cleanliness of the work place and adequate tools and
equipment are the features, which effect job-satisfaction.
Values:
Basic Convictions that a specific mode of conduct or end - state of existence is
personally or socially preferable to an opposite or converse mode of conduct or end -state of
existence.
Value system: A hierarchy based on a ranking of an individuals values in terms of their intensity.
Importance of values:
Values are important to the study of organizational behavior because they lay the
foundation for the understanding of attitudes and motivation and because they influence our
perceptions.
Individuals enter an organization with pre-conceived notions of what Ought and
what Ought not to be. Of course, those notions are not value free. On the contrary, they
contain interpretations of right and wrong.
nationality.
Values generally influence attitudes and behaviors.
Attitudes:
Attitudes are evaluative statements either favorable or unfavorable concerning
objects, people or events. They reflect how one feels about something. When I say, I like my
job, I am expressing my attitude about work.
Attitudes are not the same as values, but the two are interrelated. You can see this by looking
at the three components of an attitude Cognition, affect and behaviors.
The belief that discrimination is wrong is a value statement. Such an opinion is the
cognitive component of an attitude. It sets the stage for the more critical part of an attitude its
affective component.
Affect is the emotional or feeling segment of an attitude and is reflected in the
statement I dont like Jon because he discriminates against minorities. Finally, and we will
discuss this issue at considerable length later in this section, affect can lead to behavioral
outcomes.
The behavioral component of an attitude refers to an intention to behave in a certain
way toward someone or something. So, to continue our example, I might choose to avoid Jon
because of my feeling about him.
In organizations, attitudes are important because they affect job behavior. If workers
believe, for example, that superiors, auditors, bosses and time and motion engineers are all in
conspiracy to make employees work harder for the same or less money, then it make sense to
try to understand how there attitudes were formed, their relationship to actual job behavior,
and how they might be changed.
Type of attitudes:
A person can have thousands of attitudes, but Organization behavior focuses our
attention on a very limited number of job-related attitudes. These job-related attitudes tap
positive or negative evaluations that employees hold about aspects of their work
environment. Most of the research in Organization Behavior has been concerned with three
attitudes: job satisfaction, job involvement and organizational commitment.
Job satisfaction:
The term job satisfaction refers to an individuals general attitude towards his or her
job. A person with a high level of job satisfaction holds positive attitudes towards the job,
while a person who is dissatisfied with his or her job holds negative attitude about the job.
When people speak of employee attitudes, more often than not they mean job satisfaction. In
fact, the two are frequently used interchangeably. Because of the high importance
Organization Behavior researchers have given to job satisfaction.
Job involvement:
The degree, to which a person identifies with his or her job, actively participates in it,
and considers his or her performance important to self worth.
However, it seems to more consistently predict turnover than absenteeism, accounting
for as much as 16% of the Variance in the former.
Organization Commitment:
The third job attitude we shall discuss is organizational commitment, which is defined
as a state in which an employee identifies with a particular organization and its goals, and
wishes to maintain membership in the organization.
enjoyable and friendly Co-workers interesting jobs and the ability to balance work and family
life were rated as most important in every country, except in Russia where pay was the
highest priority.
Survey respondents also emphasized the importance of the potential for advancement
and the opportunity to build job skills. The survey found that more than 33% of the
respondents said they would leave their current jobs for a 10% pay increase. But a striking
44% would change jobs for a position with more potential for advancement and growth.
Cognitive Dissonance theory:
LEON FESTINGER, in the late 1950 s, proposed the theory of cognitive dissonance.
This theory sought to explains the linkage between attitudes and behavior. Dissonance means
an inconsistency. Cognitive dissonance refers to any incompatibility between two or more
attitudes or between behavior and attitudes.
[High rewards accompanying high dissonance tend to reduce the tension inhered in the
dissonance]
Moderating Variables:
The most powerful moderators have been found to be the importance of their attitude; its
specificity, its accessibility, whether social pressures exist, and whether a person has direct
experience with the attitude.
Finally, the attitude behavior relationship is likely to be much stronger if an attitude
refers to some thing with which the individual has direct personal experience. Asking
College Students with no significant work experience how they would respond to working for
an authoritarian supervisor as far less likely to predict actual behavior as asking that same
question of employees who have worked for such an individual.
Self-perception theory:
Attitudes are used after the fact to make sense out of an action that has already
occurred. This view, called self-perception theory has generated some encouraging findings.
An application: Attitude Surveys:
Eliciting response from employees through questionnaires about how they feel about
their jobs, workgroups, supervisor, and the organization.
Attitudes and workforce diversity:
Managers are increasingly concerned with changing employee attitude to reflect
shifting perspectives a racial, gender and other diversity issues. A Comment to a co-worker
of the opposite sex, which 20-year ago might have been taken as a complement, can today
become a career limiting episode. As such, organizations are investing in training to help
reshape attitudes of employees.
TABLE: 1
Sl.no
Options
Responses
Percentage
1
2
Yes
No
Total
78
22
100
78%
22%
100%
Interpretation:
From the above table it indicates that 78% of employees are receiving regular job
performance feed back in organization, remaining 22% of employees specified that
the organization need to take regular job performance feedback.
Sl.no
1
2
3
4
5
options
highly satisfied
satisfied
neither or nor
dissatisfied
highly dissatisfied
total
responses
60
20
5
10
5
100
Percentage
60%
20%
5%
10%
5%
100%
Interpretation:
From the above table it indicates that 80%of the employees said that they are
satisfied with the employee welfare programmes in big bazaar remaining 20% of
employees are to be satisfied with these employee welfare programmes.
Organization should take initiation in conducting good welfare programmes so
that the motivation levels of the people will increase.
Sl.no
1
2
e) poor
Table: 3 Treating employee problems fairly
Options
Responses
Percentage
Excellent
62
62%
Very good
18
18%
3
4
5
Neutral
Average
Poor
Total
7
8
5
100
7%
8%
5%
100%
Interpretation:
From the above table we observe that 80% of employees felt that they are
treated fairly by the superiors as well as by the organization members and
remaining 20% of employees felt that they are not properly treated by the
organization. The organization should conduct some motivational programmes
in order to remove some of the employees misconceptions.
sl. no
1
2
3
4
Table:4
Employee policies at the company
options
Reponses
extremely satisfied
54
satisfied
20
neutral
6
dissatisfied
12
Percentage
54%
20%
6%
12%
extermely dissatisfied
total
8
100
8%
100%
Interpretation:
From the above graph 74% of respondents satisfied with the employee policies at the
5. Are you satisfied with the salary structure prevailing in your company?
a) extremely satisfied
b) satisfied
c) neutral
d) dissatisfied
e) extremely dissatisfied
Table: 5
sl.no
1
2
3
4
5
options
extremely satisfied
satisfied
neutral
dissatisfied
extremely dissatisfied
total
Reponses
18
62
7
13
0
100
Percentage
18%
62%
7%
13%
0%
100%
Interpretation:
From the above given table it indicates that 62% of respondents are satisfied with the
salary structure, 18% of respondents are extremely satisfied, 7% of the respondents
are neutral, 13% of the respondents are dissatisfied that the company offers a salary
structure.
It is concluded thamajority of the respondents felt that they are happy with the salary
paid by the organization but some other respondents they felt neutral and dissatisfied.
6. How do you rate the safety & health standard of the company?
a) Excellent
b) Very good
c) Poor
d) Average
e) Worst
Table: 6
Sl.no
1
2
3
4
5
Options
Excellent
Very good
Poor
Ok(average)
Worst
Total
Responses
8
42
18
30
2
100
Percentage
8%
42%
18%
30%
2%
100
Interpretation:
From the above table and graph it is found that out of 100 respondents50% of
respondents said that good about the safety and health standard of the company
7) How much important to you is the recognition you receive from the
company?
a) very important
b) important
c) unimportant
d) very unimportant
e) neutral
Table:7
Recognition
options
Responses
very important
55
important
35
neutral
10
unimportant
0
very unimportant
0
Total
100
sl no
1
2
3
4
5
percentage
55%
35%
10%
0%
0%
100%
Interpretation:
From the above given graph it indicates that 55% of respondents are giving very
importance towards the recognition and 35% of respondents are giving
8) How much are you satisfied with your position in this company ?
a) highly satisfied
b) satisfied
c) neither or nor
d) dissatisfied
e) highly dissatisfied
Sl.no
1
2
3
4
5
Table:8
Satisfied with your position
Options
Responses
Percentage
highly satisfied
20
20%
Satisfied
30
30%
neither or nor
10
10%
Dissatisfied
30
30%
highly dissatisfied
10
10%
Total
100
100%
Interpretation:
From the above table we found 20% of the respondents are highly satisfied with their
position in the company and 30% of respondents are satisfied 10% are neither or nor
satisfied
neither or nor
dissatisfied
highly dissatisfied
sl.no
1
2
3
4
5
Percentage
18%
62%
8%
12%
0%
100%
Interpretation:
From the above table it is found that out of 100 respondents 62% of the
respondents satisfied with the vision&values of management, 18% of the
respondents are highly satisfied, 8% of the respondents are neither or nor,12% of
C) Burdened
Table: 10
sl no
Options
1
2
3
Relaxed
Normal
Burdened
Total
percentage
28%
58%
14%
100%
Interpretation:
From the above table it indicates that 28% of the respondents felt relaxed, 58% are
felt normal, and remaining 14% of the respondents felt the work is burdened for them.
It is concluded that most of the respondents felt it is good for them.
11. How much important to you is the training & development provided by
the company?
a) very important
b) important
c) unimportant
d) very unimportant
e) neutral
Table:11
sl no
1
2
3
4
5
options
very important
important
neutral
unimportant
very unimportant
Total
responses
20
60
10
10
0
100
Percentage
20%
60%
10%
10%
0%
100%
Interpretation:
From the above given table indicates that 80% of respondents are given more
importance on training & development provided by the company,10% are
options
highly satisfied
Responses
52
percentage
52%
2
3
4
5
satisfied
neither or nor
dissatisfied
highly dissatisfied
total
20
12
11
5
100
20%
12%
11%
5%
100%
Interpretation:
From the above given graph it indicates that 72% of the respondents have expressed
satisfaction towards existing career plan & growth opportunities in big bazaar,12%
Table:13 Cooperation
sl.no
1
2
options
Yes
No
Total
responses
65
35
100
Percentage
65%
35%
100%
Interpretation:
o From the above given graph indicates that 65% of employees are receiving
cooperation from all other departments remaining 35% of employees are not
receiving cooperation from all other departments.
b) moderate
c) low
Table: 14
sl no
1
2
Options
high
Moderate
Low
Total
level of understanding
Responses
40
43
17
100
percentage
40%
43%
17%
100%
Interpretation:
From the above given table confined that 40% of respondents are satisfied
with the companys quality management system, 43% are moderate,17% are
highly satisfied
satisfied
neither or nor
dissatisfied
highly dissatisfied
Table 15
Sl.no
1
2
3
4
5
Options
highly satisfied
Satisfied
neither or nor
dissatisfied
highly dissatisfied
Total
Responses
25
46
10
19
0
100
Percentage
25%
46%
10%
19%
0%
100%
Interpretation:
From the above given table and graph indicates that 71% of the respondents
are satisfied with the reward system which are provided by the company, 10%
of the respondents are neutral, 19% of the respondents are dissatisfied with the
reward system.
It is concluded that most of the respondents are satisfied with the reward
system.
16) Do you agree the environment is suitable for developing your self
esteem?
Table 16:
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
agrees the environment is suitable for developing your self esteem
Sl.no
1
2
3
4
5
options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
total
Responses
63
17
18
2
0
100
percentage
63%
17%
18%
2%
0%
100%
Interpretation:
From the above given graph indicates 80% of the employees agree the organization
environment is suitable for developing their self esteem remaining are neutral and
disagree.
Highly satisfied
satisfied
neither or nor
dissatisfied
highly dissatisfied
Table17: Appraisal system
Sl.no
1
2
3
4
5
Options
Highly satisfied
Satisfied
Neither or nor
Dissatisfied
Highly dissatisfied
Total
Responses
32
31
10
27
0
100
Percentage
32%
31%
10%
27%
0%
100%
Interpretation:
o From the above table and graph it indicates that out of 100 respondents 63% of
respondents are satisfied with the appraisal system of the company, 27% of
respondents are dissatisfied, 10% of respondents are neutral. It is concluded that
some of the respondents need to satisfy with the appraisal system of the company.
Convenient
Inconvenient
Table 18:
sl.no
1
2
responses
65
35
100
Percentage
65%
35%
100%
Interpretation:
From the above given table indicates that 65% of respondents felt duty timings
schedule is convenient remaining 35% of respondents felt duty timings schedule is
inconvenient.
FINDINGS:
The following details can be inferred after analyzing the sample size of 100
Respondents of
Big bazaar by questionnaire method to find out the Employee Job Satisfaction
50% of the respondents agree that they are satisfied with their job.
85% of the employees observed that the duty timing schedule is convenient.
Majority of the respondents feel that their happy with the salary/perk structure paid by
the organization.
Most of the employees have expressed satisfaction towards the recognition showed on
them by the organization.
Majority of the respondents agreed that they have clarity regarding vision & values of
the organization.
Majority of the respondents have expressed satisfaction towards existing career plan
and growth opportunities in the organization.
SUGGESTIONS:
1.
Organization should try to maintain the same level of satisfaction among employees through
better recognition & reward system mechanism.
2.
The organization may further try to create healthy competitive environment through
its
3.
4.
awareness
About the safety measures provided by the company
5.
For improving the employees problem solving abilities company HR Manager has to
take
6.
Company has to provide some more packages like Target achieve incentives, Cash
Awards.
7.
Company has to give the salaries through their performances and provide better
positions to best workers.
8.
Mainly company has to decentralize the authority to take decisions for better growth
and Provide all above mentioned benefits to the employees.
CONCLUSION
This project was aimed to prepare a written document of the job satisfaction for the
employees of Big bazaar. This project helps to understand the job satisfaction implemented in
the organization.
Organization needs to satisfy the employees who make better contribution to
production, quality and productivity.
The employees should be given reasonable autonomy for their job. This makes them
feel more responsible and challenging and work hard for achieving it.there exists a
strong bond among the employees, which helps them to work as team and make group
accomplishments.
As they have many clients there should be transfer of employees after the project
completion to another project that is the change of the topics as the training classes
are given to everyone. Training classes helps the employees to remember the
languages and so it will not be difficult to them when there will be the transfer of the
project.
Communication is very good between the employees. They share their ideas, views
and help the juniors when they have any doubts regarding their tasks. They have
outings, centurion meets and many recreation programmes just to re-energize their
employees before they are assigned into other project.
There is high employee retention in the organization. The employees are looking out
for better opportunities and so there is continuous process of appointments in the
organization the management is taking necessary steps to keep their employees
satisfied.
QUESTIONNAIRE
1) Are you receiving regular job performance feed back?
a) Yes
b)no
c)neither or nor
9). Are you satisfied with the vision and values of management?
a)Highly satisfied
d)dissatisfied
b)satisfied
c)neither or nor
e)highly dissatisfied
c) Unimportant
12). How far you satisfied with existing career plan and growth opportunities in this
organization?
a) Highly satisfied
b) satisfied
d) Dissatisfied e) highly dissatisfied
c) neither or nor
b) no
b) moderate
c) low
c)neither or nor
16) Do you agree the environment is suitable for developing your self esteem?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
e) strongly disagree
b)satisfied
c)neither or nor
e)highly dissatisfied
b) Inconvenient
BIBLIOGRAPHY
Name of the author
K. Aswathappa
P.Subbarao
Stephen P Robinson
Dassler
Web Sites:
www.humanresources.hrvinet.com
www.allbusiness.com
www.futuregroup.com
www.ask.com