A study on

GRIEVANCE HANDLING

With Reference to
PANTALOONS, VIJAYAWADA
a project report Submitted to Andhra University, Visakhapatnam
in partial fulfillment for the award of Degree in
BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTED BY

V. BINDU MADHAVI
Regd no.: 117127207103
Under the esteemed guidance of
Mr. K.G.K.PATNAIK
HOD in Management Studies

DEPARTMENT OF MANAGEMENT STUDIES

ADITYA DEGREE COLLEGE
Affiliated to Andhra University
ASILMETTA, VISAKHAPATNAM
2017-2020
 CERTIFICATE

This is to certify that the project entitled “A study on GRIEVANCE

HANDLING with reference to PANTALOONS, Vijayawada being submitted by
V. BINDU MADHAVI bearing Regd. No. 117127207103 in partial fulfillment of
requirements for the award of degree of Bachelors of Business Administration in
Aditya Degree College, Asilmetta, (Affiliated to Andhra University)
Visakhapatnam is a record of bonafide work done by her, under the guidance and
supervision.

Dr. K.JAGADEESWARA RAO

Principal

INTERNAL EXAMINER: EXTERNAL EXAMINER:

______________________ _______________________
 CERTIFICATE

This is to certify that the project entitled “A study on GRIEVANCE

HANDLING with reference to PANTALOONS Vijayawada being submitted by
V. BINDU MADHAVI bearing Regd. No. 117127207103 in partial fulfillment of
requirements for the award of degree of Bachelors of Business Administration in
Aditya Degree College, Asilmetta, (Affiliated to Andhra University)
Visakhapatnam is a record of bonafide work done by her, under the guidance and
supervision.

K.G.K.PATNAIK
HOD-Management Studies
 CERTIFICATE

This is to certify that the project entitled “A study on GRIEVANCE

HANDLING with reference to PANTALOONS Vijayawada being submitted by
V.BINDU MADHAVI bearing Regd. No. 117127207087 in partial fulfillment of
requirements for the award of degree of Bachelors of Business Administration in
Aditya Degree College, Asilmetta, (Affiliated to Andhra University)
Visakhapatnam is a record of bonafide work done by her, under the guidance and
supervision.

K.G.K. PATNAIK
Project guide
 DECLARATION

I, V. BINDU MADHAVI Regd No. 117127207103 hereby declare that

this project report titled “A study on GRIEVANCE HANDLING’’with
reference to PANTALOONS Vijayawada has been submitted by me, to
ADITYA DEGREE COLLEGE, Visakhapatnam AFFILIATED TO ANDHRA
UNIVERSITY in partial fulfillment of the requirement for the award of the
degree of Bachelor of Business Administration (B.B.A). I also declare that, this
project is originally prepared by me and not been submitted to any university for
the award of any degree.

Place: Visakhapatnam V. BINDU MADHAVI

Date: Regdno. : 117127207103
 INDEX
CONTEXT

CHAPTER-1

 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVE OF STUDY
 METHODOLOGY OF STUDY
 LIMITATIONS
CHAPTER-2

 INDUSTRY PROFILE
 COMPANY PROFILE
CHAPTER-3

 THEORETICAL FRAMEWORK
CAHPTER-4

 DATA ANALYSIS AND INTERPRETATION

CHAPTER-5

 SUMMARY
 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLOGRAPHY
 CHAPTER-1
 INTRODUCTION

 NEED FOR THE STUDY

 OBJECTIVE OF STUDY

 METHODOLOGY OF STUDY

 LIMITATIONS
 INTRODUCTION
Pantaloons fashion and retail limited is an Indian premium clothing retail chain. The first
pantaloons store was launched in Gariahat, Kolkata in 1997. As of November 2013, there were
76 pantaloons stores in 44 cities. Pantaloons was previously controlled by the future group, and
was taken over by Aditya Birla Nuvo Limited. According to the brand trust report 2014, a study
conducted by trust report 2014, a study conducted by trust research advisory, pantaloons featured
among 100 most trusted brands in India.

Pantaloons has 130 fashion stores in 40 cities and towns in India. It has retail space of 1.7
million square feet, which is amongst the largest in India.

Pantaloons offer the loyalty programmed Green card to over 4 billion members. Green Card is
India’s most rewarding loyalty program and boasts of over million of members. The
programmed entitles members to discounts and shopping privileges. The programme entitles
members to discounts in terms of points and special privilages at all pantaloons stores. The card
has four tiers depending on the year’s shopping. As a customer shops, the card upgrades with
increasing privileges and discounts in form of points.

The benefits covered under Green card include discount, payback points, complimentary home
drop of altered garments, relaxed exchange policy, exclusive sale preview, exclusive billing
counters and assisted shopping among others.

Pantaloons retail approximately 200 brands which comprises a mix of private labels and licensed
brands in apparel and accessories. Pantaloons brands are aimed at men, women and children.
Brand include Ajile, Chalk, Akkriti, Trishaa, Rangmanch,Candies, Honey, Annabelle, Richard
parker, SF Jeans, Bare Denim, Bare Leisure, Isabel London and JM Sports etc. The company
offers a wide range of brand offerings across apparel and non apparel categories and across
varied price points. It operates across categories of casual wear, ethnic wear, formal wear, party
wear and active wear for men, women and kids, women’s wear is the lead category contributing
to half of total apparel sales. Non apparel products include footwear, handbags, cosmetics,
perfumes, fashion jewelry and watches.

Pantaloons is today the fastest growing large format retailer in the country. The rate of new store
openings has increased from one every two months to one every two weeks.
A Grievance is a sign of an employee’s discontentment with his job or his relationship with his
colleagues. Grievances generally arise out of the day-to-day working relations in an organization.
An employee or a trade union protests against an act or policy of the management that they
consider as violating employee’s rights.

Grievance is any discontent or dissatisfaction, whether expressed or not, whether valid or not,
arising out of anything connected with the company which an employee thinks, believes and
even feels to be unfair, unjust or inequitable.

The term “grievance” is used to designate claims by workers of a trade union concerning their
individual or collective rights under an applicable collective agreement, individual contract of
employment, law, regulations, work rules, customer or usage. Such claims involve questions
relations to the INTERPRETATION or application of the rules.

The term “grievance” is used in countries to designate this type of claim, while in some other
countries reference is made to disputes over “right” or “legal” disputes.

Grievance management in Indian industry:

At present, there are three legislations dealing with grievances of employees working in
industries. The industrial employment (standing orders) Act 1946 requires that every
establishment employing 100 or more workers should frame standing orders. These should
contain, among other things, a provision for redressed of grievances of workers against unfair
treatment and wrongful actions by the employer or his agents. The factories Act 1948 provide for
the appointment of a welfare officer in every factory ordinarily employing 500 or more workers.
These welfare officers also look after complaints and grievances of workers. They also look after
proper implementation of the existing labor legislation. Besides, individual disputes relating to
discharge, dismissal or retrenchment can be taken up for relief under the industrial disputes Act
1947, amended in 1965.

However, the existing labor legislation is not being implemented properly by employers. There is
lack of fairness on their part. Welfare officers have also not been keen on protecting the interests
of workers in the organized sector. In certain cases, they are playing a double role. It is
unfortunate that the public sector, which should set up an example for the private sector, has not
been implementing labor laws properly.

In India, a model grievance procedure was adopted by the Indian labor conference in its 16th
session held in 1958. At present, Indian industries are adopting either the model grievance
procedure formulated by themselves with modifications in the model grievance procedure. In
other words, the grievance procedures are mostly voluntary in nature.
 NEED FOR THE STUDY
The grievance procedure is a problem solving, dispute-setting machinery which has been set up
following an agreement to that effect or an employee makes and processes his claim that there
has been a violation of the labor agreement by the company.

It is not possible that all the complaints of the employee would be settled by first-line
supervisors, for these supervisors may not have had a proper training for the purpose, and they
may lack authority. Moreover, there may be personality conflicts and other causes as well.

It is essential because it brings uniformity and gives confidence to the worker, for if he does not
get a fair deal, he knows what to do and whom to approach to ensure that he does get justice.

Grievance affects not only the employees and managers but also the organization as a whole. In
view of these adverse effects, the management has to identify and redress the grievances in a
prompt manner. If the individual grievances are left ignored and unattended, there is a danger
that these grievances may result in collective disputes. They affect the employee morale
adversely.

 The grievance handling system is an integral part of an organization. It enables the

employees to express formally their complaints over the management policies and
practices.
 To improve the efficiency of employees in the organization a sound grievance
handling procedure is needed. It also reduces the employee turnover in the
organization.
 The need for the study arises mainly to understand the perception of the employees at
their present grievance handling system.
 It serves as a check on the arbitrary action of the management because supervisors
know that employees are likely to see to it that their protest does reach the higher
management.

By identifying the employee’s attitude towards the grievance handling system the company can
solve the grievances very effectively thereby reducing the employee dissatisfaction. Another
reason for conducting this study is to analyze the prevailing grievance handling system and to
find its effectiveness through this study some of the valuable suggestions may be provided for
the improvement of the grievance handling system in the company.

Employees differ as individuals, in their needs expectations and behavior. When their needs are
not satisfied or their objectives are not achieved, the result is employee dissatisfaction. It is not
an easy task for the management to keep all the employees satisfied and motivated, all the time.

If the dissatisfaction of employee’s goes unattended or the conditions causing it are not
corrected, the irritation is likely to increase and lead to unfavorable attitude towards the
management and unhealthy relations in the organization. Hence, handling the grievances of any
person in any organization is of paramount importance.

This forms the need for the study of the grievance redressed procedure of the organization and its
effectiveness towards job satisfaction to maintain healthy and harmonious environment of the
organization.

The main focus of this study revolves around the lower level management of the organization.
OBJECTIVE OF THE STUDY
 To study the way employees express their grievance.
 To understand the nature of the grievance.
 To investigate the reasons for dissatisfaction.
 To obtain, where possible a speedy resolution to the problem.
 To take appropriate actions and ensure that promises are kept.
 To inform the employee of their right to take grievance to the next stage of the procedure,
in the event of an unsuccessful resolution.

Primary objective:
 To identify the employees perception towards the grievance handling system.
 To analyze and study the existing grievance handling procedure.

Secondary objective:
 To analyze the employee’s opinion towards their prevailing grievance handling system of
the company.
 To analyze the effectiveness of the grievance handling system and to suggest suitable
measures for its improvement.
 METHODOLOGY FOR THE STUDY
Primary and secondary data was used to collect information on the area of the study.

Primary data:
The data was collected from a sample size of 100 respondent’s talent randomly with the help of a
structured questionnaire.

Secondary data:
 Internal data has been collected from the manuals and records of the organization.
 External data was collected through the company, website, books, on human resource
management and journals.
 LIMITATIONS OF THE STUDY

 Questionnaires were filled in evenings, when most of the people are in hurry and they
might not have responded truly to all the questions.
 Our research is limited to only few stores of pantaloons and sample size is 100
respondents so errors may crop in while generalizing the results.
 Those who came out of pantaloon store after shopping were chosen for getting the
questionnaires filled but they held bulk paper shopping bags due to which they found it
difficult to stand for long and answer the questions.
 Most of the retail outlets mentioned in our questionnaire may or may not be visited by
respondents; this affected their response to various questions.
 CHAPTER-2

 INDUSTRY PROFILE
 COMPANY PROFILE
 INDUSTRY PROFILE
Retail is India’s largest industry, accounting for over 10 percent of the country’s GDP and
around eight percent of the employment. Retail industry in India is at the crossroads. It has
emerged as one the most dynamic and fast paced industries with several players entering the
market. But because of the heavy initial investment required, break even is difficult to achieve
and many of these players have not tasted success so far. However, the future is promising the
market is growing, government policies are becoming more favorable and emerging technologies
are facilitating operations. Retailing in India is gradually inching its way toward becoming the
next boom industry. The whole concept of shopping has altered in terms of format and consumer
buying behavior, ushering in a revolution in shopping in India.

Modern retail has entered India as seen in sprawling shopping centers, multi-storied malls and
huge complexes offer shopping, entertainment and food all under one roof. The Indian retailing
sector is at an inflexion point where the growth of organized retailing and growth in the
consumption by the Indian population is going to take a higher growth trajectory.

The Indian population is witnessing a significant change in its demographics. A large young
working population with median age of 24 years, nuclear families in urban areas, along with
increasing working women population and emerging opportunities in the services sector are
going to be the key growth drives of the organized retail sector in India.

Retailing is in a rapid state of change due to speedy technological developments, changing

competitive positions, varying consumer behavior as well as their expectations and liberalized
regulatory environment. In such a scenario, information is crucial to plan and control profitable
retail businesses and it can be an important source of competitive advantage so long as it is
affordable and readily available.

Retail consists of the sale of goods or merchandise from a fixed location, such as a department
store, boutique or by mail, in small or individual lots for direct consumption by the purchaser.
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 over all distribution strategy. The term “retailer” is also applied where a service
provider services the needs of a large number of individuals, such as a public utility, like electric
power.

Shops may be on residential streets, shopping streets with few or no houses or in a shopping
mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or
full roof to protect customers from precipitation. Online retailing, a type of electronic commerce
used for business to consumer (B2C) transactions and mail order, are forms of non-shop
retailing.

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.

Retailing is the final step in the distribution of merchandise - the last link in the supply chain –
connecting the bulk producers of commodities to the final consumer goods, financial services
and leisure.

A retailer, typically, is someone who does not affect any significant change in the product execs
breaking the bulk. He/she are also the final stock point who makes products or services available
to the consumer whenever require.

Hence, the value proposition a retailer offers to a consumer is easy availabilities of the desired
product in the desired sizes at the desired times.

In the developed countries, the retail industry has developed into a full fledged industry where
more than three-fourths of the total retail trade is done by the organized sector. Huge retail
chains like Wal-Mart, Carr four; Mc Donald’s, etc. have now replaced the individual small
stores. Large retail formats, with high quality ambiance and courteous.

Retailing is the interference between the procedure and the individual consumer buying for
personal consumptions. This excludes direct interface between the manufacturer and institutional
buyers such as the government and other bulk customers. A retailer is one echo stocks the
producer’s goods and is involved in the act of selling it to the individual consumer, at a margin
of profit. As such, retailing is the last link that connects the individual consumer with the
manufacturing and distribution chain.

Retail is usually classified by type of products as follows:

 Food products
 Hard goods (“hardline retailers”) – appliances, electronics, furniture, sporting goods, etc.
 Soft goods – clothing, apparel, and other fabrics.

SIZE OF THE INDIAN RETAIL INDUSTRY:

In 2007, the total Indian retail industry was valued at Rs 13,300 billion (estimate), and the
organized segment constituted 5.9% of the value at Rs 783 billion. In the segment, the clothing
and accessories sales had a majority share of 38.1% followed by the food and grocery segment
at 11.5% and electronics segment at 9.1%. The organized retail industry grew at a CAGR of
33% during 2004-2007. Even though the organized retail segment has a minuscule share in the
total industry, it has enormous potential considering the rising urbanization, the efficient supply-
chain, the readily-available retail space, and modern technology, which help in reducing
consumer prices to a great extent.

INDUSTRY SEGMENTATION:
Organized retail can be segmented in two ways - segmentation by verticals and by channels.
Verticals are segmented on the basis of the type of merchandise offered; similar merchandise can
be clubbed together to form a vertical, for instance food and grocery. Channels are the means
through which retailers sell their merchandise; for example, store channels of retailing that
comprise different formats like hypermarkets, supermarkets and department stores and non-store
formats like online retailing, vending and kiosks.

MANAGEMENT HIERARCHY IN THE RETAIL OUTLET

THESE ARE THE FOLLOWING TYPES OF RETAILERS BY

MARKETING STRATEGY:
  Department stores: A very large stores offering a huge assortment of “soft” and
“hard goods” often bear a resemblance to a collection of specially stores. A retailer of
such store carries variety of categories and has broad assortment at average price. They
offer considerable customer service.
 Discount stores: It tend to offer a wide array of products and services, but they
compete mainly on price offers extensive assortment of merchandise at affordable and
cut-rate prices. Normally retailers sell less fashion-oriented brands.
 Supermarkets: It is a self service store consisting mainly of grocery and limited
products on non food items. They may adopt an EDLP strategy for pricing. The
supermarkets can be anywhere between 20,000-40,000 square feet.
 Warehouse stores: Warehouses that offer low-cost, often high-quantity goods piled
on pallets or steel shelves. Warehouse clubs charge a membership fee.
 Variety stores or Dollar stores: these offer extremely low-cost goods, with limited
selection:
Demographic: Retailers that aim at one particular segment (high-end retailers
focusing on wealthy individuals)
Mom-And-Pop: (or kirana stores as they call them in India). It is a retail outlet that is
owned and operated by individuals. The range of products are very selective and few in
numbers. These stores are seen in local community often are family-run businesses. The
square feet area of the store depends on the store holder.
 Specialty stores: A typical specialty store gives attention to a particular category and
provides high level of service to the customers. A pet that specializes in selling dog food
would be regarded as a specialty store. However, branded stores also come under this
format.
 General stores: A rural store that supplies the main needs for the local community.
 Convenience stores: It is essentially found in residential areas. They provide limited
amount of merchandise at more than average prices with a speedy checkout. This store is
ideal for emergency and immediate purchases.
 Hypermarkets: It provides variety and huge volumes of exclusive merchandise at low
margins. The operating cost is comparatively less than other retail formats. A classical
example is the metro in banglore.
 Malls: It has a range of retail shops at a single outlet. They endow with products, food
and entertainment under a roof.

MAJOR RETAIL SEGMENTS:

Food and grocery:

In 2007, the food and grocery segment was valued at Rs 7,920 billion, and it enjoyed a
dominant market share of 62% in the total Indian retail sector; however, there was a completely
opposite scenario in the organized retail segment. The food and grocery segment is the second-
largest in the organized retail and has an 11.5% share that is valued at Rs 90 billion.

Initially this segment grew at a slow pace due to the presence of an established retailing system
led by kirana stores, a highly-fragmented food supply chain, and the lack of a developed food
processing industry. Nilgiri was one of the earliest retailers that started a chain or stores in
different parts of the country. However, the growth of Nilgiri’s stores was limited as it was
challenged by a weak supply chain and an under-developed food processing industry. Post-
liberalization, organized retailers saw a renewed opportunity in the food and grocery segment.

FEW FOOD AND GROCERY RETAILERS:

Food Bazaar:
PRIL ventured into food retailing with Food Bazaar in Apr 2002. Initially it was a part of Big
Bazaar but later on it started operating as a standalone outlet in addition to being a part of Big
Bazaar. The store offers a wide range of fruits, vegetables, FMCG products and ready-to-cook
products. It uses a concessionaire model for wet groceries, and it sources staples from APMC or
farmers (where the state permits). Food Bazaar attracts high footfalls due to innovative
initiatives like live-grinding, live bakery, fresh juice corner etc.

The store ventured into another retail format that served the food and grocery segment called
the KB Fair Price shop. This store is modelled on the concept of low-frills neighbourhood store
of 1,000-1,600 square feet. The Fair Price store follows a pricing model that is 20% lower than
the prevailing market price.

More:

Aditya Birla Retail Ltd forayed into the retail business in 2006 by acquiring Trinethra Super
Market Ltd, the south-India based retail chain. In May 2007, the company launched its own
brand of stores called More in Pune. The supermarket store has a minimum size of 2,500 square
feet and offers fruits, vegetables, staples, personal care, general merchandise, pharmacy, poultry
and dairy products.

Reliance Retail:

Reliance Retail Ltd, a subsidiary of Reliance Industries Ltd, has an aggressive plan to expand its
retail network across India. It entered the food and grocery segment in November 2006 through
its convenience store format Reliance Fresh. The store offers a range of fruits, vegetables,
personal care, home care and kitchen utensils. It focuses on building a strong relationship with
the agri-business value chain and sources directly from wholesalers.

FASHION AND ACCESSORIES:

Fashion and accessories is the largest category in organized retail and had a 38.1% share valued
at Rs 298 bn in 2007. In terms of total retail, this category held the second position with a 9.5%
share valued at Rs 1,313 bn. The segment has driven the retail boom in India and has opened
many opportunities for large as well as global retailers to enter the segment. Despite the high
rental, many global retailers like Gas, Gucci, Levi’s, Benetton, Marks and Spencer have opened
their stores in India, and also have plans to increase their presence.

The men’s wear segment had the highest share of 40.2% in the Rs 1,313-billion fashion and
accessories market in 2007 while the women’s category accounted for 34.8%, followed by the
kids wear and uniform category at 24.9%. Demand in the branded apparel segment is increasing
as consumers are upgrading to premium brands due to changing preferences. The premium
segment has seen the fastest growth in value owing to the rising preference for formals at Indian
workplaces, the new offerings from international brands, and the increasing willingness on the
part of consumers to pay a premium for quality. The apparel retailers are also pushing
themselves to the accessories segment to attract more customers.

FEW FASHION AND ACCESSORIES RETAILERS:

ABFRL:

The first Pantaloon store was opened at Gariahat in 1997 in 8,000-square-feet area. Over the
years, the store has undergone several transitions. When it was launched, the store mostly sold
external brands. Gradually, it started retailing an eclectic mix of external brands as well as
private labels. Initially, it positioned itself as a family store targeted across age and gender
groups but later it shifted its focus towards being a fashion store and gave more emphasis on the
youth. As on Dec 2008, ABFRL had around 44 stores spread across major cities in India.

Shoppers Stop:

Shoppers Stop is one of the largest retailers in India. It primarily caters to the lifestyle segment
and offers customers both domestic and international brands. The store recently revamped its
branding by introducing a new symbol. Shoppers Stop has lifestyle retailing as its core housing
brand across categories like apparels and accessories. The store operated at 26 locations in 12
cities as on Dec 2008.
Koutons:

Koutons Retail is a leading manufacturer of readymade and fashion wear brand. It was
established as Charlie Creation Pvt Ltd in 1991 for manufacturing and exporting garments.
Later in 1998 Koutons was established to provide affordable men’s wear to the masses. Koutons
also entered the women’s segment in Apr 2008 by launching its brand Les Femme, which caters
to young women in the 16-34 years age group and includes apparels like t-shirts, partywear,
lycra, semi-formal shirts, denims, capri pants etc. Koutons has also launched its brand Les
femme for women & Koutons Junior for kids. Few renowned brand of Koutons are: Koutons
men’s wear, Les Femme, Koutons Junior and Charlie Outlaw.

FOOTWEAR:

In 2007, the footwear segment had a 1.1% share in the total retail market and was valued at Rs
160 billion while it had a 9.9% share in the organized market and was valued at Rs 77.5 billion.
In the same year the organized footwear market recorded a fantastic growth of 49% over 2006
while the overall retail market grew by just 16.4%. The changes in consumer behaviour and
attitudes reflected in the increasing demand for newer styles and different types of footwear.
The market currently offers many brands that cater to every target segment. The Indian footwear
market is moving at a brisk pace presently to cater to the domestic demand. Moreover, the
influx of international brands is inducing the otherwise price-conscious customers to shell out
more bucks for their favourite brands. The footwear market is experiencing a changing
consumer preference for casual and younger style due to media penetration and due to the
increasing awareness about international trends and lifestyle. There already are a large number
of players, both domestic and international, in the semi-formal, formal and casual segment but
the casual segment dominates the Indian footwear market with a 75% share. Branded
sportswear is also growing at a faster rate than the other segments and the key players in this
segment are Adidas, Reebok, Nike, Puma etc.

FEW FOOTWEAR RETAILERS:

Reebok:

In 1995, Reebok forayed into the Indian retail market. Today Reebok is one of the frontrunners
in the Indian sportswear industry. Reebok’s offerings include apparels, footwear and fitness
equipment and products. Its footwear offerings are mostly in the trainers and sneakers segment.
Reebok recently has introduced its new lifestyle vertical Reebok Classic.

Bata:
 Bata India is one of the most well-known and largest footwear retailers in India. The retailer
manufactures and markets different types of footwear that includes rubber, canvas, leather, and
plastic footwear. It markets footwear under the brand names of North Star, Power, Ambassador,
Marie Claire besides dealing in international brands like Dr Scholl and Hush Puppies. Bata has
a strong distribution network structure of wholesalers and distributors.

Khadim’s:

Khadim’s forayed into footwear retailing in 1993 and is one of the most renowned retailers in
east India. Khadim’s markets its own products besides few others and specializes in women’s
and children’s footwear. The retailer has a presence in multi-brand outlets (MBOs) across the
country in addition to its own exclusive outlets.

Discount stores:

The focus of these stores is to offer merchandise at a price that is lower than the market price,
and to gain profit from volumes. These stores keep merchandise mainly on the basis of its
saleability. Usually these are no-frill stores with simple surroundings and less service. Big
Bazaar and Subhiksha are some famous examples.

Specialty stores:

These stores usually ‘specialize’ in one line/category of merchandise. As these stores are
concerned with only one type of merchandise, they are able to offer a wider range of products at
a lower price. Examples: Next and Vijay Sales.

Department stores:

These stores are typically lifestyle stores where most of the merchandise constitutes apparels
and products other than food and grocery. These stores offer high quality service to consumers.
These stores stock lesser merchandise than other formats since the merchandise is stored in a
presentable manner. Notable examples are Shoppers Stop, Westside, Trent, and Globus.

Category killers:

Many major retail chains have adapted small specialty store concepts and have expanded
themselves to create large specialty stores. These expanded, large specialty stores are known as
‘category killers’. Ezone, which specializes in electronics, and Staples, which specializes in
office stationery, are examples of category killers.
Retailing is more than selling goods:
Retailing consists of the sale of goods or merchandise, from a fixed locations such as a
department store, in small or individual lots for direct consumption by the purchaser. Retailing is
a well recognized business function which compromises making available desired product in the
desired quantity at the desired time. This creates a time, place and form utility for the consumer.

The success of retailing is highly dependent on an efficient supply chain management. A well-
developed supply chain reduces wastages and transaction cost thereby reducing the cost of
inventories to be maintained by the producers and the traders. A reduction in the cost of
inventory management leads to a reduction in the final price to the consumer.

Retailing has been identified as a thrust area for promotion of textiles, processed foods,
agricultural and horticultural produce. Retail sector can be divided into organized and
unorganized sectors.

Unorganized Retail:
Unorganized retailing is characterized by a disorted real-estate market, poor infrastructure and in
efficient upstream processes, lack of modern technology, inadequate funding and absence of
skilled manpower. Therefore, there is a need to promote organized retailing.

Evaluation of Organized Retailing:

American mass retailing began in the 1800s with Montgomery ward marketing its products
through general merchandise mail order catalogs, which was very effective at that time for
reaching a largely rural society.

In the 1940s, the population began its movement to the suburbs as the economy shifted from an
agricultural base to an industrialized nation. The first shopping center was opened, which would
eventually be a significant factor in the decline of downtown retailing in the 1960s and 70s. JC
Penney and sears began their national mass retailing expansion, and the use of credit cards as
major retail chains began.

The 1950s witnessed the reaffirmation of the traditional family. The first planned mall and
franchised food restaurant opened. As people continued to flock to the suburbs, the downtown
areas began to decline. Larger suburban malls were created and anchored by traditional
downtown department store merchants.

Freeway were expanded and the sales of private automobiles grew, giving the customer a wider
accessible area in which to shop discounters were born, korvetta being one of the firsts.
The 1960s witnessed the growth of enclosed shopping centers, with department stores anchors
and specialty retail chains. The baby wives boomers were teenagers at this point, leading to the
growth of juniors-oriented stores and vendors. Women became targets not just as mothers or as
they entered the workforce and customers became more demanding in their expectation of
quality and service.

Benefits of Retailing:
Retailing is good for national economies where it has positive influence on inflation and product
availability. It also creates fortunes for its owners and is a tremendous source of employment.

INDIA has been virtually the only developing country in the world that has been extremely slow
in adopting this organized pattern of retailing.

 Better quality products

 Employment opportunities
 Better social infrastructure
 Enhanced foreign exchange
 Benefit to tourism
 Better showcase for exports
 Better realization of taxes

One of India’s major retailers with presence in following two segments:

Lifestyle Retailing- Pantaloons, Central, Fashion Station, Mela.

Value Retailing- Big Bazaar, Food Bazaar.

Retail is the world’s largest private industry with global retail sales of roughly USD 8 trillion.
Retailing is also one of the biggest contributors to the gross domestic product(GDP) of most
countries and also one of the biggest employers.

In India, however, the retail sector has seen a high level of fragmentation with a large share held
by unorganized players.

Indian Retail Industry:

India has a large number of retail enterprises. With close to 12 million retail outlets India has one
of the highest retail
 COMPANY PROFILE
A Pantaloon is a fashion retail store, owned by the Aditya Birla Group. It deals in branded
clothes of both menswear and womenswear. (STYLE YOUR CHANGE). The headquarters of
Pantaloons is Mumbai which is located in Maharashtra.

There are 86 locations of Pantaloons which are served all over the India. Department stores,
fashion, clothes etc are the products which are available in Pantaloons.

The total revenue of the company is near to the 2,552 crore (US$370 million). Aditya Birla
Group is the parent of Pantaloons. The company operates over 5 million square feet of retail
space, has over 450 stores across 40 cities in India and employees over 18,000 people.

The key people of the company are Mr. Subal C.H. Kundu and Santanu Kundu are the
“Managing Directors” of the company. Sangeeta Pendurkar is the “CEO” of and Suraj
Bahiwani is the “COO” of the Pantaloons.

Pantaloons play a vital role to reach the hearts of customers. Clothes are love but pantaloons
clothes are forever love”. Pantaloons an Indian premium clothing retail chain. The first
pantaloons store was launched in Gariahat, Kolkata in 1997. The brand operates nationwide in
India in over 75 cities and offers more than 200 licensed and international brands.

The company’s leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a
uniquely Indian hypermarket chain, food bazaar, a supermarket chain, blend the look, touchand
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, depot, shoe
factory, brand factory, blue sky, fashion station, top 10, mbazaar and star and sitara. The
company also operates an online portal, futurebazaar.com.

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.

EVOLUTION PANTALOONS:
The company was incorporated on October 12, 1987 as Manz Wear Private Limited. The
company was converted into a public limited company on September 20, 1991 and on September
25, 1992 the name was changed to pantaloons Fashion (India) Limited and in the same year the
company made an initial public offering. We later changed our name to Pantaloons Retail (India)
Limited on July 7, 1999.
The equity shares of the company were first listed on BSE, DSE and ASE, on July 30, 1992.
Thereafter, the equity shares were listed on the NSE on February 20, 2001. The company started
his operations by selling branded garments under Pantaloons, Bare and john miller brands. They
set up our first menswear Pantaloons Shoppe Outlet in 1993. The business has grown from one
store in Kolkata in 1997 occupying an area of 8,000 sq.ft, to 72 stores, apart from our 22 factory
outlets located in the multiple cities occupying an aggregate area of 21,07,608 Sq.ft. They focus
on the lifestyle segment through 14 Pantaloons stores, 3 Central Malls, 2 Fashion Station and 1
Mela store. In the value offering , they cater to the mass through our 21 Big Bazaar and 30 Food
Bazaar outlets.

MAJOR MILESTONES:
During its evaluation, the company achieved various milestones and demonstrates
innovativeness and leadership by pioneering concept that has now become industry standards.
Some of the major milestone achieved by the company in its life span of 14 years is enumerated
below:

 Company Incorporated 1987-88

 Pantaloons 1997-98
(India’s family store launched)
 The Pantaloons Trouser 1967-88
(India’s first formal brand launched)
 BARE 1989-90
(India Jeans brand launched)
 John Miller 1993-94
(Shirt inspired by American – Formal shirt in popular segment launched)
 The Pantaloons Shoppe 1993-94
(Exclusive menswear store in franchisee format launched across nation)

Distribution of branded garments through multi-brand 1993-94, retail outlets across nation and
export of garments.

ADITYA BIRLA FASHION BUYS INDIA’S FOREVER 21 IN 26

MILLION DOLLER DEAL:
Indian apparel giant Aditya Birla Fashion (ABFRL) announced Tuesday the acquisition of US-
based forever 21 business in India. The deal was sealed at 26 million dollars. The company
announced the business transfer agreement in a filling to the BSE.

The company has today executed a business transfer agreement with Diana Retail and DLF
Brands for acquisition of the business undertaking of Diana Retail. Under the forever 21 brand
and also through e-commerce channel on a going concern basis, in the Indian market, ABFRL
said in a BSE filing.

Diana retail is the franchisee of forever 21 brands in India. The business transfer will be effective
from July 1 and won’t include and share transfer.

PANTALOON’S OWNER BUYS THE FOREVER 21 BUSINESS

IN INDIA:
The price tag for the acquisition was set at 26 million dollars, confirmed both parties, which
entered into a binding conversation with forever 21 to acquire its online and offline rights for the
Indian market.

Indian operations reported a turnover of 3,877,600 dollars in 2015-16. ABFRL was formed after
the consolidation of the branded apparel business of Aditya Birla Nuvo, Madura Fashion division
and ABNLs subsidiaries. Pantaloons Fashion and Retail Ltd and Madura Garments Lifestyle
Retail Company Ltd in May 2015.

Aditya Birla explains that this acquisition is “in line with our strategic intent to create the largest
integrated branded fashion player in the country.”

In fact, there are two keys factors for the brand to thrive the young demographics of the country
and the emergence of fast fashion segment, stresses Jatin Malhotra, Director, Global Expansion,
Forever 21.

“With the acquisition of Forever 21 India business, we aim to create a strong foothold in the
womenswear business in the western wear segment. Currently, the western womenswear
segment is growing at more than 20 percent. The proposed acquisition will further strengthen
leadership position of ABFRL in the branded fashion space,” Pranab Barua, Managing Director,
ABFRL further added. On the other hand, Forever21 expects that its partnership with ABFRL
will help establish it as one of the largest womenswear brand in the country.

BRAND:
 John Miler Shirts – The shirt inspired by America
  Pantaloons – India’s No. 1 trouser
 Bare
 Annabelle – Western wear for the contemporary modern woman
 Ajile – More than Sportswear
 Honey – T-2000 best trousers of the country
 Bare Kids – For children from age group of 3-13 age group
 Chirippe pie Kids clothing – Priced very reasonably
 Doodle – Kids wear

SWOT ANALYSIS OF PANTALOON:

STRENGTHS:
 Pantaloon is one of India’s largest retailers having 100+ stores across 40 cities in India.
 Pantaloon is one of the largest retailers by market capitalization and revenue in India.
 It manages high numbers of purchase orders.
 It is always updates with changing consumer preferences.
 Pantaloon is a popular brand with a high presence across India.
 Pantaloon offers a wide range of cloths for men, women, and children.

WEAKNESSES:
 Intense competition from retails store and online shopping brands means limited market
share growth for Pantaloons.
 Too many options for customer hence high brand switching and low brand loyalty.

OPPORTUNITIES:
 Pantaloons can increase the footfalls by increasing ALT – TV commercial promotion.
 India’s is fast emerging as retail hub top brand as government allowed FDI in single
brand and multi brand retail.
 Organized retail is only small percentage of total Indian industry.
 Tie – ups with fashion institutes and even online brand can help increase sales for
Pantaloons.

THREATS:
 Strong competition from unorganized retail sector in India affect business of
Pantaloons.
 Government policies are not well defined in emerging markets.
  Online shopping is emerging trend in consumers due to convenience which is taking
away market share of retailers like Pantaloons.

PANTALOON is not just an organization, it is a institution , a center of learning &

development. We believe that knowledge is the only weapon at our disposal and quest for it is
focused, systematic and unwavering.

At pantaloon, we take pride in challenging conventions and thinking out of the box, in travelling
on the road less travelled. Our corporate doctrine “Rewrite Rul, Retain Values” is derived from
this spirit.

Over the years, the company has accelerate growth through its ability to lead change. A number
of its pioneering concepts have now emerged as industry standards. For instance, the company
integrated backwards into garment manufacturing even as it expanded its retail presence at the
front end, well before any other Indian retail company attempted this. It was the first to introduce
the concept of the retail departmental store for the entire family through Pantaloons in 1997.
Today we are the fastest growing retail company in India. The number of stores is going to
increase many folds year on year along with the new formats coming up.

The way we work is distinctly “Pantaloon”, Our courage to dream and to turn our dreams into
reality- that change people’s lives, is our biggest advantage. Pantaloon is an invitation to join a
place where there are no boundaries to what you can achieve. It means never having to stop
asking questions; it means never having to stop raising the bar. It is an opportunity to take risks,
and it is this passion that makes our dreams a reality.

“Come enter a world where we promise you good days and bad days, but never a dull moment.”
ABFRL Fashion & Retail, one of the top clothing brands in the world, is India’s fastest growing
premium lifestyle company, with innovative designs, concepts and products, the company brings
the latest trends in fashion and clothing styles to the apparel mark

ABFRL, controlled by the Future Group, has been recently taken over by Aditya Birla Nuvo
Limited, a US $4 billion premium diversified conglomerate and India’s largest manufacturer of
linen fabric.

ABFRL offer multiple accessories and clothing brands across a spectrum of categories for men,
women and kids. The company provides an incredible and complete one-stop shopping
experience to its buyers through its vast collection of more than 200 prestigious brands for the
discerning fashionista. ABFRL, with a presence across 49 cities through 104 aesthetically
designed large format stores and 26 factory outlets, displays a range of classy and trendy
merchandise that truly lives up to ABFRL’ maxima of ‘fresh fashion’.

A typical ABFRL store comprises a brand portfolio that runs across a gamut of styles that spell
class. The collection includes ready-to-wear western and ethnic apparel for men, women and
kids, complemented by an exhaustive range of accessories. The variety of products and brands
has helped propel ABFRL to become one of the best clothing brands in India.

HISTORY OF ADITYA BIRLA FASHION AND RETAIL LTD:

Previously, ABFRL was owned by Future Group is an Indian private conglomerate,

headquartered in Mumbai. The company is known for having a significant prominence in Indian
retail and fashion sectors, with popular supermarket chains like Big Bazaar and Food Bazaar,
lifestyle stores like Brand Factory, Central etc. and also for having notable presence in integrated
foods and FMCG manufacturing sectors. Future Retail, initially, ABFRL Retail India Ltd and
Future Lifestyle Fashions, two operating companies of Future Group, are among the top retail
companies listed in BSE with respect to assets and in NSE with respect to market capitalization.
On May 2012, Future Group announced 50.1% stake sale of its fashion chain to Aditya Birla
Group in order to reduce its debt of around INR 8000 crores. Thus, ABFRL fashion segment was
demerged from ABFRL Retails India Ltd; the later was then merged to another subsidiary Future
Value Retails Ltd and rechristened Future Retail Ltd.

ABFRL retail Limited was incorporated in 1987 as Manz Wear, which launched ABFRL
trousers. It became India’s first formal trouser brand. Later it launched BARE, a jeans brand.

In 1992, the company launched a wide range of ready-made garments.

In 1994, it opened the Pantaloon Shoppe, a store in the franchisee format exclusively for men
with John Miller’s. From then company started the retail chain for branded garments.

In 1997, the company launched women’s wear, children’s wear and household products. In
2001, they forged an alliance with Arvind Mills for the supply of fabric and apparel for its in-
house brands and enter a stratergic alliance with them.

In 2006, The company also entered a joint venture with Generali, an Italian insurance company
to foray into the Indian insurance market.

In 2007, ABFRL entered an agreement with Ruchi Soya Industries, a producer and supplier of
edible oils, to expand its refined edible oil business in the same year company launched
futurebazaar.com, its online retail store. Future Office, a subsidiary of the company, acquired the
operations and management of Office edge, an online business to business office products
company, and entered the office products market. Staples, a US based office products company,
entered a joint venture with Future Office to establish 'Staples Future Office' for offering office
products in India.

In 2008, the company decided to make four of its business divisions, including Big Bazaar, Food
Bazaar, Specialty Retail Business Activities and Property and Mall Management Division, into
independent subsidiaries. In the same month, ABFRL planned to invest INR3, 000 million in a
retail joint venture with National Textile Corporation (NTC). It also entered into a joint venture
with United Arab Emirates-based Axiom Telecom to establish 750 new mobile phones stores in
India.

Also in 2008, ABFRL subsidiary, Future Capital Holdings made an Initial Public Offering.
Further, the company's hypermarket format, Big Bazaar crossed the100-store mark and total
operational retail space of the company crossed 10 million square feet mark in 2008. ABFRL
acquired the rural retail chain, Aadhar which was present in 65 rural locations. The company
divested its holding in Alpha Future Airport Retail, a 50:50 joint venture company between
ABFRL and Alpha Group by the end of 2008.Due to the uncertain external economic
environment, ABFRL initiated various cost control measures and conducted scenario planning
exercises in FY2008. These initiatives enhanced the efficiency and productivity of the company.
In 2009, the company's hypermarket format, Big Bazaar was launched in Zirakpur, a townof
Mohali district and Tinsukhia, the business capital of Assam. Celio, the hi-fashion French men‘s
apparel brand marketed by ABFRL in India launched its exclusive store in Mumbai in March
2009. A range of intimate wear designed for the Indian woman was launched in ABFRL and
Central Stores in October 2009. Winner Sports, a wholly-owned subsidiary of ABFRL entered
an agreement with SKECHERS, a global leader in the lifestyle footwear industry to license and
distribute SKECHERS footwear and apparel in India.

In 2010, Tata Teleservices in strategic partnership with Future Group launched new telecom
Brand -T24- on GSM Platform. The alliance between the companies brings unique marketing
concept of Retailer-Telco Partnership‘ to India for the first time.

In 2011, Bengaluru welcomes Next Gen ABFRL store and also ABFRL launches its green card
loyalty program in Bengaluru.

In 2012, Kishore Biyani’s ABFRL retail was renamed as Future Retail India Ltd post demerger
and also Future group demerges ABFRL Retail format from flagship company Aditya Birla
Nuvo to invest in ABFRL format. Future group‘s ABFRL was taken over by Aditya Birla Nuvo
on 30th of April 2012 for 1600 crores.

ABFRL outsourced its IT operations across all its outlets to Wipro InfoTech, an IT and business
transformation service provider.
APPARELS, BRANDS AND ACCESSORIES:
ABFRL offers its customers a collection of apparels and accessories from the stables of globally
renewed brands. The private labels for men in western wear include Lombard, Rig, Bare Denim,
Bare Leisure, SF Jeans, Byford, F Factor and JM Sport apart from trendy brands like Urban,
Scullers, John Miller and Indigo Nation. Akkriti provides a wide selection of ethnic wear.

The women’s section house the private labels-Bare Denim, Bare Leisure, Rig, Annabelle,
Honey, and Ajile-in western wear ,as well as the choicest ethnic wear from Rang Manch, Trishaa
and Akkriti. Popular brands like Lee Copper, Biba and W are also available. The formal wear
section offers a range of crisp and well-tailored collection by popular international brands such
as Van Heusen, Allen Solley, Peter England and Louis Philippe.

Kids can choose from private labels like Bare Denim, Bare Leisure, Rig, or indulge in exclusive
brands like Lee Copper Juniors, Chalk, Poppers, Pink & Blue, and Sach in addition to
international brands like Barbie and Disney. For the ethnic look, they can opt for traditional wear
from Akkriti. The portfolio of brands also includes infant wear by Chirpie Pie.
ABFRL offers much more than just apparel. Customers can shop from an assortment of watches
from renowned international brands, including Tommy Hilfiger, Esprit, Kenneth Cole, Citizen,
Timex, Titan and others.

Trendy sunglasses from Polaroid, Guess, Police, Scott, I Dee Allen Solly are also available. The
accessories and beauty segments display an attractive collection of ladies handbags from Lavie,
Caprese, Fiorelli and Fastrack. Also available are products from colour cosmetic brands such as
Bourjois, chamber, Deborah, faces, Revlon, Mayebelline, and Lakme, as well as a wide
collection of exotic fragrances.

In its endeavour to meet the consumer’s ever changing fashion needs, ABFRL has introduced
new brands that include candies, Alto Moda, Turtle, spaykar, 109f, and chemistry, Global Desi
and Giny & jony

ABFRL is an integral part of the prestigious Aditya Birla Group, a USD 40 billion Indian
multinational company, operating in 36 countries across the global with over 120,000
employees. Voted as India’s most Trusted Apparel Retail Brand in the prestigious Brand Equity
survey 2014, ABFRL continues to nurture consumer trust and confidence.

With its overwhelming repertoire of lifestyle apparel brands, the company is focused on growth
while continuing to create fresh fashion. Among some of the top clothing brands in India.
ABFRL is recognized by its warm personalized service that completes the core proposition of
this trendy chain.

COMPETITORS OF ABFRL:

ABFRL faces competition from three major fashion and retail stores namely

 Lifestyle
 Westside
 Shoppers Stop

AWARDS AND ACEIVEMENTS:

 ABFRL Retail India was named the “Emerging Market Retailer of the Year’ in 2007
 ABFRL was given the “Best Retailer of the Year” in 2008
 ABFRL won the “CNBC Awaaz Consumer Awards” in 2009
 It was judged as the “Most Admired Fashion Group of the Year” in 2010.
 ABFRL Greencard was awarded the best “Direct marketing campaign of the year” at the
8th Loyalty Awards by AIMIA.
 ABFRL won the “Best Twitter campaign” award at Social Media Summit in 2012.
ABFRL won the “Most Preferred Fashion Retail Destination of the year” at North-East
Consumer Awards 2013.
 ABFRL won the Gold in “Web-rich Media Banner Campaign” in 2014
 ABFRL won the Silver for “Best-digital Innovation at IDMA 2013

Industry Fashion Retail

Founded 2015

Headquarters Mumbai, Maharashtra, India

Number of locations 86

Branch PVP Mall, Moghalrajpuram, Vijayawada

Number of employees 29
WHO’S WHO: The team of Vijayawada ABFRL:-

STORE MANAGER: Sai Sarath

HR MANAGER: Manikantha.G

DEPARTMENT MANAGER: Balaji, Gopala Krishna

VISUAL MERCHENDISER: Sai krishna

CASH AND INVENTORY: Siraj

MAINTENANCE MANAGER: Ashok

WARE HOUSE MANAGER: Ashwaq

HR PRACTICES AT PANTALOON, VIJAYAWADA:

PART-1: Employee Discipline

Part- 1A: Code of Conduct

 Taking Brides, causing sabotage and wilful damage, theft or fraud in connection with
company’s work or property.
 Giving to the company false information or concealing information at any point of time.
 Habitual absence without leave or absence without leave for more than ten consecutive
days or overstaying the sanctioned leave without sufficient grounds or proper or
satisfactory explanation.
 Habitual neglect of work or negligence.
 Refusal to accept any communication from the management.
 Drinking/gambling/creating nuisance in premises.
 Spreading false rumors or other acts of indiscipline.
 Collection without the permission of manager of a money within the premises of the
Company or indulging in kinds of integrity issues will result in losing employment with
in organization, without any further notice.
 Striking work/inciting others acts subversive of discipline.
  Unauthorized removal of company’s documents/drawing /property/from place of work.
 Failure to Observe Safety Instructions notified or Interference with any Safety Device or
Equipment Installed within the Company.
 Involving in Proxy Swiping/Punching other employee’s identity card.
 Misuse of Loyalty Programs by employees for benefit of self and/or others.
 Using abusive/threatening/filthy language against any employee or any
visitors/customers.
 Involving in any fights/physical assaults in the premises.
 Non Adherence of IT Security Policy of the company.
 Staff members should refrain from smoking and/or consumption of Intoxicating
drinks/drugs in office premises.
 All property of the company entrusted to the employee during the course of his/her
employment shall be returned in good condition, on separation from the company , as
directed by the management.
 The employee shall devote his/her whole time to company’s work. No employee shall
except with the prior written permission of the management, engage directly or indirectly
in any trade or business either with or without remuneration during the course of his/her
employment with the company.
 No employees shall in anyway reveal business/technical information, unless authorized
to do so.

Part- 1B:

Prevention of Sexual Harassment (POSH):

Act says: Sexual harassment includes any one or more of the following unwelcome acts or
behavior (whether directly or by implication) physical contact and advances

 A demand or request for sexual favours

 Sexually colored remarks
 Showing pornography
 Any other unwelcome physical, verbal or non verbal conduct of sexual nature.

Any such act will be taken seriously by the management and needs to be highlighted even if
observed around.

Part-1C

Attendance:
  For the purpose of recording attendance electronic system have been implemented. The
identity card acts as swipe cards for registering daily attendance. One can also view the
attendance details in Poornata.
 In case an employee is cannot swipe his ID card / or in case the employee has forgotten to
swipe his id card or his attendance is not recorded due to some technical glitch, the
employee will need to apply for regularization via Poornata and the same needs to be
approved by his manager.
 The attendance cycle is 16th of the current month to 15th of next month . All
regularization of attendance is to be done before that.
 If for any reason the employee is going to be late or absent , he/she is responsible to keep
their immediate manager informed. Reporting late for work is not an appreciable practice
and generally never an acceptable style.
 Outdoor rule: In the event that the employee is required to move out of the office, as a
part of the job, the employee is required to update it as “Outdoor Duty” on Poornata. This
needs to be approved by the HOD or Immediate manager.

Part-1D

Dress Code Policy:

Objective: Maintain a professional working environment by dressing formally on all working

days. Applicable to all employees, on all shifts, seven days a week.

Guidelines:
 All employees who have customer interfacing jobs have been provided uniforms by the
organization.
 Staff would need to ensure they wear their uniforms as and when provided, failing which
they will not be allowed to work.
 In case the uniform is not available, the staff is encouraged to come in formals.

Male: Jeans-T-Shirt, long hair, keeping beard is discouraged at workplace for all the band
employees.

Female: Jeans-T-shirt, Heavy jewellery, sleeveless T-shirts, open hair, flower garland in hair is
discouraged at work place for all the band employees.

The employees are expected to maintain properly grooming standards (properly combed hair,
clean shave, regular bath to avoid body odor)

Part-2: Career, Performance & Development

Part-2A: Trainings Programs- ABCRE

Program For Whom Pre- Program Training Reference

Name requisites duration mode Code
Tejas This is an induction Nil 8days 6day TEJAS
program meant for new CRT& 2
recruits into ABFRL store. days SBT
Includes all hierarchies
from store manager
downwards
Tejas Lite Existing front-end staff of Tejas OR a 5 days CRT TEJAD
ABFRL, who have or minimum LITE
have not undergone Tejas of 6 months
as an induction program tenure as
FA
SSFA This is a competency Tejas/Tejas 2 days CRT SSFA
building program for all Lite
existing front-end staff of
ABFRL
Tejas Plus This is a induction Tejas/Tejas 1.5 days 1 day CRT Tejas Plus
program meant for Lite &half day
candidates moving into SBT
DM role
SSDM This is a competency Tejas lite To be To be To be
building program for launched launched launched
existing DMs of ABFRL.

Part-2B

Probation & Confirmation Rules:

  All Employees are on probation for first six months(unless stated otherwise specifically
in appointment letter) from the date of joining
 All new recruits, based on the periodicity of probation, will be confirmed on basis of a
performance review that will take place at end of six months to a year.
 In the event an employee under probation has not come up to the company’s expectations
after assessment then the probation period will be further extended.
 There will not be any revision in salary at the time of confirmation.

Extension of Probation Period:

In case an employee is not able to met the expectation & demonstrate the required performance/
behaviour within 6 months of probation, organization might:

 Extend the probation

 Discontinue services

Extension of probation shall be for a maximum duration of 3 months.

Part-2C:

Performance management System:

Hiring the right

Candidate

Annual
Appraisals Confirmation
&compensation process (after 6
review months)

Mid-Year
review

Part-2D:
Career & Growth:

 Internal Assessment Centres(i-pearl) are developed to identify the potential candidates for
growth.

Eligibility for growth:

 Consistent exceptional performance
 Exhibiting high degree of ABG Values
 Min. Graduate/pursuing graduation(without backlog)
 18 months in existing role
 Mobility Factor

Area Business Manager

Store Manager

Assistant Store Manager

Operations Executive

DM/Any Band 2 position

ADM/Any Band 2 position

Fashion assistant

Part 3:

Employee Benefits

Part3A

Leave policy:
Zone State Privilege Medical Casual Total Leave
Leave Leave Leave
South Karnataka 15 12 7 34
Tamil Nadu 12 12 12 36
AP 16 12 12 40
Telangana 15 12 12 39
Kerala 12 12 12 36

Leave cycle for all leaves type will for January to December:

Privilege Leave:
 The entitlement will be 12 days for each completed year of service.
 Privilege Leave can be availed by employees after confirmation of their services. On
confirmation, prorated leave shall be credited to the employee’s account.
 For Individuals maximum accumulation shall be maximum of 90 days.
 Encashment will be the time of separation on Basic.

Medical Leave:

 In case of employees joining mid-year, Medical leave will be calculated on a pro-rata

basis and credited to their leave account.
 Maximum accumulation of Medical leave allowed to employees is 60 days.

Casual Leave:
 In case of employees joining mid- year, Casual leave will be calculated on a pro-rata
basis and credited to their leave account
 Casual leave cannot be accumulated and all unutilized casual leave will lapse at the end
of the calendar year
Part 3B:

Employee Discount:

Description PFRL Employee

Apparel All ABFRL brands 25%
All NPT except MFL 15%
Non-Apparel All ABFRL brands 15%
All NPT brands Except MFL 15%
Beauty, Healthcare and 10%
accessories

Part3C:

Provident Fund:

Benefits of EPF-
 PF entities for pension too. For receiving pension benefits one should be 58 years of age and
should have completed 10 years of service without any with drawl.
 The entire contribution of subscriber (12%of basic+ DA) goes towards provident fund but
from the employer contribution of 12%, 8.33% goes towards EPS(subject to max. Rs.541)
and rest added to your provident fund account.

Special Occasions- EPF at help:

 Marriage, Education need for self, child or sibling.
 Your Dream House.
 Medical Emergency.
Part 3D:

ESI:
 ESIC is one of the Social Security Scheme, aiming at providing medical benefits to
insured employees. For organizations employing more than 20 persons, enrolment into
the scheme is compulsory.

Monthly Contribution Structure:

 Employer contribution:4.75% of gross salary, employee contribution:1.75% of gross Salary.

Coverage:
 Parents and self is covered in case of unmarried male/female employees
 Parents, Self, Spouse and 2 children covered in case of Married male employees
 Husband, Self, and 2 children in case of married female employees

Important benefits of ESIC:

Medical Benefit:
Full medical care is provided to an insured person and his family members from the day he
enters insurable employment. There is no ceiling on expenditure on the treatment of an insured
person or his family member.

Sickness Benefit:
Sickness Benefit in the form of cash compensation at the rate of 70 per cent of wages is payable
to insured workers during the periods of certified sickness for a maximum of 91 days in a year.

Maternity Benefits:
Maternity Benefit for confinement/pregnancy is payable for three months, which is extendable
by further one month on medical advice at the rate of full wage subject to contribution for 70
days in preceding year.

Part 3E:

Medclaim:

Sum Assured details:

No. Band Sum Maternity Dental Care
Insured(PA) Benefit from
both normal &
caesarean
A Band 4A& 4B Rs.2.50 lakhs Rs. 50000 for Rs. 3500
both
B Band Rs.2.25 lakhs Rs. 20000 for Rs. 3000
2C,2B,2D,3A & normal & Rs.
3B 35000 for
caesarean
C Band 1A Rs.1.25lakhs Rs. 20000 for NA
normal &
RS.35000 for
caesarean

Premium Table: Refer below payment table which is effective 21st Nov 2014 till 20th NOV
2015

NO Sum Insured Amount

A RS.1.25 lakhs Per annum Rs.5049
B RS. 2.25 lakhs per annum Rs.9170
C RS. 2.5 lakhs per annum Rs.10189

Claim Process: In case of any medical emergency, employee needs t imitate HR. For
immediate reference, employee can also logon to uhcpindia.com for checking the list of network
hospitals.

Part 3F: Reward & Recognition:

Named of the Target Role Criteria Frequency Reward Week

award Budget
Employee of Band 1 Annexure-1 Monthly Gv-1000 1
the month &Badge
Fashion champ FA Annexure-2 Monthly GV-500 1
Super star Cashier Annexure-3 Monthly GV-500 1
cashier of the
month
Super star Cashier Annexure-3 Fortnightly GV-100 Wk 2&4
cashier of the
week
Best cluster- FA Store VM Monthly 100 2
MPM call[MPM
Standards]
Best cluster- FA Highest sales Monthly 200 2
Sales
Best Band 1 HR- Monthly 100 2
grooming{male Grooming
or female} guidelines
Highest PBGC- FA Highest Monthly 100 3
FA enrollments
Highest PGBC- Cashier Highest Monthly 100 3
Cashier enrollments
Best HR Diligence& Monthly 100 4
Housekeeping pro-
activeness
Best security Security Diligence& Monthly 100 4
pro-
activeness
Best Brand NPT Staff Pro- Monthly 100 4
staff activeness
SM discretion-Based on store need- Weekly 300 Every Week
implementation post approval from zonal HR

Part3G: Incentives- Details

S:NO Weekly Incentive Monthly Incentive

1 3 payout slabs-1)90.55% to 3 payout slabs-1)99.55% to
99.54% 104.54%
2)99.55% to 109.54% 2) 104.55 to 109.54%
3)109.55% & above 3)109.55% & above
2 Payouts to be done basis RP Payouts to be done basis RP
achievement%, whether achievement%, whether
higher or lower higher or lower
3 Payout done on basis of Monthly perk payout criteria-
cluster/dept/store achievement 1)In case of FAs/DMs who get
as applicable to each band or perk basis cluster/dept level
function achievement: store to achieve
 minimum90% of RP and
cluster/dept to achieve
minimum 99.55%
2) In case of Support Staffs
who get perk basis store level
achievement: store to achieve
minimum 99.55% of RP
4 Frequency-Weekly Frequency- Monthly
5 If any employee is of from If any employee is off from
work unauthorized for more work unauthorized for more
than 4 days in a week, his/her than 2 weeks in a month,
incentive for the week stands his/her incentive for the month
cancelled. stands cancelled.
6 In case of 4 days or less In case of 2 weeks or less
unauthorized leaves, perk to unauthorized leaves, perk to
be paid only for the no. of be paid only for the no. of
days present days present.
7 Weekly perk to be paid in case Monthly perk to be paid in
of approved leaves case of approved leaves
8 In case of long leaves(30 days In case of long leaves (30 days
or more)no weekly perk shall or more)no monthly perk shall
be applicable be applicable.

Part 3 I

Wedding Gift and New Baby Gift:

Entitlement:
  A Gift Voucher of Rs. 2000/- from the organization on first marriage and
 GV of Rs. 1000/- on the birth of first two kids per family.

Procedure:
 In the event of marriage, the employee is to submit a wedding invitation to the SPO
 In case of birth of child, a copy of birth certificate of the child to be given to the SPO
 CHAPTER-3
THEOTITICAL FRAMEWORK
THEORETICAL FRAME WORK
No human being can ever be satisfied on all accounts. The same applies to employees working in
organization who may not be satisfied with all aspects of their working life such as working
conditions or terms of employment, wages, payment of overtime, bonus, leave, transfer,
promotion, canteen facility, equipment, behavior of managers, supervisors and colleagues, HR
policies and practices, etc. Some of the dissatisfaction is based upon genuine causes but some of
them are not real and are created by the employees only to blame others. This dissatisfaction is
called grievance.

A grievance is a feeling of dissatisfaction whether expressed or not, whether valid or not, arising
out of anything connected with the organization which an employee thinks, believes or even
feels to be unfair, unjust or inequitable.

FEATURES-

 A grievance refers to any form of discount or dissatisfaction with any aspect of

the organization.
 The dissatisfaction must arise out of employment and not due to personal or
family problems.
 The discontent can arise out of real or imaginary reasons.
 When the employee feels that injustice has been done to him, he has a grievance.
 The reason for such feeling may be valid or invalid, legitimate or irrational,
justifiable or ridiculous.
 The discontent may be voiced or unvoiced. But it must find expression in some
from. However discontent is not a grievance.
 Initially, the employee may complain orally or in writing. If this is not looked into
promptly, the employee feels a sense of lack of justice.
 FORMS OF GRIEVANCE
Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled.
Eg: wage like has been agreed but not implemented citing various reasons.

Imaginary: when the employee’s dissatisfaction is not because of any valid reason but
because of a wrong perception, wrong altitude or wrong information he has. Such a situation
may create an imaginary grievance. Through management is not at fault in such instances, still it
has to clear the ‘fog’ immediately.

Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If
he\she is under pressure from family, friends relatives, neighbor’s, he\she may reach the work
spot with a heavy heart. If a new recruit gets a new table and almirah, this may become an
eyesore to other employees who has not been treated likewise previously.

Grievances generally arise from day-to-day working relations in an undertaking, usually a

worker or trade union protest against an act or omission of management the is considered to
violate workers rights.

Grievances typically arise on promotion, demotion and transfer, rights deriving from seniority,
rights of supervisors and union officers, job classification problems, the relationship of work
rules to the collective agreement and the fulfillment of obligations relating to safety and health as
laid down in the agreement.

CAUSES OF GRIEVENCE
Economic: Wage fixation, overtime, bonus, wage revision, etc. employees may feel that
they are paid less when compared to others.

Work environment: Poor physical conditions of workplace, tight production norms,

defective tools and equipment, poor quality of materials, unfair rules, lack of recognition,etc.

Supervision: Relates to the attitudes of the supervisor towards the employee such as
perceived notion of bias, favoritism, nepotism, caste affiliations, regional feelings, etc.

Work group: Employee is unable to adjust with his colleagues, suffers from feelings of
neglect, victimization and becomes an object of ridicule and humiliation, etc.
Culture: Employees may be aggrieved due to lack of performance oriented work culture,
highly political culture, scapegoating culture, demoralizing culture, etc.

Leadership: Employees may be aggrieved due to attitude and treatment meted out to
employees such as shouting, high handedness, violent behavior, using filthy and abusive
language, etc by top management and\or senior\key managers.

Industrial relations: Employees may be aggrieved due to poor industrial relations in the
organization, poor scope of collective bargaining or non-resolution of industrial disputes, lack of
worker’s participation in management etc.

Organization restructuring: Employees may be aggrieved due to restructuring of

hierarchy, pay and benefits, relocation, re-assignments, etc.

EFFECTS OF GRIEVANCES
On the production process:
 Low quality of production.
 Low quantity of production.
 Increase in the wastage of material, spoilage/breakage of machinery.
 Increase in the cost of production per unit.

On the employees:
 Increased the rate of absenteeism and turnover
 Reduces the level of commitment, sincerity and punctuality
 Increases the indiscipline cases
 Reduces in interest and there by machinery to maintain industrial peace.

Impact of Grievance
 Low production and productivity due to lack of commitment
 Low quality of production due to lack of motivation
 Higher cost of production due to increased wastage
 Increased absenteeism and turnover due to dissatisfaction
 Increased in frequency of accident due to mental disturbances
 Decrease in morale
 Deterioration in superior subordinate relationship
  Increase in instances of indiscipline and
 Increase in industrial disputes

Need for a Grievance Procedure

The model grievance procedure suggested by the national commission on labor involve
successive time-bound steps each leading to the next, in case of dissatisfaction.

Grievance affects not only the employees and managers but also the organization as a whole. In
view of these adverse effects, the management has to identify and redress the grievances in a
prompt manner. If the individual grievances are left ignored and unattended, there is a danger
that these grievances may result in collective disputes.

They affect the employee morale adversely. Hence, it is essential to have a proper grievance
handling procedure for the smooth functioning of the organization.

Advantages of having a Grievance Handling Procedure:

The management can know the employees feelings and opinions about the company’s policies
and practices. It can feel the ‘pulse’ of the employees.

With the existence of a grievance handling procedure, the employee gets a chance to ventilate his
feelings. He can let off steam through an official channel. Certain problems of workers cannot be
solved by first line supervisors, for the supervisors lack the expertise that the top management
has, by virtue of their professional knowledge and experience.

It keeps a check on the supervisor’s attitude and behavior towards their subordinates. They are
compelled to listen to subordinates patiently and sympathetically.

The morale of the employees will be high with the existence of proper grievance handling
procedure. Employees can get their grievance redressed in a just manner.
 The Discovery of Grievances
Observation: A manager can usually track the behaviors of people working under him. If a
particular employee is not getting along with people, spoiling materials due to carelessness,
showing indifference to commands, reporting late for work or is remaining absent- the signals
are fairly obvious. Since the manager is close to the scene of action, he can always find out such
unusual behaviors and report promptly.

Grievance Procedure: A systematic grievance procedure is the best means to highlight

employee dissatisfaction at various levels. Management, to the end, must encourage employees
to use it whenever they have anything to say. In the absence of such a procedure, grievances pile
up and explode in violent forms at a future date. By that time things might have taken an ugly
shape altogether, impairing cordial relations between labor and management. If management
fails to include employees to express their grievances, unions will take over and emerge as
powerful bargaining representatives.

Gripe Boxes: Gripe boxes may be kept at prominent locations in the factory for lodging
anonymous complaints pertaining to any aspect relating to work. Since the complaint need not
reveal his identity, he can express his feelings of injustice or discontent frankly and without any
fear of victimization.

Open door policy: This is a kind of walk-in-meeting with the manager when the
employee can express his feelings openly about any work-related grievance. The manager can
cross-check the details of the complaint through various means at his disposal.

Exit interview: Employees usually leave their current jobs due to dissatisfaction or better
prospects outside. If the manager tries sincerely through an exit interview, he might be able to
find out the real reasons why ‘X’ is leaving the organization. To elicit valuable information, the
manager must encourage the employee to give correct pictures so as to rectify the mistakes
promptly. If the employee is not providing fearless answers, he may be given a questionnaire to
fill up and post the same after getting all his dues cleared from the organization where he is
currently employed.

Opinion surveys: Surveys may be conducted periodically to elicit the opinions of

employees about the organization and its policies.
Essential Pre-requisites of a Grievance Procedure:
Conformity with statutory provisions: Due consideration must be given to the
prevailing legislation while designing the grievance handling procedure.

Simplicity: The grievance handling procedure should be simple and short. If the procedure
is complicated it may discourage employees and they may fail to make use of it in a proper
manner.

Promptness: The grievance of the employee should be promptly handled and necessary
action must be taken immediately. This is good for both the employee and management, because
if the wrong door is punished late, it may affect the morale of other employees as well.

Training: The managers and the team representatives should be properly trained in all
aspects of grievance handling beforehand or else it will complicate the problem.

Follow up: The personal department should keep track of the effectiveness and the
functioning of grievance handling procedure and make necessary changes to improve it from
time to time.

Steps in Grievance Procedure:

Identify grievance: Employee dissatisfaction or grievance should be identified by the
management if they are not expressed. If they are ventilated, management has to promptly
acknowledge them.

Define correctly: The management has to define the problem properly and accurately after
it is identified/acknowledged.

Collect data: Complete information should be collected from all the parties relating to the
grievance. Information should be classified as facts, data, opinion, etc.

Analyze and solve: The information should be analyzed, alternative solutions to the
problem should be developed and the best solution should be selected.

Prompt redressal: The grievance should be redressed by implementing the solution.

Implement and follow up: Implementation of the solution must be followed up at

every stage in order to ensure effective and speedy implementation.
 Model Grievance Procedure
The model grievance procedure suggested by the national commission on labor involves six
successive time-bound steps each leading to the case of dissatisfaction. The aggrieved worker in
the first instance will approach the foreman and tell him of his grievance orally. The foreman has
to redress his grievance and id the worker is not satisfied with this redressal, he can approach the
manager.

appeal against
within a week

manager

grievance
committee

HOD

worker

Essence of Model Grievance Procedure:

The three cardinal principles of grievance settlement, under the procedure, are:

 Settlement at the lowest level.

 Settlement as expeditiously as possible and
 Settlement to the satisfaction of the aggrieved.

The procedure successive time-bound steps, each leading to the next step in case of lack
satisfaction. Under the procedure, an aggrieved employee would first present his grievance
verbally to a designated officer, who would give a reply within 48 hours. If the worker is
dissatisfied with the decision or fails to get an answer within the stipulated time, he would,
personally or accompanied by his departmental representative, present his grievance to the head
of the department.

The procedure then deals with various procedural matters such as when a grievance arises out of
an order given by the management; such an order is first to be complied with before the
procedure is involved; the right of workers representative on the grievance committee to see a
document and the right of management’s representative to refuse to show a document of a
confidential nature.

The procedure provides a model under the code of discipline, which also lays down that a
grievance procedure, should be evolved in consultation with the team of the organization.
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION

1. Table showing age of respondents

S.NO: Age Group No. of Percentage

Respondents
1 Below 25 years 14 14%
2 25-35 years 56 56%
3 Above 35 years 30 30%
TOTAL 100 100%

Age group

14%

30%

Below 25
25-35
Above 35

56%

INTERPRETATION:
Majority of the respondents belong to age group of 25-35 years (56%) and 35 years
of age (30%). This reveals that most of the employees are young and energetic.
 2. Table showing the educational qualification of the respondents.

S.NO: Educational No. Of. Percentage

Qualification Respondents
1 Secondary 19 19%
2 Intermediate 55 55%
3 Degree 20 20%
4 Others 6 6%
TOTAL 100 100%

Educational qualifications

6%
19%

20%
secondary
intermediate
degree
others

55%

INTERPRETATION:

Majority of respondents (55%) are intermediate qualified. This shows most

of the employees are well educated and they can understand the job in a
better way which leads to quality work.
 3. Table showing work experience of respondents.

S.NO: Particulars Number Of Percentages

Respondents
1 Below 5 years 75 75%
2 5-10 years 15 15%
3 Above 10 years 5 5%
TOTAL 100 100%

work experience

5%

15%

below 5 years
05-10 years
above 10 years

75%

INTERPRETATION:

Majority of the respondents have work experience of below 5 years (75%)

and 5-10 years (15%) above 10 years (5%). This reveals that organization
has good human resource management system.

4. Table showing income of respondents.

S.NO: Particulars No. Of Percentage
Respondents

1 Below 10,000 45 45%

2 10,000 to 15,000 20 20%
3 Above 15,000 35 35%
TOTAL 100 100%

Income

35%
45% below 10,000
10,000-15000
above 15,000

20%

INTERPRETATION:
Majority of the respondents belong to the income group of below 10,000 (45%)
and 10,000-15,000 (20%). This reveals that employees are well experienced and
are good performer which will increase the organization efficiency.

5. Acceptance level of the following statement.

5-Strongly Agree, 4-Agree, 3 –Neutral, 2-Disagree, 1-Strongly Disagree.

a. Education qualification suits your job.

Opinion Number of respondents Percentage

5 25 25%
4 45 45%
3 10 10%
2 15 15%
1 5 5%
TOTAL 100 100%

Educational qualification suits your job

5%

15% 25%
strongly agree
agree
10% neutral
disagree
strongly agree

45%
INTERPRETATION:

Most of the respondents (25% strongly agree and 45% agree) feel that their
educational qualification suits to the job they are assigned to.
This reveals that the company has succeeded in assigning right job to right
candidate.
 b. Convenience of time schedule for the work.

Opinion Number of respondents Percentage

5 52 52%
4 35 35%
3 3 3%
2 3 3%
1 7 7%
TOTAL 100 100%

convenience of time

7%
3%
3%
strongly agree
agree
neutral
52%
disagree
35%
strongly disagree

INTERPRETATION:

Most of the respondents (52% strongly agree, 35% agree, 3% neutral, 3%

disagree, 7% strongly disagree) are satisfied with the time schedule for
work. This reveals that employees are happy with working hours and this
has substantially reduced the absenteeism rate and reduced the stress at
work.
 c. Provision of adequate recreation time.

opinion Number of respondents Percentage

5 58 58%
4 15 15%
3 9 9%
2 8 8%
1 10 10%
TOTAL 100 100%

Recreation time

10%

8%
strongly agree
agree
9%
neutral

58% disagree

15% strongly disagree

INTERPRETATION:

Most of the respondents (58% strongly agree and 15% agree) are satisfied
with the recreation time. This reveals that employees are given enough
time for entertainment.
 d. Timely distribution of clothes to the department.

Opinion Number of respondents Percentage

5 7 7%
4 52 52%
3 14 14%
2 17 17%
1 10 10%
TOTAL 100 100%

Distribution of clothes

10% 7%

strongly agree
17%
agree
neutral
disagree
14% 52% strongly disagree

INTERPRETATION:

Most of the respondents (52% agree) are satisfied with the availability of
raw material to production department on time, which reveals that working
in the organization is going smoothly.
 e. Whether proper instructions given by the department
manager.

Opinion Number of respondents Percentage

5 62 62%
4 25 25%
3 10 10%
2 3 3%
1 0 0%
TOTAL 100 100%

Proper instructions given by the department

manager

3%
10%
strongly agree
agree

25% neutral
disagree
62%
strongly disagree

INTERPRETATION:

Most of the respondents (62% strongly agree, 25% agree) are satisfied
with the instruction given by supervisor. This reveals that department
manager are doing fair work in supervising their subordinates in a better
way, thus reducing the errors and accidents at work.
 f. Department Manager explains clearly what is expected from
you.

Opinion Number of respondents Percentage

5 62 62%
4 25 25%
3 10 10%
2 3 3%
1 0 0%
TOTAL 100 100%

DM explains clearly what is expected

3%
10%

strongly agree
agree

25% neutral
disagree
62%
strongly disagree

INTERPRETATION:

Most of the respondents (62% strongly agree, 25% agree) are satisfied
with the explanations given by department manager about the work
expected out of them. Again supervisors have succeeded in explaining the
roles and responsibilities of employees.
 g. Does Department Manager provide feedback about your
work?

Opinion Number of respondents Percentage

5 72 72%
4 26 26%
3 2 2%
2 0 0%
1 0 0%
TOTAL 100 100%

Provide feedback

2%

26% strongly agree

agree
neutral
disagree
strongly disagree
72%

INTERPRETATION:

Most of the respondents (72% strongly agree and 26% agree) are satisfied
with the feedback given by department manager about their work. This
 reveals that performance management and appraisal system is better in this
organization.

h. Good relationship with Department Manager.

Opinion Number of respondents Percentage

5 45 45%
4 35 35%
3 15 15%
2 3 3%
1 2 2%
TOTAL 100 100%

Good relationship with DM

2%
3%
15%
strongly agree

45% agree
neutral
disagree
strongly disagree
35%

INTERPRETATION:
 Most of the respondents (45% strongly agree and 35% agree) are satisfied
with their relationship with department manager, which reveals that there
is a good working relation between department manager and employee
which is need for easy flow of work in organization. It also reveals that
supervisors are following democratic style of leadership which puts sub-
ordinates at ease.

i. Are you encouraged to develop new ideas to work efficiently?

Opinion Number of respondents Percentage

5 31% 31%
4 51% 51%
3 7% 7%
2 10% 10%
1 1 1%
TOTAL 100 100%

Encouraged to develop new ideas

strongly agree
agree
neutral
disagree
strongly disagree
 INTERPRETATION:

Most of the respondents (31% strongly agree, 51% agree) are satisfied
with the acceptance of respondents idea, which reveals that there is due
consideration for employee involvement which is necessary for continuous
improvement.
j. Are physical conditions of workplace good?

Opinion Number of respondents Percentage

5 57 57%
4 35 35%
3 2 2%
2 4 4%
1 2 2%
TOTAL 100 100%

Physical conditions of workplace good

2%
2% 4%

strongly agree
agree

35% neutral

57% disagree
strongly disagree
 INTERPRETATION:

Most of the respondents (57% strongly agree and 35% agree) are satisfied
with the physical condition which reveals that employee are working in
good physical environment which is one of crucial element for job
satisfaction.

k. Cordial relationship with your team members.

opinion Number of respondents Percentage

5 65 65%
4 25 25%
3 9 9%
2 1 1%
1 0 0%
TOTAL 100 100%

Cordial relationship with team members

1%
9%

strongly agree
agree
25%
neutral
disagree
65% strongly disagree

INTERPRETATION:
 Majority of the respondents (65% strongly agree and 25% agree) are
satisfied with the co-ordinal relation between employee which reveals that
there is conflict between employees and will contribute to the smooth flow
of work without any interruption.

l. Are measures taken by the company to protect your health?

Opinion Number of respondents Percentage

1 58 58%
2 34 34%
3 8 8%
4 0 0%
5 0 0%
TOTAL 100 100%

Measures taken by the company to protect

your health

8%

strongly agree
agree
34% neutral

58% disagree
strongly disagree

INTERPRETAION:
 Most of the respondents (58% strongly agree and 34% agree) are satisfied
with the importance given by company for their health. There are
specialized safety requirements who visit organization frequently to take
care of employees.

6. Table showing the satisfaction level of the following factors.

SL.NO Particulars satisfied percentage dissatisfied Percentage

1 Leave policy 75 75% 25 25%

2 Performance 69 69% 31 31%
evaluation
3 First aid 89 89% 11 11%
activities
4 Safety 93 93% 7 7%
measures
5 Working 76 76% 24 24%
environment
6 Attendance 65 65% 35 35%
procedures
7 Uniform 96 96% 4 4%
8 Allowances 65 65% 35 35%
9 Bonus 79 79% 21 21%
120%

100%

80%

60% satisfied
dissatisfied

40%

20%

0%
1 2 3 4 5 6 7 8 9

INTERPRETATION:

 Most of the respondents (75%) are satisfied with the leave policy
buy only few are not satisfied.
 Most of the respondents (69%) are satisfied with the performance
evaluation but few are not satisfied.
 Majority of the respondents (89%) are satisfied with the first aid
facilities but few are not satisfied.
 Most of the respondents (93%) are satisfied with safety measures
but only few are not satisfied.
 Majority of the respondents (76%) are satisfied with the working
environment but (24%) are not satisfied.
 Most of the respondents (65%) are satisfied with the attendance
procedures but few are not satisfied.
 Majority of the respondents (96%) are satisfied with the uniform
provide by the organization but only few are not satisfied.
 Most of the respondents (65%) are satisfied with the allowances
provide by the company but (35%) are not satisfied.
  Majority of the respondents (79%) are satisfied with the bonus but
only few are not satisfied.

7. The satisfaction level for the Job Allocation.

S:NO Criteria No: of Percentage

respondents
1. Satisfied 25 25%
2. Unsatisfied 75 75%
TOTAL 100 100%
 Job Allocation

25%

satisfied
unsatisfied

75%

INTERPRETATION:
25% of the respondents are satisfied with the job allocation and majority 75%
of the respondents are not satisfied with job allocation.

8. Table showing the awareness of long term agreement.

S.NO: Opinion Number of Percentage

respondents
1 Yes 75 75%
2 No 25 25%
TOTAL 100 100%
 Awareness of long term agreement

25%

yes
no

75%

INTERPRETATION:
Most of the respondents (75%) are aware of the long term agreement.
Awareness of long term agreement will increase the employee’s commitment
towards work and this show company reveals all the job related information
during the recruitment process.

9. Table showing the opportunity to express grievances to HR.

Serial no: Opinion Number of Percentage

respondents
1 Yes 96 96%
2 No 4 4%
TOTAL 100 100%
 Opportunity to express grievance

4%

yes
no

96%

INTERPRETATION:
Majority of the respondents (96%) are satisfied with the opportunity given to
express their grievances to the HR, only a few did not feel so. This reveals that
respondents feel free to express their problems regarding employment related
problem.

10. Table showing the superiors contracted by employees to

express their grievances.

S.NO: Superiors Number of Percentage

respondents
1 Store manager 10 10%
2 Hr 25 65%
3 Department 65 25%
manager
 TOTAL 100 100%

Superiors contracted by employees to

express their grievances

10%
25%

store manager
Hr
department manager

65%

INTERPRETATION:

Majority of the respondents report their grievances to the HR (65%) and

department manager (25%), which reveals that strong HR is present in
organization which solves the most of the problems.

11. Table showing the opinion of respondents towards their

grievances being heard patiently.

S.NO: Opinion Number of Percentage

respondents
1 Yes 83 83%
2 No 7 7%
3 Depends 10 10%
TOTAL 100 100%
 Grievances being heard patiently

10%

7%

yes
no
depends

83%

INTERPRETATION:

Majority of the respondents (83%) are satisfied with the grievance heard by
higher authority, which reveals that employees are given opportunity to
express their grievance.

12. Table showing the management taking immediate steps to

solve grievances.

S.NO: Opinion Number of Percentage

respondents
1 Strongly agree 68 68%
2 Agree 19 19%
3 Neutral 10 10%
4 Disagree 3 3%
5 Strongly disagree 0 0%
TOTAL 100 100%
 Taking immediate steps to solve grievances

3%
10%

strongly agree
agree
19%
neutral
disagree

68% strongly disagree

INTERPRETATION:
(10%) of the respondents do not want to express their opinion regarding
immediate step taken by management to solve grievance, only few disagree.
Most of the respondents (68%) strongly agree that immediate steps are taken
to solve grievance, which reveals that management is giving importance to
solve employee’s problem.

13. Table showing the method followed by the management

to record grievances.

S.NO: Methods Number of Percentage

respondents
1 Directly 52 52%
2 Through meeting 41 41%
3 others 7 7%
TOTAL 100 100%
 Method followed to record grievances

7%

directly
through meeting
41% 52%
others

INTERPRETATION:
Majority of grievance of respondents are recorded through directly (52%) and
through meeting (41%). Employees feel free to express their grievance directly to
higher authority.

14. Table showing the acceptance of complaints in written

format.

Serial no: Opinion Number of Percentage

respondents
1 Yes 90 90%
2 No 4 4%
3 Depends 6 6%
TOTAL 100 100%
 Complaints in written format

6%
4%

yes
no
depends

90%

INTERPRETATION:

Majority of the respondents (90%) complaints are accepted by management

in written, which reveals that employees are free to express their grievance
in written or oral form.

15. Table showing satisfaction of solutions given by the

management to solve grievances.

S.NO: Opinion Number of Percentage

respondents
1 Yes 93 93%
2 No 7 7%
TOTAL 100 100%
 Satisfaction of solutions given by the
management to solve grievances

7%

yes
no

93%

INTERPRETATION:

Majority of the respondents (93%) are satisfied with solution given for the
grievance of employee, which reveals that management is solving most of
the grievance of the employee.

16. Table showing the opinion about the punishment given by

the management in the event of any misconduct.

S.NO: Opinion Number of Percentage

Respondents
1 Highly satisfied 31 31%
2 Satisfied 52 52%
3 Neutral 10 10%
4 Dissatisfaction 7 7%
5 Highly dissatisfied 0 0%
 TOTAL 100 100%

Opinion about the punishment

7%

10%
31% highly satisfied
satisfied
neutral
dissatisfaction
highly dissatisfied

52%

INTERPRETATION:

Majority of the respondents (52% satisfied and 31% are highly satisfied)
with the punishment given to the misconduct by the employee, which
reveals that punishment is given as per the misconduct done by the
employee.