CHAPTER-I

INTRODUCTION

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INTRODUCTION
Human resources are one of the most important assets of the organization & assessing it
current value is both important and difficult, but it must be done if this resources utility is to
be optimized, the performance of their resource will determine the overall effectiveness of
the organization.
On method of evaluating their value is through the assessment of the climate of the
organization. They are working in the research data shows that the job satisfaction does have
an equates on the overall organization effectiveness.
Organization is made up of people there for if people do not change then the organization
cannot change for obtaining the full co-operation & enthusiastic support of the members in
achieving the organizational objectives, the organization must satisfy their needs and insurer
their feelings.
Every organization is different and less a unique feelings and character beyond its structures
characters these each organization , deals with its members in a distinct way through its
policies on allocation of resources, commune action pattern reward and penalty leader ship
and decision making style etc. the org policy and connection with regard to all these and a
cluster of other related activities influence the feelings attitudes and behavior of its members
and results in the creation of an unique organizational climate.
Hence job satisfaction is a product of leadership practices communication farther, enduring
the systemic characteristics of the working relationship among person and divisions of the
organization.

NEED FOR THE STUDY:

Job satisfaction of the employees is important if the employees are satisfied then only the
organization can function smoothly increases its production, faces competition.
If employees are satisfied with their job they will carry a positive attitude. Hence the study
has been undertaken to assess the employee job satisfaction which is necessary for the
organization in order to make sound decisions.

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SCOPE OF THE STUDY

The job satisfaction refers to a person’s feeling of satisfaction on their job. It is different from
person to person. The researcher has chosen to measure the level of job satisfaction in BIG
BAZAAR
The study considers the impact of 10 factors on job satisfaction it concentrates on the effect
of factors in general, but no exclusive study is made on them.
The study considers only the perceptual elements of employees and does not focus on
ground realities. The scope of study cover: work conditions, compensation, extra benefits,
conveyance treatment of superiors, colleagues, duly timings, grievance redresal mechanism
and promotion policy.

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OBJECTIVES OF THE STUDY

Broad objective:-
To study the overall job satisfaction of supervisors in BIG BAZAAR,
Specific objectives:-
1. To measure the level of satisfaction among supervisors in BIG BAZAAR
2. To measure the relationship and human relations & job satisfaction.
3. To find out the most distaining factors which influence their performance in the job.
4. To give amicable and practical suggestions to improve job satisfaction of supervisors
in BIG BAZAAR.
5. To study the growth opportunity programmers & Training programmers in notice
confectionery limited.

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RESEARCH METHODOLOGY
The methodology that is adopted for the study is such that it facilities the data accumulation.
The information is gathered through survey method. The survey method has been adopted for
collecting the data from employees.
 RESEARCH DESIGN:
Research Design is defined as the specification of methods and procedures for acquiring the
information needed. Generally the research design is any of the following three types-
DESCRIPTIVE, EXPLORATORY and CASUAL.
 DESCRIPTIVE STUDY:
Descriptive study/research is marked by the prior formulations of specific research
questions. The investigator already knows a substantial amount about the research problem
before the project is initiated. Hence this is chosen for my research.

 EXPLORATORY STUDY:
The major purpose of exploratory study is the identification of problem, the more precision
formulation of problem and the formulation of new alternative courses of action.
 CASUAL STUDY:
The study involves the determination of the causes of what the researchers are predicting.
This is mainly a cause and effect study.
The research design selected by the researcher in the present study is “DESCRIPTIVE” in
nature.
 RESEARCH INSTRUMENT:
HR research has a one main research instruments in collecting primary data. That is
questionnaires.
In order to extract first-hand information from the respondents, a pre-tested questionnaire
was prepare and the same was administered to the respondents.
 DATA SOURCES:
Data means a collection of facts in real life statistical data is a collection of facts in
numerical figures.
The data sources are usually identified using the type of data needed. There are two types of
data.
1. Primary data
2. Secondary data.

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 CHAPTER-II
REVIEW OF LITERATURE

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REVIEW OF LITERATURE
The term human resource can be thought of as, “the total knowledge, skills, creative abilities,
talents and aptitudes of an organizations work force, as well as the value, attitudes and
believes of the individuals involved.
HRM can be defined as the planning, directing and controlling of human resources.
HRM is an approach to the management of people, based on four fundamental principles.
First, human resources are the most important assets of an organization and their effective
management is the key to its success.
Second, this success is most likely to be achieved if His personal policies and procedures of
the enterprises are closely linked with, and make major contribution to the achievement of
corporate objectives and strategic plans.
Third, the corporate culture and the values, organizational climate and managerial behavior
that emanate from that culture will exert a major influence on the achievement of excellence.
This culture must, therefore, be managed which means that continuous effort, starting from
the top, will be required to get them accepted and acted upon. Finally, HRM is concerned
with integration getting all the members of the organization involved and working together
with a sense of common purpose.
HRM is proactive rather than reactive, that is always looking forward to what needs to be
done and then doing it, rather than waiting to be told what to do about recruiting, paying or
training people, or dealing with employee relation’s problems as they arise. The techniques
for the application of HRM or manpower planning, selection, performance appraisal, salary
administration, training and management development.
In its essence, HRM is the qualitative improvement of human beings who are considered the
most valuable assets of an organization the sources, resources, and end users of all product
and services.

NATURE AND SCOPE OF HUMAN RESOURCE:

Complex Dynamism:
A close observation of employee reveals that they are complex beings that are physiological,
psychological, sociological, ethical beings. If human factor is properly utilized, it may even
prove a dynamic motive force for running an organization otherwise, it becomes a passive
and destructive force.

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A social System:-
HRM is task of dealing with human relationships, molding and developing the human
behavior and attitude towards the job and organizational requirements.
A challenging Task:-
HRM is a challenging task as employee; organizational and societal objectives with the
available resources must be attained.
FUNCTIONS OF HRM:-
Functions of HRM can are broadly classified into two categories, viz.,
1). Managerial functions.
2). Operative functions.

Managerial functions:-
Managerial functions of personnel management involve planning. Organizing directing and
controlling, all these functions influence the operative functions.
Operative Functions:-
Operative functions of personnel management are related to specific activities of personnel
management viz., employment, development, compensation and relations. All these functions
are interacted by managing functions.
 Employment includes job analysis, human resource planning, recruitment, selection,
placement, induction and orientation.
 HRD improves performance appraisal, training, management development, career
planning and development, organizational development.
 Compensation: it includes job evaluation, wage and salary administration, incentives,
fringe benefits and social security measures.
Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job, the more satisfied they are said to be. Job satisfaction is not the
same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction
and performance, methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture, employee involvement,
empowerment and autonomous work position. Job satisfaction is a very important attribute
which is frequently measured by organizations. The most common way of measurement is
the use of rating scales where employees report their reactions to their jobs. Questions relate
to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work

8
itself and co-workers. Some questioners ask yes or no questions while others ask to rate
satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely
satisfied").
Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal
of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss
(2002) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and
behaviors. This definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business School,
sought to find the effects of various conditions (most notably illumination) on workers’
productivity. These studies ultimately showed that novel changes in work conditions
temporarily increase productivity (called the Hawthorne Effect). It was later found that this
increase resulted, not from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book
contributed to a change in industrial production philosophies, causing a shift from skilled
labor and piecework towards the more modern of assembly lines and hourly wages. The
initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and

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self-actualization. This model served as a good basis from which early researchers could
develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual's experience of work, or their quality of working life. Job satisfaction can
be understood in terms of its relationships with other key factors, such as general well-being,
stress at work, control at work, home-work interface, and working conditions.
Models of job satisfaction
Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory Template: Jackson
April 2007. It is a very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job.
This approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also indicates
that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher levels
of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in

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one’s own competence) lead to higher work satisfaction. Having an internal locus of control
(believing one has control over her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job
satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace this theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.
An employee’s motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organizational goals (Hokinson, Porter, & Wrench, p. 133). Motivating factors are those
aspects of the job that make people want to perform, and provide people with satisfaction, for
example achievement in work, recognition, promotion opportunities. These motivating
factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors
include aspects of the working environment such as pay, company policies, supervisory
practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifact. Furthermore, the
theory does not consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors. Finally, the model has
been criticized in that it does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes,
and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.). The five core job characteristics can be combined to
form a motivating potential score (MPS) for a job, which can be used as an index of how

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likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies
that assess the framework of the model provides some support for the validity of the JCM.
Communication Overload and Communication Under load
One of the most important aspects of an individual’s work in a modern organization concerns
the management of communication demands that he or she encounters on the job (Krayer, K.
J., & Westbrook, L., p. 85). Demands can be characterized as a communication load, which
refers to “the rate and complexity of communication inputs an individual must process in a
particular time frame (Faraca, Mongo, & Russel, 1977).” Individuals in an organization can
experience communication over-load and communication under- load which can affect their
level of job satisfaction. Communication overload can occur when “an individual receives
too many messages in a short period of time which can result in unprocessed information or
when an individual faces more complex messages that are more difficult to process (Faraca,
Monge, &Russel, 1997).” Due to this process, “given an individual’s style of work and
motivation to complete a task, when more inputs exist than outputs, the individual perceives
a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or
negatively related to job satisfaction. In comparison, communication under load can occur
when messages or inputs are sent below the individual’s ability to process them (Farace,
Monge, & Russel, 1997).” According to the ideas of communication over-load and under-
load, if an individual does not receive enough input on the job or is unsuccessful in
processing these inputs, the individual is more likely to become dissatisfied, aggravated, and
unhappy with their work which leads to a low level of job satisfaction.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Liker scale (named after Resins Liker). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data are sometimes
collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in
five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the
work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated
by ‘?’) in response to whether given statements accurately describe one’s job.

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The Job in General Index is an overall measurement of job satisfaction. It is an improvement
to the Job Descriptive Index because the JDI focuses too much on individual facets and not
enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job
satisfaction in 20 facets and has a long form with 100 questions (five items from each facet)
and a short form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job
satisfaction, one of the first scales used widely, measured overall job satisfaction with just
one item which participants respond to by choosing a face.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively
or negatively influence job satisfaction. Communication behavior such as facial expression,
eye contact, vocal expression, and body movement is crucial to the superior-subordinate
relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social influence, and
emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the
supervisor helps to increase interpersonal involvement with their subordinates impacting job
satisfaction. The manner in which supervisors communicate their subordinates may be more
important than the verbal content (Teven, p. 156). Individuals who dislike and think
negatively about their supervisor are less willing to communicate or have motivation to work
where as individuals who like and think positively of their supervisor are more likely to
communicate and are satisfied with their job and work environment. The relationship of a
subordinate with their supervisor is a very important aspect in the workplace. Therefore, a
supervisor who uses nonverbal immediacy, friendliness, and open communication lines is
more willing to receive positive feedback and high job satisfaction from a subordinate where
as a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally
receive negative feedback and very low job satisfaction from their subordinates in the
workplace.
Emotions
Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano,
1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while

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emotions are often more intense, short-lived and have a clear object or cause.
There is some evidence in the literature that moods are related to overall job satisfaction.
Positive and negative emotions were also found to be significantly related to overall job
satisfaction
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion work (or emotion management) refers to various efforts to manage emotional states
and displays. Emotion management includes all of the conscious and unconscious efforts to
increase, maintain, or decrease one or more components of an emotion. Although early
studies of the consequences of emotional work emphasized its harmful effects on workers,
studies of workers in a variety of occupations suggest that the consequences of emotional
work are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how
emotion regulation relates to job satisfaction concerns two models:
 Emotional dissonance. Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions that often follows the process of
emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.
 Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction.
 Performance of emotional labor that produces desired outcomes could increase job
satisfaction.
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.
One common research finding is that job satisfaction is correlated with life satisfaction. This
correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with
their job and people who are satisfied with their job tend to be satisfied with life. However,

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some research has found that job satisfaction is not significantly related to life satisfaction
when other variables such as non-work satisfaction and core self-evaluations are taken into
account.
An important finding for organizations to note is that job satisfaction has a rather tenuous
correlation to productivity on the job. This is a vital piece of information to researchers and
businesses, as the idea that satisfaction and job performance are directly related to one
another is often cited in the media and in some non-academic management literature. A
recent meta-analysis found an average uncorrected correlation between job satisfaction and
productivity to be r = 0.18; the average true correlation, corrected for research artifacts and
unreliability, was r = 0.30. Further, the meta-analysis found that the relationship between
satisfaction and performance can be moderated by job complexity, such that for high-
complexity jobs the correlation between satisfaction and performance is higher (ρ = 0.52)
than for jobs of low to moderate complexity (ρ = 0.29). Job Satisfaction also have high
relationship with intention to quit. It is found in many research that Job Satisfaction can lead
to Intention to Stay / quit in an organization (Kim et al., 1996). Recent research has also
shown that Intention to Quit can have effect like poor performance orientation,
organizational deviance, and poor organizational citizenship behaviors. In short, the
relationship of satisfaction to productivity is not necessarily straightforward and can be
influenced by a number of other work-related constructs, and the notion that "a happy worker
is a productive worker" should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality
Job satisfaction
Job satisfaction is one of the important factors that have drawn attention of managers in the
organization as well as academicians. Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences productivity in the
organization. Though there is no conclusive evidence that job satisfaction affects productivity
directly because productivity depends on so many variables, it is still a prime concern for
managers.
Meaning of job satisfaction:-
Job satisfaction is the mental feeling of favorableness, which an individual has about his job.
Dublin has defined job satisfaction in terms of pleasure and contentment when he says that:

15
job satisfaction is the amount of pleasure of contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.
Definition:-
1). According to Hopped.“Any combination of psychological, physiological and
environmental circumstances that causes and person truthfully to say I am satisfied with my
job”
Job satisfaction defined as the “Pleasurable emotional state resulting from the appraisal of
one’s Job as achieving or facilitating the achievement of one’s job values”.
Human Relations
The term relates to the total relationship between an individual and the employer for which
he is paid. Satisfaction does mean the simple feeling- state accompanying attainment by an
impulse of its objective. Job dissatisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing to job satisfaction an job
dissatisfaction Hop pock describes job satisfaction as, “any combination of psychological,
physiological and environmental circumstances that cause and person truthfully to say I am
satisfied with my job”.
Job satisfaction is defined as the “pleasurable emotional state resulting from the appraisal of
one’s job as achieving or facilitating the achievement of one’s job values”. In contrast job
dissatisfaction is defined as “the un -pleasurable emotional state resulting from the appraisal
of one’s job as frustrating or blocking the attainment of one’s job values or as entailing
disvalues. “ However, both satisfaction and dissatisfaction were seen as.” A function of the
perceived relationship between what on perceives it as offering or entailing”.
Theories of job satisfaction:
There are vital differences among experts about the concept of job satisfaction
basically, there are four approaches/theories of job satisfaction.
They are:
1). Fulfillment theory
2). Discrepancy theory
3). Equity theory, and
4). Two – factor theory.
1. Fulfillment Theory:-

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The proponents of this theory measure satisfaction in terms of rewards a person receives or
the extent to which his needs as satisfied. Further they thought that there is a direct/positive
relationship between job satisfaction and the actual satisfaction of the expected needs. The
main difficulty in this approach is that job satisfaction as observed by willing, is not only a
function of what person receives but also what he feels he should receive as there would be
considerable difference in the actual and expectations of persons. Thus jib satisfaction cannot
be regarded as merely function of how much person receives from his job. Another important
factor/variable that should be include to predict job satisfaction actually is the strength of the
individuals” desire of his level of aspiration in a particular area. This led to the development
of the discrepancy – theory of job satisfaction.
2. Discrepancy Theory:
The proponents of this theory argue that satisfaction is the function of what a person actually
receives from his job situation and what he thinks he should receive or what he expects to
receive. When the actual satisfaction derived is less than expected satisfaction, it results in
dissatisfaction, as discussed earlier.
“Job satisfaction, it results in dissatisfaction are functions of the perceived relationship
between what one wants from one’s job and what one perceives it is offering. “This approach
does not make it clear whether or not over satisfaction is a part of dissatisfaction and if so,
how does it differ from dissatisfaction. This led the development of equity – theory of job
satisfaction.
3. Equity Theory:
The proponents of this theory are of the view that a person’s satisfaction is determined by his
perceived equity, which in turn is determined by his input – output balance compared to his
comparison of others, input – output balance is the perceived Raito of what a person receives
for his job relative to what he contributes to the job. This theory is of the view that both
under the over rewards lead to dissatisfaction while the under – reward causes feelings of
unfair treatment, over – reward lead to feelings guilt and discomfort.
4. Two – factor Theory:
As discussed earlier, this theory was developed by Herzberg, Manusner, Peterson and
Capwell who identified certain factors satisfies and dissatisfies. Factor such as achievement,
recognition, responsibility etc., are satisfies the presence of which causes satisfaction but
their absence does not resulted in dissatisfaction. On the other hand, factors such as
supervision, salary, working conditions etc.., are dissatisfies, the absence of which causes

17
dissatisfaction. Their theory failed to give any support to this theory, as it seems that a person
can get both satisfaction and dissatisfaction at the same time, which is not valid.
Factors of job satisfaction:
Job satisfaction refers to a general attitude, which an employee retains on account of many
specific attitudes in the following areas: 1) Job satisfaction, 2). Individual characteristics, 3).
Relationships outside the job. There are different factors on which job satisfaction depends.
Important among them are discussed hereunder.
Personal Factors:-
They include workers sex, education, age marital status and their personal characteristics,
family background, socio-economic background and the like.
Factors Inherent in the Job:-
These factors have recently been studied and found to be important in the selection of
employee. Instead of being guided by their co-workers and supervisors, the skilled workers
would rather like to be guided by their own inclination to choose jobs in consideration of
‘what they have to do. These factors include: the work itself, conditions, and influence of
internal and external environmental on the job which are uncontrolled by the management
etc.

Factors Controlled by the Management:

They include the nature of supervision, job security, kind of work ground wage rate,
promotional opportunities, and transfer policy, duration of work and sense of responsibilities.
All these factors greatly influence the workers.
Their presence in the organization motivates the workers and provides sense of job
satisfaction.
Though performance and job satisfaction are influenced by different set of factors, these two
can be related if management like rewards to performance. It is viewed job satisfaction is a
consequence of performance of rather than a cause of it. Satisfaction is strongly influences
the productive efficiency of an organization whereas absenteeism, employee turnover,
alcoholism, irresponsibility, un-commitment, are the result of job dissatisfaction. However
job satisfaction or dissatisfaction forms opinion about the job and the organization, which
result in employee morale.

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Effect of job Satisfaction:
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
1. Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health.
Since job satisfaction is a type of mental feeling, its favorableness or un-favorableness affects
the individual psychologically, which ultimately affects his physical health. For example,
Lawyer has pointed out that drug abuse, alcoholism, and mental and physical health result
from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spillover effect,
which occurs in both directions between job and life satisfaction.
2. Productivity:
There are two views about the relationship between job satisfaction and productivity.
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause – effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when job satisfaction
decreases, productivity decreases. The basic logic behind this is that happy worker will put
more efforts for job performance. However, this may not be true in all cases. For example, a
worker having low expectations for his jobs may feel satisfied but he may not put his efforts
more vigorously because of his low expectations from the job. Therefore, this view does not
explain fully the compels relationship between job satisfaction and productivity.
3. Absenteeism:
Absenteeism refers to the frequency of absence of a job holder form the workplace either
unexcused absence due to some avoidable reasons or long absence due to some unavoidable
reasons. It is the former type of absence which is a produces a ‘lack of will to work’ and
alienates a worker from as far as possible. Thus, job satisfaction is related to absenteeism.
4. Employee Turnover:
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tried to
overcome this through various ways of difference mechanism, if he is not able do so, he opts
to leave the organization. Thus in general case, employee turnover is related to job

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satisfaction. However, job satisfaction is not the only cause of employee turnover, the rate of
turnover of computer software professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
from foreign companies located abroad.
SIGNIFICANCE:
 Helps in increasing the productivity.
 It reduces Absenteeism.
 It helps in reduce the employee turnover.
 It increases the retention rate.
Over the years researchers have studied and attempted to quantify employee commitment,
loyalty, morale and overall employee satisfaction. This gave rise to many types of employee
surveys whose purpose was to measure one or all of these components
The Two factor theory otherwise called motivation – hygiene theory gives the factors for
employee satisfaction, proposed by Frederick Hertzberg.
According to Herzberg, the factors leading to job satisfaction are separate and distinct from
those that lead to job dissatisfaction. This theory proposes two important factors. They are
Extrinsic – Hygiene factors
Intrinsic – Motivational Factors
Hygiene factors are Company policy and administration, supervision, Interpersonal
relationship with superiors, peers, subordinates, salary, job security, personal life, working
environment, status, etc. Extrinsic factors leads to dissatisfaction. These factors when absent,
increase dissatisfaction with the job. When present helps in preventing dissatisfaction but do
not increase satisfaction or motivation.
Motivational factors include achievement, recognition, advancement, work, possibility of
growth, responsibility, etc. Intrinsic factors are related with job satisfaction. These factors
when absent, prevent both satisfaction and motivation, when present leads to satisfaction and
motivation. Some of the most extensive research in this area has been conducted by the
Gallop organization. This research came to the conclusion that overall employee satisfaction
is manifest in the level of engagement that employees have in their work. In other words,
employee engagement was the ultimate expression of employee commitment, loyalty, morale
and overall employee satisfaction. Therefore organizations needed to focus on employee
engagement rather than on these other components of employee satisfactionBased on their
findingsGallup conducted further research which included over 100,000 employees in
America. The research showed that 26% of employees are fully engaged, 55% are not
20
engaged: they are at work physically but not mentally or emotionally, and 19% are actively
disengaged/unhappy, spreading discontentment and actively trying to sabotage their
organizations. This research clearly pointed out the large gap in employee engagement and
the magnitude of the challenge facing most organizations.

ARTICLES
ARTICLE-1
TITLE: JOB SATISFACTION
AUTHOR: THOMAS S.BATEMAN & DENNIS W.ORGAN
SOURCE: JOB SATISFACTION
ABSTRACT
A measure of a wide array of employee activities on the job was completed by
Employee supervisors at two points in time; employees reported their own job satisfaction
via the jobDescriptive index. Implications of relationships much higher than typically
found in the job satisfaction performance literature are discussed.

ARTICLE-2
TITLE: EMPLOYEE GOAL ORIENTATIONS
AUTHOR: ONNE JANSSEN
SOURCE: EMPLOYEE DEDICATION ON JOB
ABSTRACT
As hypothesized, data from 170 employees of a Dutch firm showed that the quality of leader-
member exchange mediated positive relationships between a mastery orientation and leader-
rated in-role job performance, leader-rated innovative job performance, and job satisfaction.
In contrast, a performance orientation was negatively related or unrelated to those outcomes.
These findings suggest that employees have stronger mastery.

21
ARTICLE-3
TITLE: SELF DETERMINATION THEORY BASE MODEL
AUTHOR: PAUL P.BAARD, EDWARD L.DECI & RICHARD M.RYAN
SOURCE: EMPLOYEE NEED SATISFACTION
ABSTRACT
Studied in 2 work organizations tested a self-determination theory base model in which
Employee’s autonomous causality and their perceptions of their managers’ autonomy support
independently. Predicted satisfaction of the employees’ intrinsic needs for competence,
autonomy, and relatedness, which in turn predicted their performance evaluations and
psychological adjustment. Path analysis indicated that the self-
determination theory fit the data very well and that alternative models did not provide any
advantage.

22
 CHAPTER-III
INDUSTRY PROFILE
AND
COMPANY PROFILE

23
INDUSTRY PROFILE
Retailing in India is one of the pillars of its economy and accounts for 16 to 18 percent of its
GDP. India is the 5th largest retail market in the world. The country ranks fourth among the
surveyed 30 countries in terms of global retail development. The current market size of
Indian retail industry is about US$ 520 bn (Source: IBEF). Retail growth of 14% to 15% per
year is through 2017. By 2020, the Indian retail sector is likely to grow at a CAGR of 13% to
reach a size of US$ 950 bn. Retailing has played a major role the world over in increasing
productivity across a wide range of consumer goods and services. In the developed countries,
the organised retail industry accounts for almost 80% of the total retail trade. In contrast, in
India organised retail trade accounts for merely 8-10% of the total retail trade. This
highlights a lot of scope for further penetration of organized retail in India.
The sector can be broadly divided into two segments: Value retailing, which is typically a
low margin-high volume business (primarily food and groceries) and Lifestyle retailing, a
high margin-low volume business (apparel, footwear, etc). The sector is further divided into
various categories, depending on the types of products offered. Food dominates market
consumption with 60% share followed by fashion. The relatively low contribution of other
categories indicates opportunity for organised retail growth in these segments, especially
with India being one of the world's youngest markets.
Transition from traditional retail to organised retail is taking place due to changing consumer
expectations, growing middle class, higher disposable income, preference for luxury goods,
and change in the demographic mix, etc. The convenience of shopping with multiplicity of
choice under one roof (Shop-in-Shop), and the increase of mall culture etc.
are factors appreciated by the new generation. These factors are expected to drive organized
retail growth in India over the long run.
During FY14, the economic backdrop was a key factor impacting the performance of retail
companies across various sub sectors, including that of organized retail. Consumer sentiment
and business confidence continued to be subdued during the year with economic growth
decelerating further. This is attributable mainly to weakening industrial growth in the context
of tight monetary policy followed by the RBI through most of the year, political & policy
stability related concerns and uncertainty in the global economy.
Inflation also was an important concern area. Persistent high inflation and inflation
expectations meant that the RBI was compelled to maintain the benchmark interest rates at a
much higher level than what would be needed to encourage business and economic

24
sentiment. In the recent quarters consumer sentiment has been varied-with apparel retailers
reporting an improving trend but most other retail formats still witnessing muted off take.
Growth of Indian Retail
According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India
retail industry is the most promising emerging market for investment. In 2007, the retail trade
in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009,
it rose to 12%. It has reached 22% in 2010.
According to a report by North bride Capita, the India retail industry had grown to US$ 700
billion in 2010. By the same time, the organized sector will be 20% of the total market share.
It can be mentioned here that, the share of organized sector in 2007 was 7.5% of the total
retail market.

Major Retailers in India

Pantaloon:
Pantaloon is one of the biggest retailers in India with more than 450 stores across the
country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located
across the country. It's growing at an enviable pace and is expected to reach 30 million sq. ft
in the year 2010. In 2001, Pantaloon launched country's first hypermarket ‘Big Bazaar’. It
has the following retail segments:
 Food & Grocery: Big Bazaar, Food Bazaar
 Home Solutions: Hometown, Furniture Bazaar, Collection-i
 Consumer Electronics: e-zone
 Shoes: Shoe Factory
 Books, Music & Gifts: Depot
 Health & Beauty Care: Star, Sitara
 E-tailing: Futurebazaar.com
 Entertainment: Bowling Co.
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary Trent, which
operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest
book and music retailer in India ‘Landmark’ in 2005. Trent owns over 4 lakh sq. ft retail
space across the country.

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RPG Group
RPG Group is one of the earlier entrants in the Indian retail market, when it came into food
& grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the
pharmacy and beauty care outlets ‘Health & Glow’.
Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh
stores and Reliance Mart are quite popular in the Indian retail market. The expected sales
had reached Rs. 90,000crores in 2010.
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis
Philippe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in
other segments of retail. It invested Rs. 8000-9000crores in 2010.
Retail formats in India
Hyper arts/supermarkets: large self-servicing outlets offering products from a variety of
categories.
 Mom-and-pop stores: they are family owned business catering to small sections; they are
individually handled retail outlets and have a personal touch.
 Departmental stores: are general retail merchandisers offering quality products and
services.
 Convenience stores: are located in residential areas with slightly higher prices goods due to
the convenience offered.
 Shopping malls: the biggest form of retail in India, malls offers customers a mix of all
types of products and services including entertainment and food under a single roof.
 E-trailers: are retailers providing online buying and selling of products and services.
 Discount stores: these are factory outlets that give discount on the MRP.
 Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks and other
small items can be bought via vending machine.
 Category killers: small specialty stores that offer a variety of categories. They are known as
category killers as they focus on specific categories, such as electronics and sporting goods.
This is also known as Multi Brand Outlets or MBO's.

26
 Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Mumbai's Crossword Book Store and RPG's Music World are a couple of
examples.
Challenges facing Indian retail industry
 The tax structure in India favors small retail business
 Lack of adequate infrastructure facilities
 High cost of real estate
 Dissimilarity in consumer groups
 Restrictions in Foreign Direct Investment
 Shortage of retail study options
 Shortage of trained manpower
 Low retail management skill


The Future
The retail industry in India is currently growing at a great pace and is has reached up to US$
833 billion in the year 2013. It is further expected to reach US$ 1.3 trillion by the year 2018
at a CAGR of 10%. As the country has got a high growth rates, the consumer spending has
also gone up and is also expected to go up further in the future. In the last four year, the
consumer spending in India climbed up to 75%. As a result, the India retail industry is
expected to grow further in the future days. By the year 2013, the organized sector has grown
at a CAGR of 40%.
Retailconsists of the sale of goods or merchandise from a fixed location, such as a
department store, boutique or kiosk, 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 overall 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

27
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.
Etymology
Retail comes from the French word retailer, which refers to "cutting off my hands, clip and
divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a
"sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred,
off my toes paring". Like the French, the word retail in both Dutch and German (detail
Handel and Einzelhandelrespectively), also refers to the sale of small quantities of items.
Types of retail outlets
A marketplace is a location where goods and services are exchanged. The traditional market
square is a city square where traders set up stalls and buyers browse the merchandise. This
kind of market is very old, and countless such markets are still in operation around the whole
world.
In some parts of the world, the retail business is still dominated by small family-run stores,
but this market is increasingly being taken over by large retail chains.
Retail is usually classified by type of products as follows:
 Food products
 Hard goods ("hard-line retailers") - appliances, electronics, furniture, sporting goods, etc.
 Soft goods - clothing, apparel, and other fabrics.
There are the following types of retailers by marketing strategy:
 Department stores - very large stores offering a huge assortment of "soft" and "hard
goods; often bear a resemblance to a collection of specialty stores. A retailer of such store
carries variety of categories and has broad assortment at average price. They offer
considerable customer service.
 Discount stores - 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. However the service is inadequate.;
 General merchandise store- a hybrid between a department store and discount store;

28
 Supermarkets - sell mostly food products;
 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 (e.g., high-end retailers
focusing on wealthy individuals).
 Mom-And-Pop or Kirana Stores: 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 store that specializes in selling dog
food would be regarded as a specialty store. However, branded stores also come under this
format. For example if a customer visits a Reebok or Gap store then they find just Reebok
and Gap products in the respective stores.
 Convenience Stores: 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: provides variety and huge volumes of exclusive merchandise at low
margins. The operating cost is comparatively less than other retail formats. A classic example
is the Metro™ in Bangalore.
 Supermarkets: is a self service store consisting mainly of grocery and limited products on
non food items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The supermarkets
can be anywhere between 20,000-40,000 square feet. Example: SPAR™ supermarket.
 Malls: has a range of retail shops at a single outlet. They endow with products, food and
entertainment under a roof. Example: Sigma mall and Garuda mall in Bangalore, Express
Avenue in Chennai.
 Category Killers or Category Specialist: By supplying wide assortment in a single
category for lower prices a retailer can "kill" that category for other retailers. For few
categories, such as electronics, the products are displayed at the centre of the store and sales
person will be available to address customer queries and give suggestions when required.
Other retail format stores are forced to reduce the prices if a category specialist retail store is
present in the vicinity. For example: Pay Electronics™ store in Bangalore, Tata Chroma.
29
 E-tailors: The customer can shop and order through internet and the merchandise are
dropped at the customer's doorstep. Here the retailers use drop shipping technique. They
accept the payment for the product but the customer receives the product directly from the
manufacturer or a wholesaler. This format is ideal for customers who do not want to travel to
retail stores and are interested in home shopping. However it is important for the customer to
be wary about defective products and non secure credit card transaction. Example: Amazon
and E-buy.
 Vending Machines: This is an automated piece of equipment wherein customers can drop
in the money in machine and acquire the products. For example: Soft drinks vending at
Bangalore Airport.
Some stores take a no frills approach, while others are "mid-range" or "high end", depending
on what income level they target.
Other types of retail store include:
 Automated Retail stores are self service, robotic kiosks located in airports, malls and
grocery stores. The stores accept credit cards and are usually open 24/7. Examples include
Zoom Shops and Redox.
 Big-box stores encompass larger department, discount, general merchandise, and
warehouse stores.
 Convenience store - a small store often with extended hours, stocking every day or roadside
items.
 General store - a store which sells most goods needed, typically in a rural area;
Retailers can opt for a format as each provides different retail mix to its customers based on
their customer demographics, lifestyle and purchase behaviour. A good format will lend a
hand to display products well and entice the target customers to spawn sales.
Retail pricing
The pricing technique used by most retailers is cost-plus pricing. This involves adding a
mark-up amount (or percentage) to the retailer's cost. Another common technique is
suggested retail pricing. This simply involves charging the amount suggested by the
manufacturer and usually printed on the product by the manufacturer.
In Western countries, retail prices are often called psychological prices or odd prices. Often
prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly
displayed, there can be price discrimination, where the sale price is dependent upon who the
customer is. For example, a customer may have to pay more if the seller determines that he

30
or she is willing and/or able to. Another example would be the practice of discounting for
youths, students, or senior citizens.
Transfer mechanism
There are several ways in which consumers can receive goods from a retailer:
 Counter service, where goods are out of reach of buyers and must be obtained from the
seller. This type of retail is common for small expensive items (e.g. jewellery) and controlled
items like medicine and liquor. It was common before the 1900s in the United States and is
more common in certain countries.
 Delivery (commerce), where goods are shipped directly to consumer's homes or
workplaces. Mail order from a printed catalo was invented in 1744 and was common in the
late 19th and early 20th centuries. Ordering by telephone is now common, either from a
catalog, newspaper, television advertisement or a local restaurant menu, for immediate
service (especially for pizza delivery). Direct marketing, including telemarketing and
television shopping channels, are also used to generate telephone orders. Online shopping
started gaining significant market share in developed countries in the 2000s.
 Door-to-door sales, where the salesperson sometimes travels with the goods for sale.
 Self-service, where goods may be handled and examined prior to purchase, has become
more common since the 1920s.
Second hand retail
Some shops sell second-hand goods. In the case of a non-profit shop, the public donates
goods to the shop to be sold. In give-away shops goods can be taken for free.
Another form is the pawnshop, in which goods are sold that were used as collateral for loans.
There are also "consignment" shops, which are where a person can place an item in a store
and if it sells, the person gives the shop owner a percentage of the sale price. The advantage
of selling an item this way is that the established shop gives the item exposure to more
potential buyers.
Sales techniques
Behind the scenes at retail, there is another factor at work. Corporations and independent
store owners alike are always trying to get the edge on their competitors. One way to do this
is to hire a merchandising solutions company to design custom store displays that will attract
more customers in a certain demographic. The nation's largest retailers spend millions every
year on in-store marketing programs that correspond to seasonal and promotional changes.

31
As products change, so will a retail landscape. Retailers can also use facing techniques to
create the look of a perfectly stocked store, even when it is not.
A destination store is one that customers will initiate a trip specifically to visit, sometimes
over a large area. These stores are often used to "anchor" a shopping mall or plaza,
generating foot traffic, which is capitalized upon by smaller retailers.
Customer service
According to the bookddiscovery, customer service is the "sum of acts and elements that
allow consumers to receive what they need or desire from your retail establishment." It is
important for a sales associate to greet the customer and make himself available to help the
customer find whatever he needs. When a customer enters the store, it is important that the
sales associate does everything in his power to make the customer feel welcomed, important,
and make sure he leave the store satisfied. Giving the customer full, undivided attention and
helping him find what he is looking for will contribute to the customer's satisfaction.
Retail Sales
The Retail Sales report is published every month. It is a measure of consumer spending, an
important indicator of the US GDP. Retail firms provide data on the dollar value of their
retail sales and inventories. A sample of 12,000 firms is included in the final survey and
5,000 in the advanced one. The advanced estimated data is based on a subsample from the
US CB complete retail &food services sample.
COMPANY PROFILE
About The Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India's
leading business houses with multiple businesses spanning across the consumption space.
While retail forms the core business activity of Future Group, group subsidiaries are present
in consumer finance, capital, insurance, leisure and entertainment, brand development, retail
real estate development, retail media and logistics.
Future Group understands the soul of Indian consumers. As one of India’s retail pioneers
with multiple retail formats, we connect a diverse and passionate community of Indian
buyers, sellers and businesses. The collective impact on business is staggering: Around 300
million customers walk into our stores each year and choose products and services supplied
by over 30,000 small, medium and large entrepreneurs and manufacturers from across India.
And this number is set to grow.

32
Future Group employs 30,000 people directly from every section of our society. We source
our supplies from enterprises across the country, creating fresh employment, impacting
livelihoods, empowering local communities and fostering mutual growth.
We believe in the ‘Indian dream’ and have aligned our business practices to our larger
objective of being a premier catalyst in India’s consumption-led growth story. Working
towards this end, we are ushering positive socio-economic changes in communities to help
the Indian dream fly high and the ‘Some Ki Chadian’ soar once again. This approach remains
embedded in our ethos even as we rapidly expand our footprints deeper into India.
Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the group's core value of 'Indianans'. The
group's corporate credo is, 'Rewrite rules, Retain values'.
About FutureBazaar.com
FutureBazaar.com is the e-commerce arm of the Future Group. Future Bazaar provides an
integrated shopping site where consumers are able to buy products from our flagship stores
including zone, Pantaloons and Big Bazaar online and get home delivery of products.
Future Bazaar delivers across more than 1500 cities and towns in India covering 16,000 pin
codes. FutureBazaar carries genuine products and offers manufacturer's warranty (as opposed
to Seller's warranty) which most other sites offer. FutureBazaar offers products where the
complete supply chain is managed by Future Group entities unlike other sites that are
marketplaces.
By the virtue of being a part of Future Group, FutureBazaar is able to offer a wide range of
genuine products at very competitive prices, confidence of buying from a trusted source and
the convenience of returning in our physical stores.
About Big Bazaar
Big Bazaar is not just another hypermarket. It caters to every need of your family. Where
Big Bazaar scores over other stores is its value for money proposition for the Indian
customers.
At Big Bazaar, you will definitely get the best products at the best prices - that's what we
guarantee. With the ever increasing array of private labels, it has opened the doors into the
world of fashion and general merchandise including home furnishings, utensils, crockery,
cutlery, sports goods and much more at prices that will surprise you. And this is just the
beginning. Big Bazaar plans to add much more to complete your shopping experience.
About Pantaloons

33
Pantaloonsare among India's largest chains of fashion stores. Pantaloons Fresh Fashion, with
its focus on 'fresh look, feel and attitude' offers, trendy and hip collections that are in sync
with the hopes and aspirations of discerning young and 'young-at-heart' consumers.
Pantaloons Fresh Fashion stands out as a fashion trendsetter, on the lines of how fashion is
followed internationally. This 'fresh fashion' destination allows customers to shop for the
latest in fashion apparel and accessories throughout the year in an attractive and visually
stimulating ambience.
Pantaloons Fresh Fashion stores have presence with stores not just in Metros but also in
smaller towns. All stores have a wide variety of categories like casual wear, ethnic wear,
formalwear, party wear and sportswear for Men, Women and Kids.
About e zone
EZone, with the catch phrase 'experience electronics' is an experience led lifestyle format
that brings together the best in national and international consumer electronic and durables
brands in a family-centric environment.
Typically in excess of 12,000 square feet in size, an eZone store truly enables you to
experience electronics, through three dedicated zones - Liberation Zone, Experience Zone
and Home Zone. The Liberation Zone offers personal products like computers, laptops,
handy cams, MP3 players and mobile phones. While entertainment products such as Plasma /
LCD, Flat TV's, Home Theatre systems, DVD players, and Stereo systems are displayed in
the Experience Zone. And in the Home Zone segment, one gets to pick electronic goods of
his or her choice including Refrigerators, Air Conditioners, washing machines and
Microwave ovens among other kitchen related appliances.
EZone is not only about showcasing electronics products and gadgets, but providing you with
a complete shopping experience through touch & feel, allowing you to pick and choose from
an array of best of brands under one roof. EZones are primarily stand alone concepts, but are
also present within the Central malls.
The Big Bazaar is a useful place to find cheap household items, clothes, and food all under
one roof. However, the chaos and crowds often make shopping there a challenge.
Pros
 Low prices.
 Great sales and promotions.
 Wide range of products under the one roof.
 Many stores.

34
Cons
 Overcrowded.

 Checkout can be extremely slow.

 Complaints of poor customer service and overcharging.
 Quality is variable.
Description
 Outlets in around 60 locations across India.
 Sells furniture, electronics, clothes, cookware, cosmetics, household items, food, gifts,
jewelry, and books.
 Also has special Food Bazaar outlets.
 Most stores open from 10 a.m. until 9.30-10 p.m. daily.
Guide Review - Review of Big Bazaar India
There was a time not so long ago that large department stores were a completely foreign
concept in India -- but not anymore. The Big Bazaar is one such department store to have set
up shop across the country. Since its first outlet opened in Kolkata in late 2001, the Big
Bazaar has spread to towns and cities at an alarming rate.
These multi-level shopping meccas stock everything from food to fridges, and cookware to
clothes. However, the Big Bazaar isn't your ordinary department store. It's been especially
designed to appeal to the Indian consumer. You may be thinking, what does that mean? In
short, organized chaos.
With a slogan of "Is se siestaauraachekhannoni!" ("Nowhere cheaper or better than this!"),
the Big Bazaar targets itself directly at the average Indian's love of following the crowd and
scrambling for a good discount.
You won't find neatly ordered aisles at the Big Bazaar. Instead, stores are laid out to replicate
a market environment, with items all thrown in together. Promotions such as "SabsSate Teen
Din" (Cheapest Three Days) and "Purina Do, Nay Lo" (Give Old, Take New) result in
shoppers flooding the stores, to the point that some stores have become so overcrowded
they've had to close.
If you visit the Big Bazaar in the daytime during the week, it is possible to have a deceptively
pleasant and hassle free shopping experience.
However, don't make the mistake of going there during a sale, on holidays, evenings, or on
Sunday. When I did this, I had to wait for almost an hour just to be served at the checkout.
Forget about getting the all items I wanted, I was happy to get out of there in one piece!

35
I've also found that the full price is all too often charged on sale items, so do check your
receipt to make sure that discounts have been properly recorded.
Timeline
2004
 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad
2005
 Big Bazaar - ICICI Bank Card is launched.
 Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at
High Street Phoenix
2006
 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 millionth customer at its new store in Gurgaon
2007
 Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar
awarded the country’s most admired retailer award in value retailing and food retailing
segment at the India Retail Forum
A day before Diwali, the store at Lower Parle becomes the first to touch Rs 10 million
turnover on a single day
2008
 Initiates the implementation of SAP and pilots a RFID project at its central warehouse in
Tarpaper.
 Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers
to exchange household junk at Big Bazaar
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card program to
reward its loyal customers.
2009
 Mohan Jada sets a national record at Big Bazaar Single with a Rs. 1,37,367 shopping bill.
The Single farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for housewives
 Navarra’s – the jewelry store launched within Big Bazaar stores
2010

36
 The 50th Big Bazaar store is launched in Kanpur
 Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal
 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save The
Children India Fund
 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail
Federation convention in New York and Emerging Retailer of the Year award at the World
Retail Congress held in Barcelona.
2011
 Big Bazaar becomes the fastest growing hypermarket format in the world with the launch
of its 101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion Big Bazaar
 Big Bazaar joins the league of India’s Business Super brands. It is voted among the top ten
service brands in the country in the latest Pitch-IMRB international survey
 Big Bazaar initiated the Mega Saving "Monthly Bichat Bazaar" campaign, to provide
exceptional deals on groceries and food items during the first week of every month.

2012
 Big Bazaar opens its second store in Assam at Tinsukia
 Big Bazaar initiates Mahan Annasantarpane program at its stores in South India – a unique
initiative to offer meals to visitors and support local social organizations
 Big Bazaar captures almost one-third share in food and grocery products sold through
modern retail in India
 Mahindra Singh Dhoni and Asian, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar
 Big Bazaar announced the launch of 'The Great Exchange Offer'
 Formed a joint venture with Hide sign to launch Holey, a new brand of handbags, laptop
bags and other accessories.
2013
 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group’s
value retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awards Consumer Awards for the third consecutive year.
Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi
Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop

37
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and
entrepreneurs with around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur at Z Square Mall
 Big Bazaar opens its fourth store in Kanpur at Jammu which is the largest leather tannery
garrison of Asia
 Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge exercise
 Ranked 6 among the Top 50 Service Brands in India.
2014
 Big Bazaar forays into the rural wholesale and distribution business through ‘Aadhaar
Wholesale’ store at Kalol, Gujarat.
 Big Bazaar has come up a new logo with a new tag line: ‘Nay India Ki Bazaar’. 200th store
opened in India
 Future Group has launched its latest venture, Food hall – a premium food destination across
10 metros in India
 For the convenience of the online customers, Big Bazaar has started free shipping on all
orders above Rs. 1000
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand bakery
products, which would be sold exclusively at Big Bazaar stores.
2015
 Big Bazaar entered into a five year multi-million dollar deal with Cognizant Technology
Solutions for IT infrastructure services that support Future Group's network of stores,
warehouses, offices, and data centers.
 Partnered with Disney to launch "Kids Cookies", exclusively for kids across India.
 Big Bazaar is planning to add further value to its retail services by offering Value added
services like grinding, de-seeding, vegetables cutting at free of cost.

2016
 Future Group-owned Big Bazaar is set to go ahead with its virtual franchisee
programmer -- Big Bazaar Direct. The retail chain has completed a pilot project for this in
Nagpur, a company official said.
 "This is a hybrid model, which has benefit of both e-commerce and physical
retail," said Vivek Biyani, director of Big Bazaar Direct.

38
 The company will be looking at building franchisees or agents across the
country and has set a target of 10,000 franchisees by the end of 2015 or 50,000 franchisees in
three to four years.
 Through this model, the Rs. 9,000-crore Big Bazaar chain will look at making
agents who could be a kiranawala (mom-and-pop stores), an individual businessman or even
a housewife. The agent will take orders from customers and send it to the Big Bazaar who in
turn will deliver the goods at the doorsteps. This business model does not require the
franchisee or the agent to have an inventory."
 "Through this model we tried to provide a human interface of e-commerce.
Every agent has a joining fee of Rs.1 lakh and we provide them with a tablet with the help of
which they can place order with us and track the order. They need to pay another Rs.2 lakh
towards security deposit and advance account each," Biyani said.
 Advance account is the money deposited with the Big Bazaar group against
which an agent places order.
 The company now has 150 agents in Nagpur.
 "Now, we will focus in Delhi, Mumbai, Hyderabad and Gujarat and by March
we expect to make 1,000 agents," he said.
 Asked about the rationale behind this model, Giyani said there were many
aspirant customers to whom the product cannot reach. "We cannot put up a Big Bazaar
everywhere. But this model will help us reach to many more new customers."
 At present, Big Bazaar has 240 stores across the country. With this model the
company expects to go to Mumbai, Delhi, Gujarat, Hyderabad, Rajasthan, Pune and Indore to
achieve the targeted numbers of agents.
 About the amount of business this model would generate, Giyani said: "In
future we expect every agent to get Rs.4-Rs.5 lakh business every month."
2017
 Future Group partnered with the Fortune 500 company and one of the largest online
shopping destination, Amazon
 Future Consumer Enterprises Limited acquired one of the India's oldest supermarket chains
in India with origins dating back to 1905 ,Nilgiris.
 Future Supply Chain acquired New Delhi based processed-foods supply chain company,
Brattle Foods

39
 Future Group partnered with world's leading customer science company, dunnhumby for
data analytics services
 Future Group announced its strategic tie-up with SAP company hybris, that delivers
OmniCommerce™: state-of-the-art master data management for commerce and unified
commerce processes to its clients.
 India's First Mega Food Park was inaugurated by India's Honorable PM Shri Narendra
Modi at Tumkur Karnataka
 Central completed its 10 glorious years of serving customers
 HomeTown underwent a complete makeover with a new tagline, 'The Art of Better Living',
logo and in-store branding.
 Future Group's premium food destination Food ball launched in Saket, New Delhi.
 Big Bazaar and Ezone were voted as one of the Top 50 Most Trusted Brands in the country
in the Brand Equity Survey 2013 conducted by Nielson. The survey also revealed that Big
Bazaar is the 4th Most Trusted Service Brand of the country
 fbb ties up with India's largest Beauty Pageant Femina Miss India 2017
A New Generation Big Bazaar, Big Bazaar Family Centre was launched at Alcove in
Kolkata on January 6, 2017

40
 CHAPTER-IV
DATA ANALYSIS
AND
INTERPRETATION

41
TABLE NO.1
Working hours are convenient for me
PERCENT
Strongly agree 34
Agree 32
Neither agree nor disagree 18
Disagree 13
Strongly disagree 3
TOTAL 100

CHART 1

strongly agree
100
90
80 agree
70
60 neither agree nor
50 disagree
40 disagree
30
20 strongly disagree
10
0 Total
PERCENT

Interpretation:
From the above chart and table it is clearly evident that 34% of the Respondents strongly
agree that working hours are convenient from them and 32% agree with that and 18% neither
agree nor disagree and 13% disagree with the working hours and 3% are strongly against
working hours.

42
TABLE NO. 2
I'm happy with my work place

PERCENT
Strongly agree 30
Agree 39
Neither agree nor disagree 18
Disagree 8
Strongly disagree 5
100

CHART 2

Strongly agree
100

Agree
80

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
percent Total

Interpretation:
From the above table it is clear that 30% respondents strongly agree and39% respondents
agree that they are happy with their work place only 13% disagreed and 18% have no idea
towards their work place.

43
TABLE NO.3
I feel i have too much work to do

PERCENT
strongly agree 7
Agree 9
Neither agree nor disagree 25
Disagree 37
Strongly disagree 22
Total 100

CHART 3

strongly agree
100
Agree
80

60 neither agree nor

disagree
40 Disagree

20
strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question” I feel I have too much work” and another 22% strongly
disagreed, 18% admits they have too much work and 23% have no idea towards this
question.

44
TABLE NO. 4
Safety measures provided by the company

PERCENT
strongly agree 28
Agree 31
Neither agree nor disagree 24
Disagree 11
Strongly disagree 6
TOTAL 100

CHART4

strongly agree
100
Agree
80
neither agree nor
60 disagree
Disagree
40

strongly disagree
20

Total
0
PERCENT

Interpretation:
From the above table it is evident that the safety measures provided by the organizations are
good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24%
neither agreed nor disagreed.

45
TABLE NO. 5
My relationship with my supervisor is cordial

PERCENT
strongly agree 30
Agree 41
Neither agree nor disagree 16
Disagree 6
Strongly disagree 7
TOTAL 100

CHART 5

strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
Total
PERCENT

Interpretation:
From the above table it is clear that relationship between employees and their supervisors are
cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%
disagreed and 16% of respondents have neither agreed nor disagreed.

46
TABLE NO. 6
My supervisor is not partial

PERCENT
strongly agree 18
Agree 30
Neither agree nor disagree 15
Disagree 19
Strongly disagree 18
TOTAL 100

CHART 6

100

Agree
80

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18%
strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly
disagreed this level is quite high compared to other questions.

47
TABLE NO 7
My supervisor considers my idea too while taking decision

PERCENT
strongly agree 26
Agree 43
Neither agree nor disagree 26
Disagree 2
Strongly disagree 3
TOTAL 100

CHART 7

strongly agree
100

Agree
80

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26% neither agreed nor
disagreed.

48
TABLE NO. 8
I'm satisfied with the support from my co-workers

PERCENT
strongly agree 21
Agree 47
Neither agree nor disagree 16
Disagree 9
Strongly disagree 7
TOTAL 100

CHART 8
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of
the respondents agree that they are satisfied with support from co-workers and only 15%
disagreed and 16% have no answer to this.

49
TABLE NO 9
People here have concern from one another and tend to help one another

PERCENT
strongly agree 26
Agree 41
Neither agree nor disagree 19
Disagree 9
Strongly disagree 5
TOTAL 100

CHART 9
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
Total
PERCENT

Interpretation:
From the above table it is clear that in this organization people have concern over each other
as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor
disagreed.

50
TABLE NO. 10
I'm satisfied with the refreshment facilities

PERCENT
strongly agree 26
Agree 20
Neither agree nor disagree 30
Disagree 15
Strongly disagree 9
TOTAL 100

CHART 10
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
Total
PERCENT

Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the
refreshment facilities offered by the company as 15% of respondents disagreed and 9%
strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

51
TABLE NO.11
We are provided with the rest and lunch room and they are good
PERCENT
strongly agree 16
Agree 34
Neither agree nor disagree 22
Disagree 20
Strongly disagree 8
TOTAL 100

CHART 11

strongly agree
100

Agree
80

60 neither agree nor

disagree
40 Disagree

20
strongly disagree

0
PERCENT Total

Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the
respondents disagreed and 22% neither agreed nor disagreed and only 50% of the
respondents are satisfied with the rest and lunch room provided.

52
TABLE NO. 12
The parking space for our vehicles are satisfactory

PERCENT
strongly agree 4
Agree 9
Neither agree nor disagree 24
Disagree 32
Strongly disagree 31
TOTAL 100

CHART 12

strongly agree
100
Agree
80
neither agree nor
60 disagree

40 Disagree

20 strongly disagree

0 Total
PERCENT

Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities
provided by the company as 31% of respondents strongly disagreed and 32% of respondents
disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have
neither agreed nor disagreed.

53
TABLE NO. 13
I feel I'm paid a fair amount for the work i do
PERCENT
strongly agree 15
Agree 39
Neither agree nor disagree 25
Disagree 13
Strongly disagree 8
TOTAL 100

CHART13
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0
Total
percent

Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither
agree nor disagree.

54
TABLE NO. 14
I'm satisfied with the chances for my promotion

PERCENT
strongly agree 27
Agree 43
Neither agree nor disagree 13
Disagree 9
Strongly disagree 8
TOTAL 100

CHART 14

100 strongly agree

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0 Total
percent

Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly
disagree, 13% neither agree nordisagree.

55
TABLE NO. 15
I'm satisfied with the allowances provided by the organization
PERCENT
strongly agree 19
Agree 42
Neither agree nor disagree 21
Disagree 11
Strongly disagree 7
TOTAL 100

CHART 15

100 strongly agree

90
80 Agree
70
60 neither agree nor
50 disagree
40 Disagree
30
20 strongly disagree
10
0 Total
Frequency

Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other
benefits provided by the organization as 42% agree and 19% strongly agree. Only 11%
disagree and 7% strongly disagree, 21% neither agree nor disagree.

56
TABLE NO. 16
I feel my boss motivate me to achieve the organizational goals

PERCENT
strongly agree 11
Agree 33
Neither agree nor disagree 25
Disagree 22
Strongly disagree 9
TOTAL 100

CHART 16

100 strongly agree

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0 Total
PERCE3NT

Interpretation:
From the above table it is evident that employees boss are motivating to achieve
organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quitehigh
compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

57
TABLE NO 17
My supervisor motivates me to increase my efficiency at times when I’m not

PERCENT
strongly agree 18
Agree 44
Neither agree nor disagree 18
Disagree 13
Strongly disagree 7
TOTAL 100

CHART 17
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT

Interpretation:

From the above table it is evident that employees boss motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7% disagree, 18% neither agree nor disagree.

58
TABLE NO 18
I feel that my job has little impact on the success of the company
PERCENT
strongly agree 35
Agree 40
Neither agree nor disagree 10
Disagree 9
Strongly disagree 6
TOTAL 100

CHART 18
strongly agree
100

80 Agree

60 neither agree nor

disagree
40 Disagree

20 strongly disagree

0 Total
PERCENT

Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.

59
TABLE NO. 19
Overall I'm satisfied with my job

PERCENT
strongly agree 28
Agree 35
Neither agree nor disagree 20
Disagree 12
Strongly disagree 5
TOTAL 100

CHART 19

strongly agree
100

Agree
80

60 neither agree nor

disagree
40 Disagree

20
strongly disagree

0
percent Total

Interpretation:
From the above table it is evident that Overall satisfactions of the respondents are good as
35% agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20%
neither agree nor disagree.

60
 CHAPTER-V
FINDINGS, SUGGESTION AND
CONCLUSION

61
FINDINGS

Using the calculated Simple percentage values for the variables, the level of satisfaction of
the employees in the organization can be known. The level of satisfaction can be broadly
classified into five groups. They are from 100 - 80% can be regarded as Highly Satisfied, 79
- 60 % can be regarded as Satisfied , 59 - 40 % can be regarded as Neither satisfied nor
dissatisfied, 39 - 20 % can be regarded as Dissatisfied and 19- 0 % can be regarded as Highly
Dissatisfied.
Employees are highly satisfied
 About the company
 On Company Policy and Job Security
 Relationship with colleagues
 About the work
Employees are satisfied
 On working environment and infrastructure
 Balance between their Personal life and Work life
 On Training and Development
 Overall satisfaction with Job
Employees are neither satisfied nor dissatisfied with their Promotional Opportunities and
Possibility of Growth.
Employees are dissatisfied about their salary.
There is no association between
 Experience and Satisfaction about the company.
 Experience and satisfaction on Working Environment & Infrastructure
 Experience and satisfaction with Personal Life
 Experience and satisfaction on Company Policy & Job Security
 Experience and satisfaction on Salary
 Experience and satisfaction towards Relationship with Colleagues
 Experience and satisfaction about the Work
 Age and Satisfaction about the company
 Age and satisfaction on Working Environment & Infrastructure
 Age and satisfaction with Personal Life
 Age and satisfaction on Company Policy & Job Security

62
 Age and satisfaction with Promotional Opportunities & Possibility of Growth
 Age and satisfaction with Training & Development
 Age and satisfaction on Relationship with Colleagues
 Education and satisfaction about the company
 Education and satisfaction on Company Policy & Job Security
 Education and satisfaction with Training & Development
 Education and satisfaction on Salary
 Education and satisfaction on Relationship with Colleagues
 Education and satisfaction about the Work
There is association between
 Experience and satisfaction with Promotional Opportunities & Possibility of Growth
 Experience and satisfaction with Training & Development
 Experience and Overall Satisfaction of Job
 Age and satisfaction on Salary
 Age and satisfaction about the Work.

63
SUGGESTIONS

 There is some dissatisfaction level regarding the Salary among the employees. So, the
company may conduct a further survey to find the expectations of employees.

 The study shows that employees are not satisfied with the working environment and
infrastructure. So the company may take steps to find out and cater the needs of employees.

 The study reveals that employees are not satisfied with their promotional
opportunities and possibility of growth. So the company may follow a transparent policy to
satisfy the employees.

 There is significant association between experience, age, education, promotional

opportunities, salary and satisfaction of job. So these factors may be considered by the
company in increasing the satisfaction of the employees

 The company may conduct a survey in depth to know the expectations of employees
relating to salary, work environment, and promotional opportunities etc.

64
LIMITATIONS

 The study is conducted only in Big Bazaar.

 Due to the limitation of the time the research could not be made more detailed.
 Due to the confidentiality of some information accurate response was not revealed by
some of the respondents.
 Some of the replies of the respondents may be biased.
 Respondents had marked the answers in questionnaires which may be socially
incorrect irrespective of their actual feeling.

65
CONCLUSION
A survey on satisfaction of employees’ has been conducted to know the existing levels of
satisfaction so that steps can be taken to maintain and improve the levels and to have a
positive attitude among the employees towards their work.
After the survey, it is understood that employees are mostly satisfied in all the factors. There
exists some dissatisfaction level, regarding some factors. Though it does not create a
problem, the management can take care of those things to avoid big problem in future.
It is clearly understood that the organization has taken efforts to maintain the satisfaction
level of the employees with respect to all the factors. If these actions are continued, this
company will undoubtedly become the prime industry for the employees’ satisfaction is
concerned.

66
BIBLIOGRAPHY

TEXT BOOKS
1.David A. Decenzo, Stephen P. Robbins (2002), Human Resources Management John
Wiley &Sons, Seventh edition.
2.Kothari C.R. (1990), Research Methodology Methods & Techniques published by
Wishwa prakashan.
3.Stephen P. Robbins (October 2000), Organizational Behavior, Prentice-Hall of India
Private Limited, Ninth edition, New Delhi.
JOURNALS
1.David E. Guest (volume 12,2001),Human Resource Management published on 09 Dec
2010
2.Jie Shen , Ashok Chanda, Manjit Monga (volume 20,2009), Managing diversity through
Human resource management published on 25 Feb 2009
3.Patrick Kampkotter(volume 28,2016), Performance appraisals and Job satisfaction
published on 01 Jan 2017
WEBSITES
1. www.stringinfo.com
2. www.bigbazaar.com
3. www.heritage.com
4. www.icicibank.com
NEWS PAPERS
1.The Economic Times
2.Business Line

67
 QUESTIONNAIRE
“A study on Job Satisfaction of BIG BAZAAR
1. Name: ……………………
2. Age: ………………
3. Gender: Male [ ]
Female [ ]
4. Designation: ……………..
Ques1- Working hours are convenient for me- [ ]
1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree

Ques2- I am happy with my work place- [ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques3- I feel I have too much work to do-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques4- Safety measures provided by the company are good-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques5- My relationship with my supervisor is cordial-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques6- My supervisor is not partial-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques7- My supervisor consider my ideas while taking decision-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques8- I am satisfied with the support from my coworkers-[ ]

1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques9- People here have concern from one another and tend to help-[ ]
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

68
Ques10- I am satisfied with the refreshment facility-[ ]
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques11- We are provided with the rest and lunch room and they are good-[ ]
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques12- The parking spaces for vehicles are satisfactory-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques13- I feel I am paid a fair amount for the work I do-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques14- I am satisfied with the chances for my promotion-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques15- I am satisfied with the allowances provided by the organization-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques16- I feel my boss motivate me to achieve the organizational goals-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not

-[ ]
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques18- I feel my job little impact on the success of the company-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques19- Overall I am satisfied with my present job-[ ]

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5.

69