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8/10/2019 Employee Jab Satisfaction
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Employees Jab Satisfaction
At
Big Bazaar (Future Retail Group)
Submitted in partial fulfillment of the requirements for the award ofThe degree of
Master of Business !ministration
Submitted to:
"un#ab $ec%nical &ni'ersity
Jalandhar
By:
ys%a "ar'een
Registration no-922!"""##
$nder the guidan%e of
"rof sat%i *air
"' 2nd(ain Road' )rd*ross' +ana,a agar' agawara'
BA.A/0R1 34" ")2
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2""9 -
G&+,E -ER$+F+-$E
This is to %ertify that the 5ro6e%t titled 71mployees Satisfa%tion and Attrition8 is a bonafide wor,%arried out by (s Aysha 5areen in partial fulfillment for the award of ;egree of (aster ofBusiness Administration under 5un6ab Te%hni%al $niersity' during the year nternal 1=aminer
?;e%laration by the student on 5lain 5aper@
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,E-.R$+/*
> hereby de%lared that this pro6e%t titled 7 1mployees Satisfa%tion and Attrition7 ' issubmitted to the 5un6ab Te%hni%al $niersity as a partial requirement for the award of ;egree of(aster of Business Administration' during the year 2")-2"!
>t is the re%ord of an original independent study %arried out by me' under the total guidan%eand superision of (rRaghaendra poo6ari are R of Big BaCaar B(T* This pro6e%t report hasnot been submitted earlier by me or by anybody else for the award of any other degree in any$niersity in >ndia or abroad
;ate: Signature of the Student
5la%e: Bangalore ?Aysha 5areen@
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-0*/1.E,GEME*$
> would li,e to e=press my sin%ere than,s to the ;ire%tor (anagement of >nternational>nstitute of Business Studies' Bangalore' for their aluable guidan%e support > am e=tremelythan,ful grateful to 5rof Aswathi air for her %onstant guidan%e en%ouragement throughoutthe study
> would li,e to e=press my sin%ere than,s gratitude to (r Radhendra 5oo6aray of ?BigBaCaar B(T*@' for her support guidan%e during my stay in their organiCation
> would also li,e to e=press my deoted than,s to my beloed parents my friends for theirrelentless support assistan%e to ma,e this pro6e%t a reality /ast but not the leastD > would li,eto than, all my respondents for their %o-operation parti%ipation in data %olle%tion' whi%h hasenabled me to %omplete the pro6e%t su%%essfully
;ate: Signature of the Student
5la%e: Bangalore ?Aysha 5areen@
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E2E-&$+3E S&MMR4
>n spite of the theoreti%al ,nowledge gained through %lassroom and organiCation study in my
pro6e%t > got that the basi% problem fa%ed my organiCation means Big BaCaar is employees moral
and attrition > hae wor, and sear%h there more than 2 months as a R trainee
To find the basi% problem of employees satisfa%tion and attrition To find the attrition rate for
the %urrent year at Big BaCaar in B(T* and %ompetitions from how mu%h per%entage of attrition
is in%reasing per annum To as%ertain the arious reasons responsible for the attrition of staffs
>n%rease the produ%tiity of the organiCation %an a%hiee their organiCation goal To bring out the
strategies to retain manpower in the store To attra%t more number of new employees and find
ways to sustain them in the %ompany
Eor my pro6e%t > hae done so many a%tiities li,e dire%t intera%tion with employee' e=isting
interiew' R help and some internet guide
The attrition rate was high in the Big BaCaar B(T* in the year of 2"" Be%ause of lots of
%ompetition is here after inflation lots of opportunities are aailable here and ea%h and eery
person want more and more salary than their ability 1ery organiCation tries to negotiate with
their employee so they gie less salaryFwages to their employees
Attrition hae both good as well as bad effe%t a%%ording to employees when a prospe%tie
employees leae the organiCation than it has negatie effe%tie and when a non prospe%tie
employees leae the organiCation than it has positie effe%t so it is good under limitation but
when it be%ome more than it has only bad effe%t
> re%ommended that R and *0 of Big BaCaar shall in%rease the %ost of %ompany' and gie
some e=tra %onenien%e to their employees li,e they %an use their mobile in brea, time or
%ompany %an proide telephone for emergen%y time so they %an tal, with their family
0rganiCation de%ision is so sti%,y it should be little bit soft or polite
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>n uman Resour%es %onte=t' Attrition means a redu%tion in the number of employees throughretirement' resignation or death is %alled Attrition Attrition is also %alled total turnoer orwastage rate
>n another hand > %an say that8 how long employees tend to stay on the 6ob in a %ompanythat is %alled employees stability but when he leae that 6ob or %ompany for any reason that is%alled Attrition8 1mployeeGs turnoer is measured on for indiidual %ompanies and for theirindustry as a whole >f an employer is said to hae a high turnoer relatie to its %ompetitors' it
means that employees of that %ompany hae a shorter aerage tenure than those of other%ompanies in the same industry /ow attrition is profitable for any %ompany but high turnoer%an be harmful to a %ompanyGs produ%tiity if s,ills wor,ers are often leaing and the wor,erpopulation %ontains a high per%entage of noi%e wor,ers
Employees satisfactionD 8
the term satisfa%tion des%ribes a positie feeling about a 6ob' resulting from an ealuation of its%hara%teristi%s A person with a high leel of 6ob satisfa%tion holds positie feelings about his orher 6ob' while a dis-satisfied person holds negatie feelings Hhen people spea, of employeeattitudes' theyusually mean 6ob satisfa%tion
1mployees satisfa%tion and employees turnoer are inter related to ea%h other
1mployee satisfa%tion is a measure of how happy wor,ers are with their 6ob and wor,ingenironment +eeping morale high among wor,ers %an be of tremendous benefit to any%ompany' as happy wor,ers will be more li,ely to produ%e more' ta,e fewer days off' and stayloyal to the %ompany There are many fa%tors in improing or maintaining high employeesatisfa%tion' whi%h wise employers would do well to implement
To measure employee satisfa%tion' many %ompanies will hae mandatory sureys or fa%e-to-fa%e
meetings with employees to gain information Both of these ta%ti%s hae pros and %ons' and
should be %hosen %arefully Sureys are often anonymous' allowing wor,ers more freedom to be
honest without fear of reper%ussion >nteriews with %ompany management %an feel intimidating'
but if done %orre%tly %an let the wor,er ,now that their oi%e has been heard and their %on%erns
addressed by those in %harge Sureys and meetings %an truly get to the %enter of the data
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surrounding employee satisfa%tion' and %an be great tools to identify spe%ifi% problems leading to
lowered morale
(any e=perts beliee that one of the best ways to maintain employee satisfa%tion is to ma,e
wor,ers feel li,e part of a family or team olding offi%e eents' su%h as parties or group
outings' %an help build %lose bonds among wor,ers (any %ompanies also parti%ipate in team-
building retreats that are designed to strengthen the wor,ing relationship of the employees in a
non-wor, related setting *amping trips' paintball wars and guided ba%,pa%,ing trips are
ersions of this type of team-building strategy' with whi%h many employers hae found su%%ess
0f %ourse' few wor,ers will not e=perien%e a boost in morale after re%eiing more money Raises
and bonuses %an seriously affe%t employee satisfa%tion' and should be gien when possible Iet
money %annot sole all morale issues' and if a %ompany with widespread problems for wor,ers
%annot improe their oerall enironment' a bonus may be qui%,ly forgotten as the daily stress of
an unpleasant 6ob %ontinues to mount
>f possible' proide amenities to your wor,ers to improe morale (a,e %ertain they hae a
%omfortable' %lean brea, room with basi% ne%essities su%h as running water +eep fa%ilities su%h
as bathrooms %lean and sto%,ed with supplies Hhile an air of professionalism is ne%essary for
most businesses' allowing wor,ers to ,eep family photos or small trin,ets on their des, %an
ma,e them feel more %omfortable and nested at their wor,station Basi% %onsiderations li,e these
%an improe employee satisfa%tion' as wor,ers will feel well %ared for by their employers
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FACTORS AFFECTING ATTRITION
INDIVIDUAL ORGANISATIONAL
Role Related
OTHERS
Peer pressure
Envron!ent
A!"tons#Career aspratons
Parental#Fa!l$ !o"lt$Personalt$ %a&tors
No &'allenge
No learnng
St$le o% "oss
Role &lart$
Role stress
La&( o% ndependen&e
Culture
Gro)t' and &areer pat's
Pa$ pa&(ets
2 J&S$+F+-$+/* F/R -5//S+*G $5+S $/"+-
ttrition in Big Bazaar:-
Attrition is ery important for eery organiCationBut high Attrition is big problem for industriesbasi%ally in Retail and >nformation Te%hnology industries The attrition rate has been on the risefor the past 3 years in Retail industries basi%ally in Big BaCaar A%%ording to my information inyear 2"> hae studies in Big BaCaar on Attrition and Satisfa%tion and > got the ration onemployees attrition inB(T* Big BaCaar is ) per months this is basi% problem for %ompany
And > re%ogniCe that is this basi% problem and %hallenge for management Attrition rate is eryhigh in %omparison with preious years >n most %ases the employees who left were abs%onders-who did not attend the e=it interiew and follow proper e=it poli%y Eollowing whi%h themanagement had ta,en a%tion by implementing employeeGs engagement a%tiities ow' ourresear%h would help in %omparing it with the %urrent yearGs attrition rate and thereby redu%e it byanalyCing the reasons %ontributing to it After reiew of literature e=pertGs opinion ?Storemanagers of Big BaCaar Bangalore B(T* and their R managers@' we hae formulated thequestionnaire base on these broad areas
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/eading retailerGs salesN growth: 3"-"" in 2""3-"4
The >ndian retail mar,et' whi%h is the fifth largest retail destination globally' has been
ran,ed as the most attra%tie emerging mar,et for inestment in the retail se%tor by AT ,earneyGseighth annual .lobal Retail ;eelopment >nde= ?.R;>@' in 2""9 Thee Share of retail trade inthe %ountryGs gross domesti% produ%t ?.;5@ was between K-" in 2""# >t is %urrently around2 ' and is li,ely to rea%h 22 by 2""
A (% +insey report 7the rise of >ndia *onsumer (ar,et8' estimates that the >ndian%onsumer mar,et is li,ely to grow four times by 2"23 *ommer%ial real estate seri%e %ompany'*B Ri%hard 1llisG findings state that >ndiaGs retail mar,et is %urrently alued at $SL 33 billionEurther' *B Ri%hard 1llis stated that >ndia has moed up to the )9 thmost preferred retaildestination in the world in 2""9' up from !! last year
>ndia %ontinues to be among the most attra%tie %ountries for global retailers At $SL 3 billionin 2""K' its retail mar,et is larger than eer and drawing both global and lo%al retailers Eoreigndire%t inestment ?E;>@ inflows as on July 2""9' in single-b
Rand retail trading stood at appro= $SL !44" million' a%%ording to the ;epartment of >ndustrial5oli%y and 5romotion ?;>55@ The organiCed retail se%tor' whi%h %urrently a%%ounts for around3 of the >ndian retail mar,et' is all set to witness ma=imum number of large format malls andbranded retail mar,et' is all set to witness ma=imum number of large format malls and brandedretail stores in South >ndia' followed by orth' Hest and the 1ast in the ne=t two years
*urrent
turnoer in Rs
*rore
Target turnoer in Rs
*rore
outlets 5ro6e%ted outlets
5antaloon K"" 2"" ) #! ?by 2""9@
R5.OO #3" 4""-'#"" 2 ?by mar%h 2""@
ShoppersG Shop 3"" A ) !" ?by 2""@
/ife-style )"" 43" # 3 ?by 2""@
Hestside K" A ) 22) ?by 2""@
1bony 9 3" K ! ?by 2""@
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5yramid #9 9" ) 9 ?ne=t ! years@
.lobes A A # 3-# ?by 2""@
Eig 2 (ar,et share of Retailer
) -/M"*4 "R/F+.ED8
Euture .roup beliees in deeloping strong insights on >ndian %onsumers and building
businesses based on >ndian ideas' as well as 7Hall mart8 %on%ept +ishore Biyani is %hairman offuture group e always stays in %onsult with Hall (art *hairman and a%%epts his businessstrategy (ain ision and (ission of Euture .roup has been written bellow'
-ompany 3isionD
The Pision Statement is a senten%e or a short paragraph proiding a broad' inspirational image ofthe future Big BaCaar wants to be no retail store in world ow Big BaCaar is only in >ndia butits target is seres most of the %ountriesin world thatGs by
>tGs deliering eery things' eerywhere' eery time for eery >ndian %onsumer in the mostprofitable manner at %hief %ost
-ompany missionD
(ission Statements are senten%es or short paragraphs written by %ompanies' %orporations orbusinesses whi%h refle%t their %ore purpose' identity' alues and prin%iple business aims BigBaCaar mission li,e'
Role %larity and la%, of ambiguity
Realisti% aspirations' a%hieable
Alignment with organiCational alues and %ulture' Rational
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Time bound about a%hieing any goal or ob6e%tie
He share the ision and belief that our %ustomers and sta,eholders shall be sered only by%reating and e=e%uting future s%enarios in the %onsumption spa%e leading to e%onomi%deelopment
He will be trendsetters in eoling deliery formats' %reating retail realty' ma,ing %onsumptionaffordable for all %ustomer segments for %lasses and for masses
5istory of Big Bazaar:-
The worldwide %ountry %hain' Big BaCaar' is formed by *10 of Euture .roup' (r +ishore
Biyani The group do not promises more than what it deliers Their basi% attra%tion asso%iatedwith reasonable pri%es is their $nique Selling 5ri%e
Though' the produ%ts Big BaCaar stores sto%,s might not be adan%ed' but the %ustomers areassured to aail the worth of the money spent by them >n 2""' the group opened its first storeon the P>5 Road' *al%utta' whi%h was the primary departmental store offering regulated seri%esof par,ing' steel essels' apparel' ele%troni%s et% under the one roof at the %ompetitie pri%es BigBaCaar has be%ome a massie hit with lower middle-%lass and middle %lass people as a ma6or%lient base
At present' the Euture .roup %omprises arious formats and brands li,e 5antaloons' E2)'
*opper *himney' 1tam' Staples' 0ne (obile' $rbana' Brand Ea%tory' /oot(art' omeTown and*entral The Big BaCaar has seeral stores lo%ated all oer the >ndia' among that *hennai'yderabad' Ahmedabad' Bangalore' +ol,ata' 5une' (umbai and ;elhi is those metro %itieswhere the stores of Big BaCaars are lo%ated
Big BaCaar is a %hain of hypermar,et in >ndia' whi%h %aters to eery familyGsneeds and requirements This retail store is a subsidiary of Euture group' 5antaloons Retail >ndia/td and is an answer to the $nited StatesG Hal-(art Big BaCaar has released the doors for thefashion world' general mer%handise li,e sports goods' %utlery' %ro%,ery' utensils' and homefurnishings et% at best e%onomi%al pri%es
Big BaCaar group offers more than "" stores all oer the %ountry with an amalgamation of>ndian baCaarsG feel and tou%h with a %onenien%e and %hoi%e of the modern retail fa%ilities Theretail format of the Big BaCaar group in%ludes Andhra' Rural ome-Town retail %hain' 1-Conehome-improement %hain' sportswear retailer' depot and musi% %hain is few among others
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Facilities offere! by Big Bazaar:-
0nline shopping: Big BaCaar has an offi%ial website' EutureBaCaar%om' whi%h is one of the mostfaorite sites among people of >ndia for online shopping EutureBaCaar is an online businessenture of Euture .roup' whi%h sells an assortment of produ%ts su%h as fashion' whi%h in%ludesmer%handise for men and women' mobile a%%essories' mobile handsets and ele%troni%s li,e hometheatres' ideo %ameras' digital %amera' /*; TPs' ,it%hen applian%es and many more
;is%ounts: 7fte ,a sabse sasta din was introdu%ed by the Big BaCaar' wherein e=tra and
spe%ial dis%ounts were offered on Hednesday eery wee,' to attra%t the potential buyersinto their store
Se%urity %he%,: At ea%h e=it of Big BaCaar' they use alarm systems or 1le%troni% Arti%le
Sureillan%e system' whi%h dete%ts the produ%ts that has atta%hed tags or not
Big BazaarD8
Type 5ubli%?BS1: 32)3#!@
>ndustry Retailing
Eounded >ndia
eadquarters (umbai
Area sered >ndia
+ey people +ishore Biyani' ?(; *10@
5rodu%ts ;is%ount Stores
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http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=523574http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Retailinghttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Department_storehttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=523574http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Retailinghttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Department_storehttp://en.wikipedia.org/wiki/Types_of_business_entity8/10/2019 Employee Jab Satisfaction
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Super%enters
5arent Euture .roup
Hebsite 5antaloon%om
)6 B/&$ B+G BCR:
Big BaCaar' the flagship retail %hain of the Euture .roup' is on the erge of a%hieing a unique
milestone in the istory of Horld Retail by being the first hypermar,et format in the globe to
rollout fastest " stores in a short span of seen years
Big BaCaarGs 6ourney began in 0%tober 2""
(r +ishore Biyani said' 7He initially de%ided to name the format as 7BaCaar8 be%ause
we had designed the store ,eeping the >ndian mandi style in mind Sin%e the siCe of the
hypermar,et was big than an aerage mandis' the thought %ame to name it as 7BigBaCaar8 oweer' we had freeCed on the pun%h line 7>sse Se Sasta Aur A%hha +ahi
ahi8 mu%h before we met the %reatie agen%y to design the final logo of Big BaCaar8
Though' Big BaCaar was started purely as a fashion format in%luding apparel' %osmeti%s'
a%%essory and general mer%handise' the first Eood BaCaar format was added as Shop->n-
Shop within Big BaCaar in the year 2""2 Today' Big BaCaar' with its wide range of
produ%ts and seri%e offering' refle%ts the aspirations of millions of >ndians
Says Ra6an (alhotra' 5resident' Strategy *onergen%e' Big BaCaar' 7Hhat is
important in our 6ourney is not the number of stores' but the %ustomersG faith in us >tGs
the >ndia and the >ndians' whi%h hae helped us' rea%h this feat in su%h a short time span
and today our %ountry is %reating a history in the Horld organiCed Retail
1ery Big BaCaar is a small family by its own and the head of the family +arta is the
store manager +ishore Biyani' the *10 of the Euture .roup' has a ast understanding of
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http://en.wikipedia.org/wiki/Hypermarkethttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Future_Grouphttp://en.wikipedia.org/wiki/Websitehttp://www.pantaloon.com/http://en.wikipedia.org/wiki/Hypermarkethttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Future_Grouphttp://en.wikipedia.org/wiki/Websitehttp://www.pantaloon.com/8/10/2019 Employee Jab Satisfaction
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the %onsumerGs insight' has in%ul%ated the habit of Qobsering' understanding
%ustomersGbehaiorG' in eery employee of the group
Big BaCaar is a %hain of hypermar,et in >ndia' whi%h %aters to eery familyGs needs and
requirements This retail store is a subsidiary of Euture group' 5antaloons Retail >ndia
/td and is an answer to the $nited StatesG Hal-(art Big BaCaar has released the doorsfor the fashion world' general mer%handise li,e sports goods' %utlery' %ro%,ery' utensils'and home furnishings et% at best e%onomi%al pri%es
Big BaCaar group offers more than " stores all oer the %ountry with an amalgamation
of >ndian baCaarsG feel and tou%h with a %onenien%e and %hoi%e of the modern retailfa%ilities The retail format of the Big BaCaar group in%ludes Andhra' Rural ome-Town retail %hain' 1-Cone home-improement %hain' sportswear retailer' depot and musi%%hain is few among others
>n Big BaCaar there hae !th floor and si= departments are whi%h are dealing with the following
produ%ts in the respe%tie departments
Foo! Bazaar:
As this department is the soul of the store' Big BaCaar has seeral %ategories within thisdepartment itself This department has a surfa%e area is appro=imate K"" square feet This
department is further diided into'
on-food
>nternational Eood
Staples
Eood
Eruits and Pegetables
2 General Merc%an!ize:
ome Eashion
ome Se%tion
The home se%tion has two ma6or se%tions 5lasti%s and *ro%,ery ?5*@ amount to one se%tion and$tensils ?$@ and ew Business ;eelopment ?B;@ from the other ma6or part The newBusiness ;eelopment se%tion hae items that are more affluent in nature and are part of +ishore
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BiyaniGs 7>ndian one8 %ustomers segment This se%tion sells lu=ury produ%ts li,e wat%hes'sunglasses' auto a%%essories' and in ome Eashion Eurniture' luggage' stationeriesgoods1t%etera will %ome
) pparels: The apparels department is diided into three segments
(enGs wear- *asual and Eormal wear
+ids wear->nfants' boys and girls
/adies wear-1thni% wear ?Saris' +urthas' and ;ress (aterials@ and Hestern wear
! 1ellness !epartment:This department %omprises of %osmeti%s and a pharma%y-Eit and healthy Eashion andEashion shy
3 !!itional Business: Star Sitara
Eood %ourt
South >ndian Eood
awarash
+ala-mandir
(usi% world
-5"$ER 89
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R1S1AR* (1T0/0.I
2/b#ecti'e of stu!ies
There hae basi%ally two types of 0b6e%tie for whi%h purpose > hae %hosen this topi%s
22 "rimary /b#ecti'es To find the basi% problem of employees satisfa%tion and attrition
Re%ruit right people at right time' and at right pla%e
To find the attrition rate for the %urrent year at Big BaCaar in B(T* and
%ompetitions from how mu%h per%entage of attrition is in%reasing per annum
To as%ertain the arious reasons responsible for the attrition of staffs
2) Secon!ary ob#ecti'esD
To sole the managerial problem of organiCation so they %an a%hiee their
organiCational goal
>n%rease the produ%tiity of the organiCation %an a%hiee their organiCation goal
To bring out the strategies to retain manpower in the store
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To attra%t more number of new employees and find ways to sustain them in the
%ompany
2 S%ope of Studies To find out 1mployees satisfa%tion and attrition rate in Big BaCaar
Hhat are problems Big BaCaar fa%ing' how mu%h is it goodFbad for any
organiCation
To %he%, the leel of satisfa%tion' high moralF low morale' %ommuni%ation'
internal relationship and %ooperation of employees in organiCation
ow %an improe moral and redu%e Attrition rate in organiCation so they %an
a%hiee their performan%e
To ,eep update with new and enthusiasti% employees in organiCation a%%ording to
time and situation
2):RESER-5 ME$5/,/./G4D
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Some of the respondents felt diffi%ult in %omprehending the questionnaire
espe%ially those rotated to ordinal s%ale' whi%h inole ra,ing fa%tors as per the
importan%e' thereby' it had to be rewor,ed upon whi%h time was a %onsuming
As the figures and data of attrition' gien by the %ompany inoled Staff transfers
within the internal departments' the list had to be re-%he%,ed and wor,ed with the
store R
Sin%e the R manager of one of the bran%hes had 6ust fie months e=perien%e' he
had diffi%ulty in %olle%ting the past re%ords iC as the head%ount of arious
departments in different months
Researc% !esignD-
>n this pro6e%t > am basi%ally used des%riptie resear%h design and bla%, and white graphs Ftables
2))Met%o! of !ata collection:-
> hae used both ,ind of data 5rimary data and Se%ondary data Hhi%h is more than enough forthis pro6e%t The method and mode used for %olle%ting these data are e=plained below
"rimary ,ataD 8
Eor primary data > hae dire%t sureyF%ontra%t with 1mployees and ta,en support from
management so employees of organiCation help me for this pro6e%t and > hae questionnaire
Secon!ary ,ataD8
The se%ondary data > hae %olle%ted from >nternet' boo,s and Journal' offi%e web sites' and R
portals for the pro6e%t wor,
RESER-5 +*S$R&ME*$:
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The resear%h instrument used for %olle%ting the data is questionnaire
uestionnaireD
The uestionnaire is prepared in an organiCed and thorough manner and reframed a%%ordingly
after %onsidering all the required aspe%ts of the attrition analysis' using last yearGs data The s%aleranges from a s%ore of for 7Strongly Agree8 to a s%ore of 3 for 7Strongly ;isagree8
"arameters use! for t%e Sur'eyD
The fa%tors whi%h were ta,en into %onsideration for the attrition analysis surey are as followsD
1mployee moral
0erall Satisfa%tion of the %ompany
*ommuni%ation
Training and deelopmental a%tiities
.rooming stander
*ompany poli%y and %ode and %ondu%t
*areer .rowth and 0pportunist
Hor, 1nironment and Hor,ing *ondition
Saturday (eeting et%
23 SM".+*G ,ES+G*:-
23 "opulationD8
5opulation ta,en for the study is the Assistant ;epartment (anagers ?A;(@s and team leader of
Big BaCaar
232 Sample SizeD8
Sin%e the %ompany required responses from all the A;(s and team leaders' the sample siCe for
indiidual bran%hes were as follows'
Big BaCaar B(T* : - 3"
Big BaCaar Banashan,ari: - "
Big BaCaar ebal: - "
Big BaCaar 5uttenahalli: -2"
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23) S$$+S$+-. $//.S &SE, F/ *.4S+S:-
After data %olle%tion' statisti%al tools are used for analyCing the data and results are obtained
Erom the obtains results' findings and suggestions %an be done The statisti%al tools used in this
pro6e%t for analysis are
Eriedman Test
Simple per%entage analysis
-5"$ER81H 0E />T1RAT$R1
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RE3+E1 /F .+$ER$&RE
) "roblems face! by Big Bazaar:
B0TT/11*+S in infrastru%ture %an play a spoilsport in an otherwise booming retail se%tor%autioned industry e=perts at a retail %onferen%e organiCed re%ently by the >ndian Retail Eorum1=perts emphasiCed on %ompanies first %on%entrating on supply %hains and logisti%s before goingahead with e=pansion plans7Retail is not about ma,ing money' itGs about %reating %onsumer %hoi%es benefiting them andfinally ensuring %onsumer satisfa%tion >ndia has tremendous potential and it is up to the retailersto leerage upon it whi%h %an only be a%hieed by understanding the %onsumer and the mar,et'8
said Pi,ram Ba,shi' (;' (% ;onaldGsBa,shi further said that high attrition rate is a %ause of %on%ern among the retailers as they arenot ma,ing enough inestments for proiding proper training to the employees(%;onalds fa%es as high as K) per %ent attrition rate but the %ompany manages the problemthrough proper training modules' he added
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5uman capital management is a c%allenge for any +$ manager or line of business manager
in to!ayHs trouble! economy cIuiring maintaining an! promoting ey talente!
employees is especially !ifficult in to!ayHs maretplace %ere financial an! corporate
resources are stretc%e! t%in 4et managers %o t%in t%ey can tae ey employees for
grante! usually learn t%is isnHt t%e case88an! t%ey learn t%is lesson t%e %ar! ay Ciff ,a'is
Enterprise Senior 3ice "resi!ent of -ommunity @ -ontent Step%en 1ellman speas it%
Bill .arin "rincipal at EKecuti'e lliance about t%e c%allenges of %uman capital
management in to!ayHs maret
0n the fast food %hainNs e=pansion plans in >ndia' Ba,shi said (%;onaldNs will open %lose to !3new restaurants by the end of 2""# >t presently has ) restaurants>t may be mentioned that a study released by realty %onsulting firm Jones /ang /asalle (eghra6early last wee, had warned of a sha,eout in the retail industry due to problems fa%ed by playersin areas su%h as infrastru%ture' logisti%s and manpower
The %onferen%e witnessed parti%ipation from as many as 23" *10s of ma6or retail %hains thatdis%ussed issues fa%ed by industry players in the domesti% mar,et
The eent also saw parti%ipation from retailers li,e the Euture .roup' ShoppersN Stop' Spen%erNs'/ifestyle' Trent' .lobus and 5yramid among othersThe %onferen%e fo%used on arious issues regarding the e=isting retail and distributional%hannels' whi%h %an be synergiCed with the e=pansion in organiCed retail>ndiaNs retail se%tor is li,ely to %reate 2 million 6obs by 2""' a%%ording to an Asso%iated
*hamber of *ommer%e and >ndustry study
)2 .iterature Searc%D
*+,+-.usness De/nton %or0 attrton
ormal and un%ontrollable redu%tion of a wor, for%e be%ause of retirement' death' si%,ness' and
relo%ation >t is one method of redu%ing the siCe of a wor, for%e without management ta,ing any
oert a%tions The drawba%, to redu%tion by attrition is that redu%tions are often unpredi%table
and %an leae gaps in an organiCation
)22 merican 5eritage ,ictionary
*ounD8
A rubbing away or wearing down by fri%tion
2 A gradual diminution in number or strength be%ause of %onstant stress
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) A gradual' natural redu%tion in membership or personnel' as through retirement'resignation' or death
! Repentan%e for sin motiated by fear of punishment rather than by loe of .od
3 He belieed the de%line in attrition is a result of the %urrent e%onomi% %onditions' as wellas timing of our annual bonus pay-offs
)2) ttrition?-trshn@
A rubbing away or wearing down by fri%tion2 A gradual diminution in number or strength be%ause of %onstant stress) A gradual' natural redu%tion in membership or personnel' as through retirement' resignation' ordeath! Repentan%e for sin motiated by fear of punishment rather than by loe of .od
)2! ttrition L tr nN
The a%t of wearing away or the state of being worn away' as by fri%tion2 *onstant wearing down to wea,en or destroy ?often in the phrase war of attrition@) ?Business F >ndustrial Relations R Terms@ also %alled natural wastage a de%rease in the siCeof the wor,for%e of an organiCation a%hieed by not repla%ing employees who retire or resign! ?1arth S%ien%es F 5hysi%al .eography@ .eography the grinding down of ro%, parti%les byfri%tion during transportation by water' wind' or i%e *ompare
)23 1orl! Englis% ,ictionary
ttrition ( tr n) 8*
the a%t of wearing away or the state of being worn away' as by fri%tion
2 %onstant wearing down to wea,en or destroy ?often in the phrase war of attrition @
) Also %alled: natural wastage a de%rease in the siCe of the wor,for%e of an organiCationa%hieed by not repla%ing employees who retire or resign
! geography abrasion*ompare%orrosionthe grinding down of ro%, parti%les by fri%tionduring transportation by water' wind' or i%e
3 theol sorrow for sin arising from fear of damnation' esp as %ontrasted with %ontrition'whi%h arises purely from loe of .od
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U*!: from /ate /atin attrVtiW a rubbing against something' from /atin atterere to wea,en'from thereGre to rubX
*+,+1+ Attrton
Erom Hi,ipedia' the free en%y%lopedia
ttrition may refer to:
5hysi%al wear
/oss of personnel by Hithdrawal ?military@
Attrition ?medi%ine' epidemiology@' the loss of parti%ipants during an e=periment
Attrition ?dental@' the loss of tooth stru%ture by me%hani%al for%es from opposing teeth
Attrition ?weathering@' the wearing a way of ro%,s in the sea
>mperfe%t %ontrition' also ,nown as attrition' in *atholi% theology
Attrition warfare' the military strategy of wearing down the enemy by %ontinual losses in
personnel and material
*ustomer attrition' a business term used to des%ribe loss of %lients or %ustomers
/anguage attrition' the loss of a first or se%ond language or a portion of that language by
either a %ommunity or an indiidual
Har of Attrition' a limited war fought between 1gypt and >srael from 94K to 9#"
*+,+2+ Attenton to Attrton s 3e$ to Su&&ess04
Attrition is one of the most serious %on%erns of the organiCations today' irrespe%tie of the
industry in whi%h they are operating Attrition is all about people leaing organiCations with the
slightest proo%ation and haing no respe%t and %ommitment to the %ompany in whi%h they are
wor,ing
This arti%le is aimed at analyCing the employee attrition and on how to %ombat the same in the
organiCations
$en reasons on %y attrition arises
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>nternal networ,ing of employees must be en%ouraged to %reate team spirit a%ross the
organiCation /a%, of this ,ind of approa%h leads to attrition
2 5erforman%e goals must be defined %learly with updated 6ob des%ription Resour%eful
employees must be en%ouraged to %reate an atmosphere of %ollaboration and %ooperation
) 5rofessional deelopment is always aimed at future As >ndians are natural learners' the
organiCations should ta,e adantage of this trait and help them for oerall deelopment of their
professional as well as personal deelopment
! (anagers must try to manage relations with their subordinates at personal leel to get the
things done and to enhan%e produ%tiity of ea%h employee At the same time' they hae to
maintain Ndeta%hed atta%hmentN with the employees and not to indulge in any ,ind of emotional
relationship
3 ow rewards are awarded The Rewards 5oli%y must be transparent and this should be
announ%ed a%ross the organiCation to aoid misunderstanding and mis%ommuni%ation
4 1mployees are bound to dis%uss their salaries with their %olleagues >f there is any inequality
among them' then there is an issue for R
# .oals are not realisti% to e=plore the latent talent of the indiiduals and to leerage their
%ompeten%ies for the benefit of the organiCation This is another potential problem R has to
fa%e from the employees
K >f the su%%ession planning is not in pla%e' then one has to ineitably go for e=ternal talent hunt
when there is a need of senior positions to be filled >f they are alued high' then you will hae
another issue to resole
9 Iou hae to %ommuni%ate monetary benefits to the employees' offered from time to time The
importan%e of non-monetary rewards should not be ignored and managers hae to be trained in
offering these to employees to enhan%e their performan%e leels
" 5eople hae to be made aware of their %areer path and how they %an grow within the
organiCation 5eople hae understood the %ompeten%ies whi%h they hae to a%quire to moe
ahead in the organiCation at arious leels
ttrition 8 1%y people lea'e
5eople leae for two reasons
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@ *ompensation: >f the %ompensation is not maintained and managed in relation to the
employees +SAs ?+nowledge' S,ills and Attitude@' people may leae without noti%e
2@ (anagement: 1mployee relations management is most important fun%tion' whi%h has to help
the people to %on%entrate more on their tas, on hand and to be%ome result oriented
5o to calculate attrition rate
*losing employee Balan%e of last month Y =
*losing employee balan%e of %urrent month Y y
= M y Y aerage head %ount
Aerage head %ount diided by resigned employees of %urrent month Z "" Y attrition rate
*on%lusion
5o to manage ttrition
*ompensation and (anagement: *ompensation and (anagement must be managed based on
the +SAs ?+nowledge' S,ills' Attitude and 1=perien%e@ of the employees
2 *reate opportunities for employees: The *ompany has to %reate growth opportunities for
employees to enhan%e their learning e=perien%e and earning abilities
) 1ngaging employees: 1mployees must be engaged on %ontinuous basis and they should not
get bored with their wor,' whi%h %an be managed through internal transfers and training from
time to time
! Reiew re%ruiting pra%ti%es: Sele%tion and Re%ruitment poli%ies must be reiewed to suit the
growing needs of the organiCation
3 Te%hnology opportunities: /eeraging te%hnology to manage the organiCation and enhan%ing
the te%hni%al e=pertise of the employees will help organiCation grow without mu%h problem of
attrition
4 *areer 5ath for employees: 1mployee %areer path must be de%lared during the re%ruitment
pro%ess and should be e=plained to the re%ruited people
# Eeel Palued in 0rganiCation: on-finan%ial rewards' a pat on the ba%, in time and %elebrating
small a%hieements with great fan-fare will help employees feel alued in the organiCation
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K *onta%t with Senior (anagement: Senior (anagement should address employees periodi%ally
and should ma,e them feel li,e a family
9 Eeel 5art of the *ompanyNs (ission: The *ompanyNs mission must be reiterated from time to
time to reinfor%e the learning and e=perien%e of the people
" Attendan%e: 5oli%ies with regard to attendan%e must be %reatie and fle=ible
1du%ate employees on their impa%t: 1du%ate employees regularly on what ,ind of impa%t
they are %reating on organiCation through their %ontribution
2 Ele=ibility: >mmediate bosses' middle leel managers must be fle=ible and a%t as *hief
appiness 0ffi%ers to aoid triggers of attrition
The author is a R 5rofessional and trainer and at present he is asso%iated with imam %onsul
trainers' yderabad as *hief *onsul trainer
)) Employees satisfaction: -
A%%ording to 5 Subba Rao
Job satisfa%tion refers to a personGs feeling of satisfa%tion on the 6obs' whi%h a%ts as a motiationto wor, >t is not self-satisfa%tion' happiness or self-%ontentment but satisfa%tion on the 6ob
The term relates to the total relationship between an indiidual and the employer for whi%h he ispaid Satisfa%tion does mean the simple feeling state a%%ompanying the attainment of any goalDthe end-state is feeling a%%ompanying the attainment by an impulse of its ob6e%tie Jobdissatisfa%tion does mean absen%e of motiation at wor, Resear%h wor,ers differently des%ribedthe fa%tors %ontributing to 6ob satisfa%tion and 6ob dissatisfa%tion
oppo%, des%ribes the fa%tors %ontributing to 6ob satisfa%tion of 5sy%hologi%al' physiologi%aland enironmental %ir%umstan%es that %ause any person truthfully to say that > am satisfied withmy 6ob
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+n anot%er %an!
Job satisfa%tion is defined as the 7pleasurable emotional state resulting from the appraisal of
oneGs 6ob as a%hieing or fa%ilitation the a%hieement of oneGs 6ob alues8 >n %onstant' Jobdissatisfa%tion is defined as 7the unpleasurable emotional state resulting from the appraisal ofoneGs 6ob as frustration or blo%,ing the attainment of oneGs 6ob alues or as entailing disalues8oweer' both satisfa%tion and dissatisfa%tion were seen as 7a fun%tion of the per%eiedrelationship between what one per%eies it as offering one entailing
)) Factors of Job satisfaction
Job satisfa%tion refers to a general attitude whi%h an employee retains on a%%ount of many
spe%ifi% attitudes in the following areas:
@ 6ob satisfa%tion'
2@ >ndiidual %hara%teristi%s' and
)@ Relationships outside the 6ob
There are different fa%tors on whi%h 6ob satisfa%tion depends >mportant among them are
dis%ussed hereunder
(6) 5ersonal fa%tors:
They in%lude wor,ersG se=' edu%ation' age' marital status and their personal
%hara%teristi%s' family ba%,ground' so%io-e%onomi% ba%,ground and the li,e
(9) Ea%tors >nherent in the Job:-
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These fa%tors hae re%ently been studied and found to be important in the sele%tion of
employees >nstead of being guided by their %o-wor,ers and superisors' the s,illed
wor,ers would rather li,e to be guided by their own in%lination to %hoose 6obs in
%onsideration of Qwhat they hae to doG These fa%tors in%lude: the wor, itself'
%onditions' influen%e of internal and e=ternal enironment on the 6ob whi%h are
un%ontrolled by the management et%
(
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>n spite of my general s,epti%ism of Hars on Z' > thin, that the goal is a worthy oneD a
%ertain attrition rate for publi% uniersities is healthy and ne%essary' but the reasons forthat attrition should be related to a%ademi%s and maturity rather than to e%onomi%s
[/awyers' .uns and (oney
Bro,erage %ombinations often result in attrition' and the 6oint enture will need to fo%us
on retaining bro,ers' a%%ording to 5aul Tramontano' *10 of *onstellation HealthAdisors and a Smith Barney bro,er for # years
[Einan%ial Te%hnology etwor,
Between re%ruitment and re-training' attrition is not good for the %ity
[ews from wwwpantagraph%om
0utsour%ing buyers hae wiCened up by %hoosing nontraditional outsour%ing destinations
where attrition is ,ept at a leel pa%e and salary e=pe%tations are %ompetitie
[http:FFwwwglobalseri%esmedia%om
Agent attrition is redu%ed be%ause they hae a better feeling of %ompeten%y and su%%ess
[Heb Hire
Eor%ing the /iberals into a war of attrition is my own iew of strategy' not that of anyone
else
[Top Stories - .oogle ews
>f (errillNs thought here is that %utting bonuses wonNt hae any affe%t in attrition' theyNre
wrong
[;eal brea,er
0utsour%ing buyers hae wiCened up by %hoosing nontraditional outsour%ing destinations
where attrition is ,ept at a leel pa%e and salary e=pe%tations are %ompetitie
[http:FFwwwglobalseri%esmedia%om
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http://lefarkins.blogspot.com/2009/01/im-duly-impressed.htmlhttp://www.financetech.com/feed/showArticle.jhtml?articleID=212900394&cid=RSSfeed_FTN_Allhttp://www.pantagraph.com/articles/2009/02/07/news/doc498c81d00aec4336701496.txthttp://www.globalservicesmedia.com/WP02/index.php/2009/01/19/what-is-in-store-for-outsourcing-in-2009/http://www.theglobeandmail.com/servlet/story/RTGAM.20080912.wliveflanagan/BNStory/politics/home?cid=al_gam_mostviewhttp://www.globalservicesmedia.com/WP02/index.php/2009/01/19/what-is-in-store-for-outsourcing-in-2009/http://lefarkins.blogspot.com/2009/01/im-duly-impressed.htmlhttp://www.financetech.com/feed/showArticle.jhtml?articleID=212900394&cid=RSSfeed_FTN_Allhttp://www.pantagraph.com/articles/2009/02/07/news/doc498c81d00aec4336701496.txthttp://www.globalservicesmedia.com/WP02/index.php/2009/01/19/what-is-in-store-for-outsourcing-in-2009/http://www.theglobeandmail.com/servlet/story/RTGAM.20080912.wliveflanagan/BNStory/politics/home?cid=al_gam_mostviewhttp://www.globalservicesmedia.com/WP02/index.php/2009/01/19/what-is-in-store-for-outsourcing-in-2009/8/10/2019 Employee Jab Satisfaction
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oti%e how that %hanged after wiping out the little guy ] %heap produ%ts with built in
attrition' %ontaminated food and toys' fraudulent ban, deals
[/one Star Times
Hhile deelopment pipeline attrition is normal the attrition rate normallyappro=imates 3" per%ent of pro6e%ts planned' a%%ording to a statement from (arel' whohas %onsulted in the area hotel mar,et for )3 years
[+ansas *ity Business ews - /o%al +ansas *ity ews ^ +ansas *ity Business Journal
>n the fan aspe%t' youNre seeing a lot of %ars and teams where the part attrition is up when
you %an see the %ars run hard to a thousand foot without hitting the re limiter
[(otorsport%om: news
As > preiously mentioned' despite the slight in%rease in attrition' the $S residentialbusiness %ontinues to perform well
[.adgets Se%tor and Sto%,s Analysis from See,ing Alpha
>n terms of the pi%,up in attrition' what are you hearing about the drier of that
[.adgets Se%tor and Sto%,s Analysis from See,ing Alpha
But' yes' bringing the per,s on par with other bigwigs will bring down the attrition leel
to some e=tent' thou we all do understand that attrition is not a big problem for
[Te%h*run%h
As far as oluntary attrition is %on%erned' > thin, our own assessment is that going
forward we would see the downward trend on oluntary attrition' and at least our guess isthat it should be in high single digits ery soon
[Software Se%tor and Sto%,s Analysis from See,ing Alpha
The authors %ontend that professional bodies and eterinary s%hools %ould %onsider
proiding training in dealing with wor,-related distress to improe the psy%hologi%alwell-being of eterinarians and possibly redu%e the attrition from the profession
[http:FFwwwpr-inside%om
This way > %an say that employee attrition and satisfa%tion both are enter related to ea%h other
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)3 nalyze an! +nterpret Fin!ings:
> would li,e say that 1mployees satisfa%tion mean when organiCational produ%t and produ%tiity
will in%rease' there should be effe%tie relationship' better %o-ordination' and %o-operation andproper engagement in the wor, and responsibility that means there hae high employeeGssatisfa%tion and moral
1mployeeGs attrition is related with 1mployees Satisfa%tion' 1mployees moral'(otiation theory' and organiCation %ulture' employeeGs welfare' and 0pportunist
1mployees Attrition means when employee of organiCation leae there %ompanies ororganiCation for any reason that is %alled employees attrition
1mployeesG attrition and satisfa%tion is ery important for any organiCation be%ause 0rganiCation
and %ompany get right and proper (anpower at the right time who hae more enthusiasm andwho are so motiate for their indiidual goal and 0rganiCation goal
They hae massie ,nowledge and %onfiden%e for their a%hieement
)3 $urno'er cost for Employees ttritionD8
Met%o! 6D8
Hhile there are many te%hniques for %al%ulating the %ost of turnoer' the following is one of thebest >t ta,es into a%%ount e=penses inoled to repla%e an employee leaing an organiCation
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A Recruitment costD8the %ost to your business when hiring new employees in%ludes the following si= fa%tors plus "per%ent for in%identals su%h as ba%,ground s%reening:
Time spent on sour%ing repla%ement
Time spent on re%ruitment and sele%tion
Trael e=penses' if any
Re-lo%ation %osts' if any n TrainingFramp-up time
Ba%,groundFreferen%e s%reening
Additionally' for the positions that are billable' there is a lost opportunity %ost This %anbe done using the reenue fa%tor
B $raining an! !e'elopment cost:-To estimate the %ost of training and deeloping newemployees' start off by loo,ing at the %ost of new hireorientation This will mean dire%t and indire%t %osts' and %an be largely %lassified under thefollowing heads:
Training materials
Te%hnology
1mployee benefits
TrainersG time
* !ministration costD8additionally' you may want to measure the per-employee %ost to:
Set up %ommuni%ation systems
Add employees to the R system
Set up the new hireGs wor,spa%e
Set up >;-%ards' a%%ess %ards' et%
0n the softer side' to estimate the learning %ure orprodu%tiity %ost' estimate the aerage amount of time it ta,es an employee in a new position to
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get up to speed and produ%e at the aerage rate for the organiCation >f it ta,es a new employeesi= months to rea%h aerage produ%tiity' the aerage produ%tiity loss is 3" per%ent $se yourannual reenue fa%tor result and multiply it by the produ%tiity loss
The result of these %osts ?and an additional " per%ent to %oer other hiring %osts su%h as
ba%,ground %he%,s' %redit %he%,s' drug s%reening' and other administratie %osts@ %an gie youfairly a%%urate %al%ulation of turnoer %ost
The ideal methodology is:*ost of hiring employees ?hard and soft %osts@ M *ost of training and deeloping new employees?hard and soft %osts@ Y Total *ost of Poluntary TurnoerSour%e: Bristle%one >ndia
Met%o! 9D8
Some organiCations %al%ulate it at 3" per%ent of the yearly salary of the e=iting employee Eormanagerial and sales positions' the %ost %an go up to 2""-23" per%ent of the yearly salary of theemployee
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aerage' an aerage rate of employee turnoer of 23 per%ent and the %ost asso%iated withturnoer equialent to one-time salary
-5"$ER8 >
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5R0E>/1 0E *0(5AI
"R/F+.E /F $5E -/M"*4O/RG*+S$+/*OS4S$EM
"antaloon Retail (+n!ia) .imite!
5antaloon Retail ?>ndia@ /imited' is >ndiaGs leading retailer that operates multiple retail formats in
both the alue and lifestyle segment of the >ndian %onsumer mar,et eadquartered in (umbai
?Bombay@' the %ompany operates oer " million square feet of retail spa%e' has oer """ stores
a%ross 4 %ities in >ndia and employs oer )"'""" people
The %ompanyGs leading formats in%lude 5antaloons' a %hain of fashion outlets' Big BaCaar' a
uniquely >ndian hypermar,et %hain' Eood BaCaar' a supermar,et %hain' blends the loo,' tou%h
and feel of >ndian bazaars with aspe%ts of modern retail li,e %hoi%e' %onenien%e and quality and
*entral' a %hain of seamless destination malls Some of its other formats in%lude' ;epot' Shoe
Ea%tory' Brand Ea%tory' Blue S,y' Eashion Station' a//' Top "' mBaCaar and Star and Sitara
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The %ompany also operates an online portal' futurebaCaar%om A subsidiary %ompany' ome
Solutions Retail ?>ndia@ /imited' operates ome Town' a large-format home solutions store'
*olle%tion i' selling home furniture produ%ts and 1-_one fo%used on %atering to the %onsumer
ele%troni%s segment
5antaloon Retail was re%ently awarded the >nternational Retailer of the Iear 2""# by the
$sbased ational Retail Eederation ?RE@ and the 1merging (ar,et Retailer of the Iear 2""# at
the Horld Retail *ongress held in Bar%elona
5antaloon Retail is the flagship %ompany of Euture .roup' a business group %atering to the entire
>ndian %onsumption spa%e 5antaloon is not 6ust an organiCation - it is an institution' a %entre of
learning deelopment He beliee that ,nowledge is the only weapon at our disposal and our
quest for it is fo%used' systemati% and unwaering
At 5antaloon' we ta,e pride in %hallenging %onentions and thin,ing out of the bo=' in traelling
on the road less traeled 0ur %orporate do%trine QRewrite Rules' Retain PaluesG is deried from
this spirit
0er the years' the %ompany has a%%elerated growth through its ability to lead %hange A number
of its pioneering %on%epts hae now emerged as industry standards Eor instan%e' the %ompany
integrated ba%,wards into garment manufa%turing een as it e=panded its retail presen%e at the
front end' well before any other >ndian retail %ompany attempted this >t was the first to introdu%e
the %on%ept of the retail departmental store for the entire family through 5antaloons in 99# The
%ompany was the first to laun%h a hypermar,et in >ndia with Big BaCaar' a large dis%ount store
that it %ommissioned in +ol,ata in 0%tober 2"" And the %ompany introdu%ed the %ountry to the
Eood BaCaar' a unique NbaCaarN within a hypermar,et' whi%h was laun%hed in July 2""2 in
(umbai 1mbra%ing our leadership alue' the %ompany laun%hed a// in July 2""3 in (umbai'
ma,ing us the first retailer in >ndia to open a fashion store for plus siCe men and women
Today we are the fastest growing retail %ompany in >ndia The number of stores is going to
in%rease many folds year on year along with the new formats %oming up The way we wor, is
distin%tly 5antaloon 0ur %ourage to dream and to turn our dreams into reality that %hange
peopleGs lies' is our biggest adantage 5antaloon is an initation to 6oin a pla%e where there are
no boundaries to what you %an a%hiee >t means neer haing to stop as,ing questionsD it means
neer haing to stop raising the bar >t is an opportunity to ta,e ris,s' and it is this passion that
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ma,es our dreams a reality*ome enter a world where we promise you good days and bad days'
but neer a dull moment\
Future Group
Euture .roup is one of the %ountryGs leading business groups present in retail' asset management'
%onsumer finan%e' insuran%e' retail media' retail spa%es and logisti%s The groupGs flagship
%ompany' 5antaloon Retail ?>ndia@ /imited operates oer " million square feet of retail spa%e'
has oer '""" stores and employs oer )"'""" people Euture .roup is present in 4 %ities and
43 rural lo%ations in >ndia Some of its leading retail formats in%lude' 5antaloons' Big BaCaar'
*entral' Eood BaCaar' ome Town' e_one' ;epot' Euture (oney and online retail format'
futurebaCaar%om
Euture .roup %ompanies in%ludes' Euture *apital oldings' Euture .enerali >ndia >ndus /eague
*lothing and .ala=y 1ntertainment that manages Sports Bar' Brew Bar and Bowling *o Euture
*apital oldings' the groupGs finan%ial arm' fo%uses on asset management and %onsumer %redit
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>t manages assets worth oer L billion that are being inested in deeloping retail real estate and
%onsumer-related brands and hotels
The groupGs 6oint enture partners in%lude >talian insuran%e ma6or' .enerali' Eren%h retailer
1TA( group' $S-based stationary produ%ts retailer' Staples >n% and $+-based /ee *ooper and
>ndia-based Talwal,arGs' Blue Eoods and /iberty Shoes Euture .roupGs ision is to' 7delier
1erything' 1erywhere' 1ery time to 1ery >ndian *onsumer in the most profitable manner8
The group %onsiders Q>ndian-nessG as a %ore alue and its %orporate %redo is- Rewrite rules'
Retain alues
-ompany 5istory
4ER E3E*$S
9K#
- The *ompany was in%orporated on the 2th 0%tober' under the
name of (anC Hear 5riate /imited
99
- The *ompany was %onerted into a 5ubli% /imited *ompany
under the name of (anC Hear /imited on 2"th September
- The *ompany name was %hanged to 5antaloon Eashions ?>ndia@
/imited ide %ertifi%ate of in%orporation dated the 23 thSeptember
- The *ompany is engaged in the manufa%ture and mar,eting of
quality Ready-made .arments for men' in%luding Trousers'
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Shirts' ;enims' BlaCers and Sleep Suits' at its units lo%ated at Andheri in Bombay
- The *ompanyNs 5rodu%ts are being mar,eted under the brand
name 5ATA/00 and BAR1 1*1SS>T>1S through a networ, of oer )""
dealers spanning the (etro and *lass l %ities in the %ountry
- The *ompany is promoted by Shri +ishore Biyani' friends and
asso%iates
992
- The *ompany has su%%essfully laun%hed the 5antaloon Trousers'
Shirts' ;enims' Sleep Suits and other ready-made garments
- The *ompany re%ently made a 5ubli% >ssue of 23'33'""" equity
shares of Rs"F- ea%h for %ash at par in (ay The *ompany
has allotted )4'3#'"" 1quity Shares on 2Kth July in %onsultation
99!
- The *ompany is laun%hing a new brand of shirts %alled `John
(illerN at affordable pri%es
993
-5antaloon Eashions ?>ndia@ /imited has laun%hed John (iller shirts
994
-5antaloons Eashions ?>ndia@ /td has laun%hed the Ior,er to %on%ede
with the world %up
99#
- The *ompany has laun%hed womenNs wear' %hildrenNs wear and
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- The %ompany share transfer %ommittee' hae allotted "'""'""" o
of equity shares of Rs "F- ea%h at a premium of Rs ))F- per
share on priate pla%ement basis to >*>*> /td AF% Stru%tured
5rodu%ts Eund
- The total paid up %apital of the %ompany is '23'9'!) oof
equity shares of Rs "F- ea%h' >*>*> /td AF% Stru%tured
5rodu%ts Eund will be holding #99 of the enhan%ed share
%apital
- 5antaloon Retail ?>ndia@ /td has laun%hed stainfree with S%ot%hgard'
a new range of formal shirts and trousers
2""
-Retail ma6or 5antaloons has forged an allian%e with Arind (ills for
the supply of fabri% and apparel for its in-house brands
-Einalised a leasing deal to o%%upy 3"'""" sq ft of spa%e for Rs 23la,h
->ssue of ! million equity shares of Rs"F- ea%h to the 5romoters of
the %ompany on a preferential basis at a pri%e as per S1B> .uidelines
-Tied up with Andhra 5radesh andloom HeaersG *o-operatie So%iety
and ational >nstitute of Eashion Te%hnology
2""2
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-5antaloon Retail >ndia /td has informed that the Board of ;ire%tors
of the %ompany has allotted !" la% equity shares to the promoters and
their asso%iates on preferential basis at a pri%e of Rs)3" per
share
-5romoters sell 3K!"9K shares
-5antaloon has laun%hed a range of the moie-spe%ifi% mer%handise
su%h as noteboo,s' folders' pens' mouse pads et%
->n%iden%e of fire o%%urred at one of AT( %entre in (aheshwari 5laCa
(allFBig BaCaar at Abids' yderabad
- 5referential >ssue of K'43'""" 1quity shares of Rs" ea%h at a
premium of Rs!" per share to 5romoters Asso%iates
2"")
-Allotment of K'43'""" equity shares to the promoters and their
asso%iates on preferential basis at a pri%e of Rs3"F- per shares as
approed by the members of the %ompany at their meeting held on
;e%ember 2"' 2""2
-*hange of Registered 0ffi%e from N5antaloon ouseN' .-' (>;*'
*ross Road A' Andheri ?1ast@' (umbai - !"" "9) to N+nowledge ouseN'
0ff Jogeshwari-Pi,hroli /in, Road' Shyam agar' Jogeshwari ?1@'
(umbai - !"" "4" wef January )' 2"")
-A%quires the trademar, and e=%lusie li%ensing rights for apparel
brand orules in >ndia' from $S-based orules >n%
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-Eorged an allian%e with >*>*> /ombard to offer one year free
insuran%e %oer to %ustomers a%quiring gold from .old BaCaar
-Teams up with >talian apparel behemoth (oda (usi%a to mar,et its
%asual sportswear brand $(( in the domesti% mar,et
-Re%eied a letter from >*>*> Penture Eunds (anagement *ompany
/imited' in whi%h they hae stated that they hae sold 2'#'"K)
shares aggregating to 2"! of the total paid-up %apital of the
*ompany as on September 2' 2"")
->*>*> Penture Eunds (anagement *ompany /td sells 2#99"" equity
shares of the %ompany' bring down the sta,e in the %ompany to ))#
?!!9"# shares@
-Board approes a proposal to allot 93 la,h shares ?of Rs " ea%h@
to promoters and asso%iates at premium of Rs "2 per share
-5romoters sell !4 sta,e of the %ompany
-5antaloon >ndustries /td a%quires )'""'""" shares aggregating to
3# of the paid up equity share %apital of the %ompany
-Ameri%an Eunds >nsuran%e Series .lobal Small *apitaliCation Eund
hae a%quired 2'"9'3"" shares of 5antaloon Retail >ndia /td
representing 32 of the total paid up %apital of the *ompany
2""!
-5antaloon Retail ?>@ /td enters into Strategi% allian%e with Arind
Brands /td
-5antaloon Retail %alls off strategi% allian%e with Ar%us /td
-Appoints (r Ped 5ra,ash Arya as *hief 0perating 0ffi%er (r Arya
will ta,e %harge of the retail operations of the %ompany
-Ties up Arind Brands /td for Ruf Tuf brand at its Big BaCaar
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outlets a%ross the %ountry
-5antaloon Retail ?>ndia@ /td has signed a memorandum of
understanding ?(o$@ with +J Somaiya >nstitute of (anagement
Resear%h Studies to offer a spe%ialised %ourse in retail management
-5antaloon 6oin hands with $nite%h for home stores %hain
2""3
-The 5antaloon Retail has made an offer under Regulation " of the
S1B> ?SAST@ Regulations to the 5ubli% shareholders of .ala=y
1ntertainment *orporation /td ?Target *ompany@ to a%quire upto
2'3!2'!"" fully paid equity shares of Rs "F- ea%h' representing in
the aggregate 2" of the 5ost issue oting %apital at a pri%e of Rs
3F- ?Rupees Eifty 0ne only@ per share ?the 0ffer pri%e@ payable in
%ash sub6e%t to the terms %onditions mentioned
-5antaloon sets up restaurant at Bangalore *entral all
2""4
-5antaloon Retail enters into an agreement with *apita/and Singapore
-5antaloon Retail 6oin hands with management s%hools a%ross the
%ountry
-5antaloon Retail >ndia /td has laun%hed its newest retail enture
`;epotN
-5antaloon Retail - Strategi% allian%e agreement with Ru%hi Soya
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>ndustries
-5antaloon Retail signed (0$ with Blue Eoods on July )' 2""4
-5antaloon Retail signs (0$ with (anipal ealth Systems on August "3' 2""4
2""#
-5antaloon Retail >ndia /td has entered into a 3":3" 6oint enture
?JP@ with A=iom Tele%om //*' $A1' to do sour%ing and wholesale
distribution of mobile handsets' a%%essories and setting up seri%e
%entres and Authorised After Sales Seri%e *entres for mobile
handsets in >ndia
5ierarc%y of "antaloon (Future Group)
(r +ishore Biyani' (anaging ;ire%tor
(r .opi,ishan Biyani' Hhole time ;ire%tor
(r Ra,esh Biyani' Hhole time ;ire%tor
(r Ped 5ra,ash Arya' ;ire%tor
(r Shailesh aribha,ti' >ndependent ;ire%tor
(r S ;oreswamy' >ndependent ;ire%tor
;r ; 0 +oshy' >ndependent ;ire%tor
(s An6u 5oddar' >ndependent ;ire%tor
(s Bala ;eshpande' >ndependent ;ire%tor
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(r Anil arish' >ndependent ;ire%tor
Ra,esh Biyani *10 - Retail
Anshuman Singh *10 - Palue Eashion
;amodar (all *10 - >n%ubation >nnoation
ans $deshi' *10 - .eneral (er%handising
em%handra Jaeri' *10 - ome Solutions Retail ?>ndia@ /td
+ailash Bhatia' *10 - >ntegrated (er%handising .roup
(adhumati /ele' *10 - Seri%es
Ra6an (alhotra ' *10 - Big BaCaar
Sadashi aya,' *10 - Eood BaCaar
San6ee Aggarwal' *10 - 5antaloons
Pishnu 5rasad ' *10 - *entral Brand Ea%tory
E0$;1R: (r +ishore Biyani
" @ . ccount: -
5rofit /oss a%%ount ------------------- in Rs *r -------------------
Jun N"3 Jun N"4 Jun N"# Jun N"K Jun N"9
2 mths 2 mths 2 mths 2 mths 2 mths
>n%ome
Sales Turnoer '"K!)9 '94"K4 )')9)!# 3'293KK 4'44!2
1=%ise ;uty "2K """ """ """ """
et Sales '"K! '94"K4 )')9)!# 3'293KK 4'44!2
0ther >n%ome K" )4K 93K3 #"3 #9
Sto%, Ad6ustments 2##" 2)!3 )422 4!! )3)
Total >n%ome '299 2'9K49 )'K3!! 3'92#)! #'"4)2
1=penditure
Raw (aterials K!!K '3"2)" 2'4"43 !'#"42 !'K)3"4
5ower Euel *ost 293 )#! 43 #K2" 9K9#
1mployee *ost 3"#3 2#2 2"##! 2#3#K 2#39!
0ther (anufa%turing 1=penses 33) 233 44! 22!4 49!
Selling and Admin 1=penses 39K9 )) 334#" #2!K K#K2#
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(is%ellaneous 1=penses )3"2 3343 9)!" #34! 2)#"
5reoperatie 1=p *apitalised """ """ """ """ """
Total 1=penses '2#)2 2'"!2#! )'3)#4! 3'!!4KK 4')!22K
-apital Structure: -
*apital Stru%ture
5eriod >nstrument AuthoriCed *apital >ssued *apital - 5 A > ; $ 5 -
Erom To
?Rs %r@ ?Rs %r@ Shares ?nos@ Ea%e Palue *apital
2""K 2""9 1quity Share 4" )K"# 9")2"4#) 2 )K"4
2""# 2""K 1quity Share )3 )K4 392932 2 )K
2""4 2""# 1quity Share )3 29)3 !4#3)43 2 29)
2""3 2""4 1quity Share )3 24K9 24KK!42 " 24K
2""! 2""3 1quity Share 23 22 299##)4 " 22
2"") 2""! 1quity Share 23 9! 9)#!) " 92""2 2"") 1quity Share 23 KK KK!!) " K
2"" 2""2 1quity Share K #)2 #)9!) " #)
2""" 2"" 1quity Share ! ))2 ))9!) " ))
999 2""" 1quity Share ! 232 239!) " 23
99K 999 1quity Share " 924 924!!) " 92
99# 99K 1quity Share " #"9 #"9"3"" " #"
994 99# 1quity Share # !#) !#2#""" " !#
992 994 1quity Share K !#) !#2#""" " !#
99 992 1quity Share 3 "# "499"" " "
99" 99 1quity Share " ""# #""" "" ""
9"3 9"3 1quity Share ! 232 239!) " 23
Big BaCaar is a %hain of hypermar,et in >ndia' whi%h %aters to eery familyGs needs and
requirements This retail store is a subsidiary of Euture group' 5antaloons Retail >ndia /td and is
an answer to the $nited StatesG Hal-(art Big BaCaar has released the doors for the fashion
world' general mer%handise li,e sports goods' %utlery' %ro%,ery' utensils' and home furnishings
et% at best e%onomi%al pri%es
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Operaton !anagerSales !er&'andsng !anager
Store !anager 3art'a
Assstant store !anager 5prs!6
Depart!ent !anager
Assstant Depart!ent !anager 5paragrap'6
Tea! leader
Tea! !e!"er 5Sart'6
Big BaCaar group offers more than !" stores all oer the %ountry with an amalgamation of
>ndian baCaarsG feel and tou%h with a %onenien%e and %hoi%e of the modern retail fa%ilities The
retail format of the Big BaCaar group in%ludes Aadhar' Rural ome-Town retail %hain' 1Cone
home-improement %hain' sportswear retailer' depot and musi% %hain is few among others
!! /rganization Structure:
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Eig: - ) Big BaCaar ?organiCation@ >nternal Stru%ture
(enGs wear 5lasti% /adies hand bag /ie +it%hen
/adies wear $tensils Eoot wears Eruits and Pegetable
+ids wear *ro%,ery Toy sports Eood aar
ome Eashion ome ;%or B; oon food
Hat%h and Sunglas /uggage 1le%troni% Staple ;a,shin Sagar
Eurniture Eit and ealth 0thers
Shringar ?Beauty@
Typi%al store Stru%ture for 1mployees in Big BaCaar
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Store
Manager
Sales andMachinery
Assistant
storeAssistant
StoreAssistant
Store
Assistant
Structure
ManunatKa!al"h
#ari $a%u
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!3 -ompetitorsD-
Big BaCaar group offers more than "" stores all oer the %ountry with an amalgamation of>ndian baCaarsG feel and tou%h with a %onenien%e and %hoi%e of the modern retail fa%ilities Theretail format of the Big BaCaar group in%ludes Andhra' Rural ome-Town retail %hain' 1-Conehome-improement %hain' sportswear retailer' depot and musi% %hain is few among others
Big BaCaar is big Retail *ompany in >ndia and it has so many business %ompetitors
/i,e
Relian%e Retail shop
Spen%er
Brand Ea%tory
Star BaCaar
S ( Eood 5laCa and
Some other %ompany
As aboe is mention must Big BaCaar hae lots of small or big %ompetitor but it is not thatmu%h affe%ted by their %ompetitor The basi% reason is that there is no any big retail who %an%ompetitor Big BaCaar in B(T* be%ause
Spen%e is ery small and there are selling only Eruits and egetable
Brand Ea%tory is only for menGs wear' ladies wear' ,ids wear and traditional dress and
latest fashion
Star BaCaar: Star BaCaar is a big shopping mall but it is not near to Big BaCaar B(T* its
out off 3 +( from Big BaCaar B(T* thatGs why not a issue is for it
S ( Eood 5laCa is a big shopping mall but it is only for staple' Eruits and Pegetable not
for all goods and seri%es whi%h is aailable in (ust Big BaCaar in B(T*
Relian%e Store in B(T* : Relian%e store in B(T* is also a small store there has limited
seri%e and produ%t he is not %ompletely able to %ompete Big BaCaar
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These are the basi% reason by whi%h Big BaCaar is getting su%%ess %ontinuous without any
obsta%le
!K *umber of Branc%esD8
Big baCaars hae so many bran%hes in >ndia most of bran%hes are all ready dis%ussed aboe >n
%hapter no /i,e bran%hes Bangalore' ;elhi' *hennai' *oa%hing' +ol,ata' Bihar' Jhar,hand'5un6ab' Sri agar' Andhra 5radesh' $ttar 5radesh e%t'
All of these states hae so many bran%hes of Big BaCaar and all Bran%hes are handling by +ishorBiyani and +artha
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Format of Retail Sector in +n!iaD8
Eig: - Big BaCaar store in >ndia
*A5T1R 3
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*.4S+S *,+*$ER"R+$$+/*S /F ,$
*.4S+S *, +*$ER"RE$$+/* /F ,$D8
3 "reliminary nalysis:-
The 5reliminary analysis %omprises of analysis of attrition from se%ondary data whi%h was
obtained from the SA5 ;atabase' whi%h was then %lassified based on three fa%tors:
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/ast ) months attrition analysis an indi%ator of infant attrition' a predi%tor of improper
implementation of re%ruitment pra%ti%es and may be e=ternal fa%tors su%h as
improement of 6ob mar,et after the re%essionary effe%ts
2 /ast si= months attrition analysis ?AugG"9 to EebG"@ was done as per %ompany
requirements
) Iearlong attrition analysis ?JanG"9 to EebG "@ was done to get an oerall perspe%tie of
the trend in attrition rates per month
ttrition formula:
*ommon methodology in %al%ulating Attrition Rate
The approa%h to this %al%ulation might ary from organiCation to organiCation Hhile a few
te%hniques are %ommon' there are no proen theories
The most %ommonly used formulae are :
Total umber of Resigns per month ?Hhether oluntary or for%ed@ Z ""-----------------------------------------------------------------------------------------
?Total umber of employees at the beginning of the month M total number of new 6oinees - totalnumber of resignations@
Total Terminations in a month-------------------------------------------------------------------------------------
?Total ead *ount at the beginning of the month@ M ?Total ew ires@
Total oof employee left Z ""-------------------------------------------
Total o 0f employees present
umber of employee separations-inoluntary separations Z ""-------------------------------------------------------------------------------------
OAerage employee %ount?OAg employee %ount Y January month strength M ;e%ember month strength@
3 Attrition Rate Analysis in Big BaCaar B(T*: )2#K
Attrition ead %ount ewly Joined Attrition
Iear ?2""@
January 2# 2"" " )3"
Eebruary 2) 2" 9 "93
60 | P a g e
8/10/2019 Employee Jab Satisfaction
61/120
(ar%h 2) 222 2 ")4
April 2K 2!" 2) 4#
(ay )" 2!3 22!
June K 232 2) #!"
July )2 239 2! 2)4
August 2K 24 22 "#2 September 29 24# 23 "K4
0%tober )3 2!4 2# !22
oember !" 2!3 2) 4))
;e%ember !) 2#" 24 39)
Aerage Attrition rate ?(onthly@: 29
Table 3: Attrition Analysis in Big BaCaar B(T*
7ear
5,8-
86
Fe"r
uar$
Aprl
9une
Augu
st
O&to"er
De&e!"er
,2
,* ,*
,:*8
-:
*,
,: ,;
*-,+,=>2+-=>-,+*1>-8+2,>-8+:1>-=+,,>-1+**>-
>nferen%e:-
Erom the aboe %al%ulation we hae determined that the %urrent monthly attrition rate is 29'
these amounts to appro=imately 3" annually
32Attrition Rate Analysis >n Jayanagar:
61 | P a g e
8/10/2019 Employee Jab Satisfaction
62/120
Iear ?"9
to "@ Attritions ead %ount ewly Joined Attrition
September
! # # 94
0%tober
" K# K 3)3oember
9 # 4 #49
;e%ember! 2" 24
January9 3) " 3KK
Eebruary" !2 9 #"!
(ar%h" )) 2 #32
AprilK K ! 4#K
(ay) 4 2) 2"
June
9 2" 2 3K)
July) !3 9 K9#
August
K #K # !!9
Aerage Attrition Rate in Jayanagar ?(onthly@: )"#
Categor$ - Categor$ , Categor$ * Categor$ =8
8+
,8>
-8>
-,>
&ercentage
Strongl$ agree Agree Neutral
Strongl$ dsagree Total
>nferen%e:-
Erom the total respondents 4 are strongly agree that they hae %areer goals and futureprospe%ts and !" and agree if they effort strongly than organiCation gie %han%e for %areer and
73 | P a g e
8/10/2019 Employee Jab Satisfaction
74/120
2" are neutral they do not hae any idea for that and 2! employees are strongly disagree theysaid their theyGre do not hae su%h ,ind of opportunities for %areer oriented person
9
8/10/2019 Employee Jab Satisfaction
75/120
-8>
*8>
*8>
-1>
-=>
&ercent
Strongl$ agree
Agree
Neutral
Dsagree
Strongl$ dsagree
>nferen%e:
Erom the total respondents K who are strongly agree with organiCation and !" agree' )"eutral who donot hae any idea about Job' and 22 employees of organiCation who aredisagree with it they say there hae no any large pi%ture of the organiCation in Job
9
8/10/2019 Employee Jab Satisfaction
76/120
Table: (easurement of 6ob performan%e in per%entage
- , * = nferen%e:
Erom the total respondent " of respondent strongly agree that they ,now how e=a%tly of whatis being e=pe%ted out of them and 2"agree with them and )2 neutral in this way and onlyK employee who are not agree with it
9
8/10/2019 Employee Jab Satisfaction
78/120
per%entage
Strongly agree 3 " " "
Agree 3 )" )" !"
eutral 3 )" )" #"
;isagree K 4 4 K4
Strongly disagree # ! ! ""
Total 3" "" ""
*hart: organiCation a%%ommodates their personal needs
-,>
:>
,2>
+re,uency
Strongl$ agree Agree Neutral Dsagree Total
>nferen%e:-
Erom the total respondents K of the respondents are agreeing that There are a spirit of %o-operation among staffs and 3 are only agree with that %on%ept' and 2 employees areneutral with their idea be%ause they do not interest in this aspe%t and3 of employees arestrongly disagree with their %on%ept about %o-operation
9
8/10/2019 Employee Jab Satisfaction
83/120
Strongly agree ! K K K
Agree 2 !2 !2 3"
eutral ) 24 24 #4
;isagree K 4 4 ""
Total 3" "" ""
*>-,>
:>
,2>
*arget in &ercent
Strongl$ agree Agree Neutral Dsagree Total
+nterference:
Erom the total respondents 22 respondents are agree with target whi%h is gien by %ompanybe%ause it motie organiCation employees and for%e them to perform well'! respondents arestrongly agree and ! respondent hae not any idea for this and K respondents are strongly
disagree with target
83 | P a g e
8/10/2019 Employee Jab Satisfaction
84/120
9
8/10/2019 Employee Jab Satisfaction
85/120
9 $%e sub8or!inates feel t%at t%e or timings are fleKible
Erequen%y per%ent Palid per%ent *umulatie
per%ent
Strongly agree ) 4 4 4
Agree 2 2! 2! )"
eutral K 4 4 !4
;isagree 2# 3! 3! ""
Total 3" "" ""
Table for Sub-0rdinates feel fle=ible with time
Strongl$ agree Agree Neutral Dsagree Total
*-, :
,2
8/10/2019 Employee Jab Satisfaction
86/120
+nferenceD
Erom the respondents only 4 respondents are strongly agree with wor,ing time' 2! are 6ustagree with that but 4 respondents do not hae proper idea with that and 3! respondents aredisagree with wor,ing time they want some manipulation in it
9
8/10/2019 Employee Jab Satisfaction
87/120
Strongl$ agree@ -
Neutral@ -8>
Dsagree@ -->
Total @
-o!'any 'olicies
+nferenceD
Erom the total respondent # respondents are strongly agree with %ompany poli%ies and only3 respondents are agree with their %ompany poli%ies and 9 respondents are neutral with
%ompany they say they do not hae any idea with poli%ies and 9 respondents are disagree with%ompany poli%ies
89 | P a g e
8/10/2019 Employee Jab Satisfaction
90/120
9
8/10/2019 Employee Jab Satisfaction
91/120
9
8/10/2019 Employee Jab Satisfaction
92/120
+nferenceD
Erom the total respondents 2" of respondents are strongly agree that there sub-ordinatesre%eied a through orientation about 6ob and offi%e when they 6oined and 2" are neutral on thatand 2" are strongly agree for that and 2" are disagree for that
9
8/10/2019 Employee Jab Satisfaction
93/120
Strongl$ agree Agree Neutral Dsagree
,
*,
==
,,
&ercent
Per&ent
+*FERE*-ED
Erom the total respondents 2! of the respondents are strongly agree that the trainingprogram were effe%tie in improing produ%tiity and )" respondents are only agreewith training program is effe%tie and important but out of "" respondents 24respondents are neutral with that they say they do not hae e=a%t idea regarding it and2" respondent are not agree with training program
9
8/10/2019 Employee Jab Satisfaction
94/120
Strongly
disagree
4 2 2 ""
Total 3" "" ""
Strongl$ agree@ ,>
Agree@ *,>
Neutral@ ==>
Dsagree@ ,,>
co!'ensation
>nferen%e:
Erom the total respondents K of the respondents are agree sub-ordinates re%eied a throughorientation about their 6ob and offi%e when they 6oined and 22 are only agree with%ompensation whi%h is paid to them and 24 neutral they say they do not hae proper idearegarding their %ompensation' )2 respondents are disagree with it and 2 respondents arestrongly disagree with %ompany %ompensation
9n .eneral' They are satisfied with the organiCation
Erequen%y 5er%ent Palid per%ent *umulatie
94 | P a g e
8/10/2019 Employee Jab Satisfaction
95/120
per%ent
Strongly agree 2 2 2
Agree 4 )2 )2 )!
eutral 22 !! !! #K
;isagree 22 22 ""
Total 3" "" ""
Strongl$ agree Agree Neutral Dsagree
,
*,
==
,,
&ercent
Per&ent
+*FERE*-E:
Erom the total resonan%es 2 strongly agree of the respondents and )2 of respondents are 6ustagree with organiCational satisfa%tion and !! respondents are neutral with that they say their donot hae %lear idea regarding that and 22 of respondents are disagree with organiCationalsatisfa%tion
95 | P a g e
8/10/2019 Employee Jab Satisfaction
96/120
9> Ma#or reasons for attrition8Frei!mans $estD
By means of EriedmanGs test we hae determined the top 3 reasons for attrition and the following
are the results of this test The top reason %ited for attrition has been sele%ted as the independentariable for the study
Reasons for attrition EriedmanGs Test result
Better opportunity 2#K
(arriage 4)!
/ong wor,ing hours )"3
/ess salary K3
Si%,ness 4)!
*ompany poli%ies 4)#
Hor, pressure )93
/eae 3)2
Table: !! Reasons for attrition using EreidmanGs Test
;; Re!uce Employee $urno'er
1mployee attrition is a %ostly dilemma for all organiCations*ontrol attrition with effe%tie %ommuni%ation - build strong' high-performan%e teams
33 +s $$R+$+/* important to your organization
1mployee attrition %osts 2 to K monthsG salary for ea%h leaing manager or professional'and ! to 4 monthsN pay for ea%h leaing %leri%al or hourly employee A%%ording to a study by>psos-Reid' )" of employees plan to %hange 6obs in the ne=t two years ;o the math anddis%oer how mu%h your %ompany may pay for attrition
96 | P a g e
8/10/2019 Employee Jab Satisfaction
97/120
Although employee turnoer %an help organiCations eole and %hange' an Ameri%an(anagement Asso%iation surey showed that four out of fie *10s iew employee retentionas a serious issue for organiCational su%%ess >f managers ,now the real %auses of attrition'managers %an %ontrol attrition and retain employees 1a%h retained employee %an sae money
and lead to better
332 1%y Employees .ea'e
(ost employees leae their wor, for reasons other than money and your organiCation %an%orre%t these reasons (ost leaing employees see, opportunities that allow them to use anddeelop their s,ills /eaing employees want more meaning in their wor, They oftenindi%ate that they want to use their qualities and s,ills in %hallenging teamwor, led by%apable leaders
(anagerial staff %ite 7%areer growth8 and 7leadership8 as the ma6or fa%tors that
influen%e attrition and retention' together with 7opportunities for management87ability of top management8 7use of s,ills and abilities8 and wor,Ffamily balan%e
5rofessional employees %ite %on%erns about 7superisory %oa%hing and %ounseling'8
7%ompany dire%tion8 and interesting wor,
*leri%al employees oi%e %on%erns su%h as 7type of wor,'8 7use of s,ills and
abilities8 and opportunities to learn
ourly employees noti%e whether they are treated with respe%t' hae %apable
management and interesting wor,
33) Employee /rientation:-
ew employees who attend a positie orientation program are #" more li,ely to be withthe %ompany three years later ?*orning .lass@
33! MergersOcIuisitions
/ee e%ht arrison' a R %onsulting firm' adises' Ear more employees will leaefollowing a restru%turing than are laid-off or terminated as a result of downsiCing This losttalent' and %ost %an be minimiCed through good %ommuni%ation
333 EKit +nter'ies
1=it interiews proide an e=%ellent sour%e o