1

Case study

on

HUMAN RESOURCES MANAGEMENT

Of

“BIG BAZAAR”

ABOUT BIG BAZAAR:-

Big Bazaar is a chain of department stores in India currently with 100 outlets.

It is owned by Pantaloon Retail India Ltd, Future Group. It works on the sameeconomy model as Wal-Mart and has been successful in many Indian cities andsmall towns.

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HUMAN RESOURCE MANAGEMENT IN BIG BAZAAR:-

The HR department of Big Bazaar is very dynamic.

Employees are the biggest strength and asset of any organization and the HRdept realizes this very well.

This is very evident from the way the HR department handles all itsemployees.

They take utmost care to select, train, motivate and retain all the employees.They have continuous developmental Programs for all the employees.

There are two shifts for the employees.

The first shift employees arrive at 10AM in the morning and leave at 7.30 inthe evening, while the second shift employees report at 12.30 in the afternoonand leave at the time of Store closing (10pm).

HR MANAGEMENT IN RETAIL:

“In today’s Era it is difficult to gain an edge through unique productofferings, since today’s customers has easy access to a wide selection ofgoods.”

Retailers are striving to create a superior store experience for consumers – Toincrease sales & Customer Loyalty

Major Retail Variable Assets are: Inventory Labour Retailer’s single largest controllable expense Through Employees Brand’s Deliver:

Customer Service & Experience Revenue Brand Differentiation

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OBJECTIVE OF THE ORGANIZATION HRM:

The protection of its employees is Big Bazaar first priority becauseemployees are the asset of this company. To maintain the global corporatestandard Big Bazaar focuses on the need for safe working environments.

Big Bazaar has resolved to provide a safe working environment for all theiremployees, contractors and visitors and they are trying to implement Healthand safety practices and programs at all working places objectives of theorganization are

METHOD OF HRM AT BIG BAZAAR:

According to HR manger of Big Bazaar, Gwalior, “Hiring persons withRight Attitude is important in all organizations”

The HR Function in Retail Involves: Identifying Various roles in organizations Recruiting people with the right attitude to fit the jobs. Training Motivating Employees Evaluating employee performance

HRM MODELS:

The source approach to HRM gives importance on an employee to be‘resourceful’ who increases performance by using motivation,communication, leadership to increase commitment and loyalty.

The soft model considers that if satisfaction is increased it will be the onlyway to go about in the management against various estimated methodspossibly used in the hard model.

The Objective of HR /Manpower planning:

Manpower planning is done to balance and develop the organizations abilityto meet its goal by developing Strategies that will contribute its optimumcontribution of human resource. The line manager and staff manager take theresponsibility of Manpower planning.

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Organizations HR Planning and development:

What the employee requires can be understood by an effective mechanismcalled HR planning. HR planning can manage the changes in theorganization like growing decrease in requirements of employees. HRplanning implements new recruitment and hold skilled and efficient staff byunderstanding easily the needs of future

TRAINING AND DEVELOPMENT OF BIG BAZAAR:

It must be admitted that the company culture has learning. All employeestry to upgrade their skills and knowledge continuously. So employees arewilling to learn to be recruited by Big Bazaar.

Training and development is done on-the-job. Every manager has a dutyto guide and train employees for their progress.

The act of mentor is done by each manager for his employees. Formal assessment of Big Bazaar is done once a year on a standard basis.

It gives feedback on past performance and future potential. Other relatedaspects concerning a staff member’s performance are provided feedback.

OBJECTIVE EVALUATION OF THE ORGANIZATION:

Human resource managers should identify human resource strategies likeflexible dynamic employees are attracted, selected and then trained andmotivated to be more productive than the competition. Human resourcemanagers are not administrators but strategic partners.

The HR managers should develop and motivate employees byaddressing the issues that help others to improve in their work and theirability.

The managers should be curious and broadminded and interested inother culture and lifestyles including continuous learning and sharingknowledge and ideas freely with others.