A PROJECT REPORT ON HUMAN RESOURCE FUNCTION

CARRIED AT

BIG BAZAAR, PALAKKAD.

SUBMITTED TO:

Mrs. LISBETH BOSE

SUBMITTED BY:

ASWATHI K.S.

DILRUPA J.M

SAJITHA T.

SMITHA M.
 DECLARATION

We ASWATHY K.S, DILRUPA J.M, SAJITHA T and SMITHA M do here

by declare that the project entitled “ A PROJECT REPORT ON HR
PRACTIECES CARRIED AT BIG BAZAAR”, PALAKKAD is an original
work carried out by us under the guidance of Mrs. LISBETH BOSE.

Place: Calicut

Date: 06th May 2011

 ACKNOWLEDGEMENT

At first we would like to thank Almighty God for giving the power and patience to complete
the project work in a successful way.

We happily record here our abiding gratitude to Dr.SAINULABUDEEN our beloved

Director, Farook Institute Of Management Studies, Calicut.

We would like to express our sincere thanks to Mr.Manoj, HR Manager of Big Bazaar,
Palakkad for their valuable guidance and providing us necessary information during the course
of project.

We are very much thankful to Mrs.Lisbeth Bose and other faculties of Farook Institute Of
Management Studies, for their valuable guidance during the course of project.

We would like to express our sincere thanks to Mr. Rsghunath, the Store Manager of Big
Bazaar, Palakkad , for the guidance and valuable suggestions to complete this project work.

We would also express our thanks to our parents, friends and all persons who have helped
us in the successful completion of this project.
 Contents

Chapter-1

Introduction

Chapter – 2

Human Resource Management functions

Chapter – 3

Conclusion
 CHAPTER-1
INTRODUCTION
 INTRODUCTION
The Indian retail industry is the fifth largest in the world. Comprising of
organized and unorganized sectors, Indian retail industry is one of the fastest
growing industries in India, especially over the last few years. Though initially,
the retail industry in India was mostly unorganized, however with the change of
tastes and preferences of the consumers, the industry is getting more popular these
days and getting organized as well.

Pantaloon is one of the biggest retailers in India with more than 450 stores across
the country. Headquarter in Mumbai, it has more than 5 million square feet retail
space located across the company. It is growing at an enviable pace and is
expected to reach 30 million square feet by the year 2010. In 2001, pantaloon
launched country’s first hyper market ‘Big Bazaar’. I t has the following retail
segments:

 Food and Grocery: Big Bazaar, Food Bazaar

 Home Solutions: Home Town, Furniture Bazaar, Collection-i
 Consumer Electronics: E-Zone
 Shoes: Shoe Factory
 Books, Music and Gifts: Depot
 Health and Beauty Care: Star, Sitara
 E-Tailing : Futurebazaar.com
 Entertainment Bowling Company
 INDUSTRIAL PROFILE
Retail is the India’s largest industry, accounting for over 10 percent of the
country’s GDP and around 8 percent of the employment. Retail industry in India
is at the crossroads. It has emerged has one of the most dynamic and fast paced
industries with several players entering the market. But because of the heavy
initial investments required, break even is difficult to achieve and many of the
players have not tasted success so far. However the future is promising; the
market is growing, government policies are becoming more favorable and
emerging technologies are facilitating operations.

Retailing in in India is gradually inching its way towards becoming the next boom
industry. The whole concept of shopping has altered in terms of format and
consumer buying behavior, ushering in a revolution in shopping in India. Modern
retail has entered India as seen in sprawling shopping centers, multi-storeyed
malls and huge complexes of a shopping, entertainment and food all under one
roof. The Indian retailing sector is at inflexition point where the growth of
organized retailing and growth in the construction by the Indian population is
going to take a higher growth trajectory. The Indian population is witnessing a
significant change in its demographics. A large young working population with
average age of 24 years, nuclear families in urban areas, along with increasing
working-women population and emerging opportunities in the services sector are
going to be the key growth drivers of the organized retail sector in India.

Some key facts

 Retail is India’s largest industry accounting for over 10 percent of the county’s
GDP and around
 The market size of Indian retail industry is about US$ 312 billion.
COMPANY PROFILE
Pantaloon retail(India) LTD is India’s leading retailer that of the operates
multiple retail formats in both the value and life style segment of the Indian
consumer market. Headquartered in Mumbai, the company operates over 12
million square feet of retail space, has over 1000 stores across 71 cities in India
and employees over 35 thousand people.
The company’s leading formats include pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian hyper market chain, Food Bazaar, a super market chain,
blendes the look, touch n feel of Indian bazaars with aspects of modern retail like
choice, convenience and quality and central, a chain of seamless destination
malls. Some of its other formats include depot, shoe factory, brand factory, blue
sky, fashion station, mobile bazaar and star sitara(beauty clinic). The company
also operates an online portal, futurebazaar.com.
A subsidiary company, Home Solutions Retail (India) LTD, operates home town,
a large-format home solutions store, selling home furniture products and E-Zone
focused on catering to the consumer electronic segment.
Pantaloon Retail was awarded ‘International Retailer’ of the year 2007, by the
US- based National Retail Federation, the largest retail trade association and the
‘Emerging Market Retailer’ of the year 2007 at the World Retail Congress in
Barcelona.
Pantaloon Retail is the flagship company of Future Group, a business group
catering to the entire Indian consumption space.
The group’s subsidiary companies include, Home Solution Retail India LTD,
Pantaloon Industries LTD, Galaxy Entertainment and Indus League Clothing.
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.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 12
million square feet of retail space in 71 cities and towns and 65 rural locations
across India. Headquarted in Mumbai(Bombay), Pantaloon Retail employs around
35 thousand people and is listed on the Indian stock exchanges. The company
follows a multi-format retail strategy that captures almost the entire consumption
basket of Indian customers. In the life style segment, the group operates the
Pantaloons, a fashion retail chain and central, a chain of seamless malls. In the
value segment, its marquee brand, Big Bazaar is a hyper market format that
combines the look, touch and feel of Indian bazaars with the choice and
convenience of modern retail.

In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic
expansion of a hyper market. The first step of Big Bazaar stores opened in 2001 in
kolkatta, Hyderabad and Banglore.

The group’s speciality retail formats include, books and music chain, Depot,
sports wear retailer, Planet Sports, electronics retailer, E-Zone, home
improvement chain, Home Town and rural retail chain, Aadhar, among others. It
also operates popular shopping portal, futurebazaar.com.

Future Capital Holdings, the group’s financial arm provides investment advisory
to assets worth over dollar 1 billion that are being invested in consumer brands in
companies, real estate, hotels and logistics. It also operates a consumer finance
arm with branches in 150 locations.
The other group companies include, Future Generali, the group’s insurance
venture in partnership with Iitaly’s Generali Group, Future Brands, a brand
development and IPR Company, Future Logistics, providing logistics and
distribution solutions to group companies and business partners and Future
Media, a retail media initiative. The group’s presents in leisure and entertainment
segment is led through, Mumbai based listed company Galaxy Entertainment
LTD. Galaxy leading leisure chains, sports bar and bowling company and family
entertainment centers, F123. Through its partner company, Blue Foods the group
operates around 100 restaurants and food courts through brands like Bombay
Blues, spaghetti kitchen, Noodle Bar, The Spoon, Copper Chimney and Gelato.

Future Group joint venture partners include, US-based stationery products

retailer, Staples and Middle East-based Axiom Communications.

Future Group believes in developing strong insights on Indian consumers and

building businesses based on Indian ideas as a spoused in the group’s core value
of ‘Indians’. The group’s corporate credo is, ‘Rewrite rules, Retain Values’.
ORGANISATION PROFILE

Big Bazaar is a chain of department stores in India with 100 outlets. It is owned
by Pantaloon Retail India LTD, Future Group. It works on the same economy
model as Wal-Mart and has been successful in many Indian cities and small
towns.The idea was pioneered by entrepreneur Mr. Kishore Biyani, the CEO of
Future Group. Currently Big Bazaar stores are located only in india.It is the
fastest growinh chain of department stores and aims at having 350 stores by 2010.

Big Bazaar has democratized shopping in India and is so much more than a hyper
market. Here you will find over 170000 products under one roof that cater to
every need of a family, making Big Bazaar India’s favourite shopping destination.

Big Bazaar has clearly emerged as the favourite shopping destination for
millions of its customers, across the country, its success is a true testament to the
emotional bonding it has established with the Indian customer, on account of its
value offerings, inspirational appeal and service levels.
 Chapter 2
HR FUNCTIONS
HUMAN RESOURCE DEPARTMENT
The Human Resource Department deals with management of people within the
organisation. There are a number of responsibilities that come with this title. First
of all, the Department is responsible for hiring members of staff; this will involve
attracting employees, keeping them in their positions and ensuring that they
perform to expectation. Besides, the Human Resource Department also clarifies
and sets day to day goals for the organisation. It is responsible for organisation of
people in the entire Company and plans for future ventures and objectives
involving people in the Company.

Research has shown that the human aspect of resources within an organisation
contributes approximately eighty percentage of the organisation’s value. This
implies that if people are not managed properly, the organisation faces a serious
chance of falling apart. The Human Resource Department’s main objective is to
bring out the best in their employees and thus contribute to the success of the
Company.

These roles come with certain positive and negative aspects. However, the
negative aspects can be minimised by improvements to their roles and functions.
These issues shall be examined in detail in the subsequent sections of the essay
with reference to case examples of businesses in current operation.

The HR department of Big Bazaar is very dynamic. Employees are the biggest
strength and asset of any organization and the HR department realizes very well.
This is very evident from the way HR department handles all its employees. They
take utmost care to select, train, motivate and retain all the employees. They have
continuous developmental programmes for all the employees.

Currently Big Bazaar palakkad is employing 220 full time and 60 part time
employees. There are two shifts for the employees. The first shift employees
arrive at 10 AM in the morning and leave at 7.30 in the evening, while second
 shift employees report at 12.30 in the afternoon and leave at the time of store
closing (10 PM).

Recruitment
In today’s rapidly changing business environment, organizations have to respond
quickly to requirement for people. Hence, it is important to have well-defined
recruitment policy in place, which can be executed effectively to get the best fits
for the vacant positions. Selecting the wrong candidates or rejecting the right
candidate could turn out to be costly mistakes for the organization. Selection is
one area where the interference of external factors is minimal. Hence the HR
Department can use its discretion in its framing policy and using various selection
tools for the best results.

The importance of recruitment and selection

Recruiting people who are wrong for the organization can lead to increase labour
turn over, increased costs for the organization, and lowering of morale in the
existing workforce. Such people are likely to be discounted, unlikely to give out
of their best, and end up leaving voluntarily or involuntarily when their
unsuitability becomes evident. They will not offer the flexibility and commitment
that many organizations seek. Managers will have to spend extra time on further
recruitment exercise.

Challenges in recruitment and selection

 Labour market competition

 Talent shortage
 Layoffs
 Turn over

SOURCES OF RECRUITMENT

Recruitment is the process of searching for prospective employees and stimulating

them to apply for jobs in the organization. It is the first step in employment
 process which aims at developing and maintaining adequate manpower resources
upon whom the organization can depend when it needs additional employees.
Recruitment of staff can be from within the organization as well as from outside.
There are several sources of recruitment; External and internal sources.

The following are the main sources through which Big Bazaar recruits its
employees.

i. Consultancy services:

For top level management, employees are recruited through private consultant.
They are usually appointed as department managers.

ii. Walk-in:

This is the main source through which Big Bazaar recruits its employees. People
seeking job usually themselves approach the HR department for job vacancy.
Employees usually selected from this source are appointed at the entry level as
team members.

iii. Employee referrals:

This is the other main source through which employees are selected.

Candidates who have given their previous employer as referrals are first
interviewed and from there previous employer, opinion is taken about their
behavior and performance in the job. If they receive a positive opinion from their
previous employer they are selected.

iv. Campus recruitment:

Young people bring new ideas and fresh enthusiasm. Therefore Big Bazaar visits
some of the reputed educational institutions to hire some of the most talented and
promising students as its employees.
 Selection

Selection is the process of choosing the most suitable person out of all applicants.
It starts immediately after recruitment. Selection involves picing a group of
workers from a total group of workers who has applied for job. It is also a
decision making process in which, management prepares certain norms and
procedures. On the basis of their norms, candidates ate selected. It involves a
series of steps by which the candidates are screened for choosing the most
suitable persons for the vacant posts. The following are the steps used in general
for selecting the candidates.

SELECTION PROCEDURE

Selection is the process of choosing the most suitable persons from all the
applicants .Selection process starts immediately after recruitment. selection
involves picking a group of workers from a total group of workers who has
applied for job. It is also a decision making process in which, management
prepares certain norms and procedures. On the basis of their norms, candidates are
selected.

The following is the selection procedure that the HR department practices to hire
its employees.

i. Interview:

For entry level jobs, the candidates are interviewed by a HR person.

They are asked few basic questions about their education, previous work
experience if any, languages known, etc. this is done to evaluate the candidate’s
ability to communicate freely and also other skills.

ii. Psychometric tests:

For higher and top level jobs, candidates are asked to answer a few questions
which basically test their sharpness, analytical ability, ability to handle stress,
 presence of mind etc. this is done as managers are required to work under stress
all the time and still maintain a cool head to make some vital decisions.

iii. Group discussion

In campus recruitment students are involved in a group discussion, they will be

given a topic on which the group has to deliberate, discuss and arrive at a solution
or a decision which is accepted by the whole group.

Along with the GD they are also given a written aptitude test.

Finally a formal interview will be conducted to assess the overall skills of the
student.

INDUCTION:
Induction is the process of inducting an employee in to the social sector of his
work. He will come to know more about the organization, kind of work and its
environment.

 GENERAL INDUCTION PROGRAMME:

Once an offer of an employment has been extended and accepted, final stage in
procurement function is concluded. The individual has then to be oriented towards
the job and the organization. This is formally done through a process known as
induction or orientation. Induction is a welcoming process. The idea is to
welcome the candidate, make him feel at home in the changed surroundings and
to introduce him to the practices, policies and purposes of the organization. The
necessity of an induction program is that when a person joins in an organization,
he is a stranger and is bound to feel shy, insecure and nervous. Induction leads to
reduction of such anxieties.

 SPECIFIC ORIENTATION PROGRAMME:

At this stage, induction is conducted by the foreman. A new employee must be

provided operational knowledge that is specific to the position and location. The
immediate boss (foreman) is responsible for training and induction. The purpose
of specific induction is to enable an employee to adjust himself to his work
environment.

 FOLLOW-UP INDUCTION PROGRAMME:

The purpose of follow-up induction program is to find out whether the employee
is reasonably satisfied with the job. It is usually conducted by the foreman or by a
specialist from a personal department. Guidance and counseling efforts are made
to remove the difficulties experienced by the new comer. Usually, follow-up
induction takes place after above one or two months from the time of
appointment.

New employees selected will be given a 13 day induction and training program.
They will be given information about the company’s business, different
departments etc. They will be informed of their roles, duties and responsibility.
They will also be informed about the HR policies and the rules of the companies.

The new employees will be on probation for a period of 6 months. After this
period the HR manager along with the department manager will review the
performance of the employee. If the employee’s performance is good and
encouraging, the employee’s services will be confirmed.

TRAINING AND DEVELOPMENT:

Training is a process of learning a sequence of programmed behavior. It is
application of knowledge. It gives people an awareness of the rule and procedures
to guide the behavior. It attempts to improve the performance of the current job
and prepare them for the intended job. The purpose of training is to achieve a
change in the behavior of those trained and to enable them to do their jobs better.
Inorder to achieve this objective, any training program should try to bring positive
changes in:
Knowledge- it helps the trainee to know facts, policies, procedures and rules
pertaining to his job.

Skills- it helps him to increases technical and manual efficiency necessary to do

the job.

Attitude- it moulds his behavior towards his coworkers and supervisors and
create a sense of responsibility in the trainee.

TRAINING PROCEDURE

Training programme is a costly and time consuming process.The training

procedure discussed below is essentially an adoption of the job instruction-
training course. The following steps are usually considered as necessary.

1. Discovering or identifying training needs

2. Preparing the instructor or getting ready for the job
3. Preparing the trainee
4. Presenting the operation
5. Try out the trainee’s performance
6. Follow-up or rewards and feedback
A programme of training becomes essential for the purpose of meeting the
specific problems of a particular organization arising out of the introduction of
new lines of production, changes in design, the demands of competition etc. The
major benefits of training to an organization are higher productivity, better
organizational climate, less supervision, prevents man power obsolescence,
economical operations, prevents industrial accidents, improves quality, greater
loyalty and standardization of procedures.
Training enables the management to face the pressure of changing environment.
It usually results in an increase of quantity and quality of output. Training leads to
job satisfaction and higher morale of the employees. The trained workers need
lesser supervision and they enable the enterprise to face competition from rival
organizations. Training enables employees to develop and rise within the
organization and increase their earning capacity. It moulds the employees’
attitudes and helps them to achieve better co-operation with in the organization.
 Executive or management development is a long term educational process
utilizing a systematic and organized procedure by which managerial personal
learn conceptual and theoretical knowledge. Development is a relative process. It
covers not only those activities which improve job performance, but also those
which bring about growth of the personality.

The selected person gets the appointment order and then he joins in the
organization to perform the job. He is new in the organization. He is not fully
capable of performing the task efficiently and successfully. Proper training and
development should be provided to him to perform the task effectively.

Future Group has its own training division for all its employees known as ‘Future
Learning and Development Limited’ (FLDL).

All the employees are given training for 20 days in a year spread over different
periods.

Class room training is provided to all employees.

PERFORMANCE APPRAISAL:
Performance appraisal is the systematic, periodic and an impartial rating of an
employee’s excellence in matters pertaining to his present job and his potential for
a better job. it is a systematic and objective way of evaluating both work related
behavior and potential of the employees. It is the process that involves
determining and communicating to employee how he is performing the job and
ideally establishing a plan of improvement.

Performance appraisal is a process of assessing, summarizing and developing the

work performance of an employee. Appraisals regularly record an assessment of
an employee’s performance, potential and development needs. The appraisal is an
opportunity to take an overall view of work content, loads and volumes, to look
back on what has been achieved during the reporting period and agree objectives
for the next.
 The HR department conducts performance appraisal of all the employees annually
in the month of April. Employees are assessed on 4 aspects: customer, finance,
process, performance. Those employees who have joined before 30th September of
the current financial year will be assessed during April.

Performance of the employees is assessed on the basis of “Key Result Areas”.

“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for

which a role is responsible. A typical role targets three to five KRA. KRAs are
also known as key work outputs (KWOs).

Identifying KRAs helps individuals:

 Clarify their roles

 Align their roles to the organization’s business or strategic plan
 Focus on results rather than activities
 Communicate their role’s purposes to others
 Set goals and objectives
 Prioritize their activities, and therefore improve their time/work management
 Make value-added decisions

Key result areas (KRAs) capture about 80% of a work role. The remainder of the
role is usually devoted to areas of shared responsibility (e.g., helping team
members, participating in activities for the good of the organization). For
example, “image of the organization” is usually a very senior official’s key result
area, but hopefully all employees contribute to this outcome. Most roles include to
5 key result areas. If individuals are accountable for more than this, they may be
overloaded, or they may not be delegating effectively. Key result areas are
worded using as few terms as possible with no verbs (i.e., these are about results,
not action) and no direction/measurement (e.g., words such as "good," "increased"
or “decreased"). They simply describe the areas for which one is responsible for
results.
KRA’s are divided in to four parameters such as customer, process, finance and
performance. A discussion will be conducted among the employees and
employers. After that appraisal will be done and then review will be conducted.

Based on their performance increments will be given in their pay.

In addition to this if an employee achieves or exceeds the target given to, along
with the team members will be provided with attractive cash and other incentives.

COMPENSATION AND REWARD

Services rendered by individuals to organizations have to be equitably paid for.

This compensation generally comprises cash payments which include wages,
bonus and shared profits. Good compensation plans have a salutary effect on the
employees. They are happier in their work, co-operative with management and
productivity is up. Although there can be both monetary and non monetary forms
of compensation, it is the monetary form of compensation which is the most basic
element by which individuals are attracted to an organization and are persuaded to
remain in it.

Wages in the widest sense mean any economic compensation paid by the
employer under some contract to his workers for the services rendered by them.
Remuneration is composed of two parts. Their basic salary and allowances. The
basic wage is the remuneration, which is paid or payable to an employee in terms
of his contract of employment for the work done by him. Allowances are paid in
addition to the basic wage to maintain the value of basic wages over a period of
time. Allowances include dearness allowance, bonus, over time pay etc.

Compensation or salary has become a more complicated and strategic issues of all
company. In this company the management had really understood the importance
of salary in recruiting, retaining and motivating the employees
Employees are rewarded suitably with attractive pay packages.

The salary structure is divided into fixed pay and variable pay. Fixed pay includes
basic pay, HRA, special allowance, PF, ESI, Mediclaim etc.

Variable pay includes the fixed pay plus incentives provided on the basis of their
performance.

Annual bonus will be given at the time of Onam.

The employees and their dependence are also entitled for medical treatment in
recognized hospitals with cashless hospitalization with whom the company has
tie-ups.

If a hospital is not recognized, the amount spent by the employee will be

reimbursed.

Along with these all the employees are given a card known as ‘Employee
Discount Card’ (EDC) through which they can buy any product at Big Bazaar at a
special discount of 20-30 percent.

ABSENTEEISM AND TURNOVER

Absenteeism is a habitual pattern of absence from a duty or obligation.

Traditionally, absenteeism has been viewed as an indicator of poor individual
performance, as well as a breach of an implicit contract between employee and
employer; it was seen as a management problem, and framed in economic or
quasi-economic terms. More recent scholarship seeks to understand absenteeism
as an indicator of psychological, medical, or social adjustment to work.
Frequent absence from the workplace may be indicative of poor morale or of sick
building syndrome. However, many employers have implemented absence
policies which make no distinction between absences for genuine illness and
absence for inappropriate reasons. One of these policies is the calculation of
the Bradford factor, which only takes the total number and frequency of absences
into account, not the kind of absence.
As a result, many employees feel obliged to come to work while ill, and
transmit communicable diseases to their co-workers. This leads to even greater
absenteeism and reduced productivity among other workers who try to work
while ill. Work forces often excuse absenteeism caused by medical reasons if the
worker supplies a doctor's note or other form of documentation. Sometimes,
people choose not to show up for work and do not call in advance, which
businesses may find to be unprofessional and inconsiderate. This is called a "no
call" or "no show".
An employee during his probationary period is entitled for 7 days of leave .a
confirmed employee is entitled for 30 days of leave in a year. There is only one
type of leave the employees can take which is known as All Purpose Leave
(APL).
All the employees will be given identity cards which they have to wear and also
swipe while at the time of entering and leaving the store.
In a human resources context, turnover or staff turnover or labour turnover is the
rate at which an employer gains and losses employees. Simple ways to describe it
are "how long employees tend to stay" or "the rate of traffic through the revolving
door." Turnover is measured for individual companies and for their industry as a
whole. If an employer is said to have a high turnover relative to its competitors, it
means that employees of that company have a shorter average tenure than those of
other companies in the same industry. High turnover can be harmful to a
company's productivity if skilled workers are often leaving and the worker
population contains a high percentage of novice workers.
Like recruitment, turnover can be classified as 'internal' or 'external'. Internal
turnover involves employees leaving their current positions and taking new
positions within the same organization. Both positive (such as increased morale
from the change of task and supervisor) and negative (such as project/relational
disruption, or the Peter Principle effects of internal turnover exist, and therefore, it
may be equally important to monitor this form of turnover as it is to monitor its
external counterpart. Internal turnover might be moderated and controlled by
typical HR mechanisms, such as an internal recruitment policy or
formal succession planning.
High turnover often means that employees are unhappy with the work or
compensation, but it can also indicate unsafe or unhealthy conditions, or that too
few employees give satisfactory performance (due to unrealistic expectations or
poor candidate screening). The lack of career opportunities and challenges,
dissatisfaction with the job-scope or conflict with the management has been cited
as predictors of high turnover.

Low turnover indicates that none of the above is true: employees are satisfied,
healthy and safe, and their performance is satisfactory to the employer. However,
the predictors of low turnover may sometimes differ than those of high turnover.
Aside from the fore-mentioned career opportunities, salary, corporate culture,
management's recognition, and a comfortable workplace seem to impact
employees' decision to stay with their employer.

The attrition rate in the big bazaar is 2%.

Work Culture at Big Bazaar

At Pantaloon retail, empowerment is what we acquire and freedom is what we
get. Out of the box thinking has become a way of life at pantaloon retail and
living with a change, a habit. Leadership is a value followed by one and all at
pantaloon retail. Leadership is a quality that motivates them to never stop
learning, stretching to reach the next challenge, knowing that they will be
rewarded along the way. In the quest of creating Indian model of retailing,
pantaloon retail has taken initiatives to launch many retail formats that have come
to serve as a benchmark in the industry. At pantaloon retail, employees get
opportunities to handle multiple responsibilities therein, grooming to play a larger
role in the future.
 Chapter: 3
CONCLUSION
STRENGTHS

 Helpfulness/ Assistance to employee

 Providing fair compensation to employees.
 Provides an opportunity for the employees lodge their complaints.
 Designing appropriate training programmes to train employees.
 Providing incentives and bonus to motivate the employees.
 Providing a cordial working environment.
 Continuously tracking the absenteeism and turnover rates of the employees.

WEAKNESS

 Poor complaints resolution. The complaints of the employees are rarely resolved.
 Wrong billings, which kills the time of the employees and leads to frustrations.
 Employees at cash counters are not adequately trained.
 Lack of proper coordination between employees at cash counters and the employees at
baggage counters.
 Lack of proper coordination between cashiers and sales executives across various
departments.

OPPORTUNITIES
 To assure there are enough sales executives to handle the various sections at big bazaar.
 To show an interest in employees’ opinions and feelings.
 Various motivation techniques to motivate employees.
 Lot of potential in the rural market.
 To have company policies that work for employees and not against them.
 To provide opportunities to the employees to grow along with the company.
 Computerize the baggage counter; there by the burden of executives and also the amount
spent on employing new executives is saved.
 There exist a healthy and positive relationship between employees and managers.
THREATS
 High business risk involved.
 High attrition rate of employees.
 Lot of competitors coming up to tap the market potential.
 Margin of business reducing all the time.

FINDINGS
 Big Bazaar is undoubtedly the number one retailer in India.
 It has built a very emotional and cordial relationship with its employees.
 It is observed that the organization hierarchy is professional as all the departmental
managers directly report to the store manager who inturn reports to the Zonal Head.
 It is found that more than 60% of employees are of the age group of 20-35.
 Working environment is good and also the various facilities provided helps in motivating
the employees.