INTRODUCTION

In this information age, the importance of human capital and human asset cannot be
ignored; rather it is that line of business that could lead any organization to attain
heights. This is the factor that makes difference between one organization and another.
Getting the right person at the right place and then retaining him is the main area of
concern in todays corporate world. Hence, the emphasis is being laid to device policies
and programs in such a manner that it leads to retention of the desired manpower and
thus contributes towards organizational development. Each organization is now thriving
to attain the best person i.e. the knowledgeable worker and leverage their wisdom
towards the achievement of the organizational objectives. Nobody wants to have the
third best or the second best, but to have the best person in the organization, it becomes
very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions say
that every organization can acquire the same machinery, the same infrastructure etc.
But what makes the difference in one organization to another is the manpower it
possesses which cannot be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has
acquired the best talent, created favourable conditions to retain them they would not
require going in for sourcing activities.

Hence this should be kept in mind that sourcing is a continuous process, an outgoing one
and will have its existence till the organization functions. The talent that we have
acquired and retained is through its sourcing only. Unless and until a person is sourced
from outside, how will the organization get the best. To have the best it is essential to
acquire it from outside. There has been tremendous change in the technology and for
the organization to survive in this changing scenario; it has become very essential that

they keep up with the pace with the changes in the technology, the change in the culture
etc.

Taking for example no organization can even think of operating without the use of
information technology, now it becomes very difficult and costly affair to train the people
within the organization at different level to learn how to make use of this technology.
Hence sourcing is done and the best talent is acquired so that the person not only takes
case of changing technical needs of the organization but also be able to make other
employee learn from him.

After having determined the number and kinds of personnel required the human
resource and personnel manager proceeds with identification of sources of recruitment
and finding suitable candidates for employment. Both internal and external sources of
manpower are used depending upon the types of personnel needed.
The selection procedure starts with the receipt of applications for various jobs from the
interested candidates. Totally unsuitable candidates are rejected at the screening stage.
Man power planning gives an assessment of the number and type of people required in
the organization.

The next task of the personnel manager is to find out capable and suitable persons who
may be working in the organization itself while others will have to be sought from outside
the organization. It involves persuading and inducing suitable persons to apply for and
seek jobs in the organization.

Recruitment refers to the attempt of getting interested applicants and providing a pool of
prospective employees so that the management can select the right person for the right
job from this pool. Recruitment is a positive process as it attracts suitable applicants to
apply for available jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.
3. Chooses the most suitable source or sources.
4. Invites applications from the perspective candidates for the vacant jobs.

COMPANY PROFILE:

Type

Hindu Undivided Family

Industry

Retailing

Founded

2001

Headquarters

Mumbai, Maharashtra,
India

Products

Hypermarket

Revenue

110
billion(US$1.6 billion)
(2012)

Number of
employees

~ 36000 people

Parent

Future Group

Divisions

~ 215

Slogan

Making India Beautiful

Big Bazaar is not just another hypermarket. It caters to every need of a family. Where Big
Bazaar scores over other stores is its value for money proposition for the Indian
customers. At Big Bazaar, one can get the best products at the best prices that is what
they guarantee. With the ever increasing array of private labels, it has opened the doors
into the world of fashion and general merchandise including home furnishings, utensils,
crockery, cutlery, sports goods and much more at prices that will surprise you. And this is
just the beginning. Big Bazaar plans to add much more to complete the shopping
experience. Food is the main shopped for category in this store.
Parent Company:
The parent company is Future Group.
Lines of Business:
Food
Fashion
Home Solution
General Merchandise
Wellness and Beauty
Books and Music
. Electronics
Big Bazaar, which has about 150 outlets across the country, is also promoting small
retailers by partly having the shop-in-shop concept. The selected retailers put up their
counters and sell through the outlet. The small retailers also lower their prices as they
gain through bulk sales.
Big Bazaar offers a wide range of products under one roof. The Food Bazaar provides a
range of grocery products ranging from fresh fruits and vegetables, staples, FMCG
products and ready-to-cook products.

Distinguishing Characteristics:
1. Variety: Big Bazaar offers a wide variety of products of different prices and different
qualities satisfying most of its customers.
2. Quality: Providing quality at low prices and having different types of products for
different income customers is another advantage.
3. Price: As noted the prices and offers in Big Bazaar have been one of the main
attractions and reasons for its popularity. The price ranges and the products offered are
very satisfying to the customers.
4. Location: The location of Big Bazaar has been mainly in the heart of the city or in the
outskirts giving a chance to both the City and the people living outside the city to shop.
5. Advertisements: Big bazaar has endorsed very popular figure like M.S.Dhoni and
other famous personalities which has attracted a lot of customers. This has resulted in
increase of sale and the outdoor advertising techniques have also helped Big Bazaar.
6. Middle-Class Appeal: Considering the fact that there are a lot middle class families
in India, Big bazaar has had a huge impact on the middle class section of India, the
prices, quality and sales strategy has helped in getting the middle income groups getting
attracted towards Big Bazaar.
7. Attractive Sales: Big bazaar has been known for its great sale and great offers. Big
bazaar has had long lines of people waiting to get into the store for the sale. Therefore,
the sales that Big Bazaar has had has increased sales in a huge way due to the sales and
offers, thus this has been one of the main advantages of Big Bazaar.

CHAPTER II

PROBLEM DEFINITION
The study was undertaken to understand the recruitment and selection process followed
at Big Bazaar, Ranchi. This research work is of utmost importance to the organization.
The findings can help the organization to know about the number of employees joining
and leaving the organization in the last 5 years. Also, the suggestions will help the
organization to improve upon its limitations. This can be very beneficial to the
organization as it will help it to hire the best talent.
Thus, this study on RECRUITMENT AND SELECTION was conducted.

CHAPTER III

OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine the recruitment and selection
process followed to recruit and select employees of various categories in the
organization. The specific objectives are as follows:
To study the recruitment and selection process followed at Big Bazaar.
To enumerate the factors to be considered while evaluating recruiting efforts
at Big Bazaar.
To know the various sources and methods of recruitment at Big Bazaar.
To explain the value of different types of employment tests held, for the
process of recruitment and selection, at Big Bazaar.

SCOPE OF THE STUDY

This study may help future researchers in topics related to

Orientation
Induction
Placement

CHAPTER IV

LITERATURE REVIEW
RECRUITMENT AND SELECTION
Recruitment is the process by which hiring departments develop a viable applicant pool
from which hiring and promotion decisions are made. But prior to recruitment, position
description is necessary while selection includes all the activities, from the initial
screening interview to physical examination if required, that exist for the purpose of
making effective selection decisions.
POSITION DESCRIPTION
A complete, accurate and current position description is the foundation for planning and
conducting the recruitment effort. It should be
Non discriminatory- One should never express a preference for certain age, race or
national origin. In very rare case sex can constitute a bona fide occupational
qualification.
Valid- This means they are inherently job related and predict successful performance of
the job.
Defensible- This means they are recognized as legitimate in the field attached to the
position.
Objective and Measurable- It should be as objective and measurable as possible. The
more subjective qualification the greater the need to predetermine how it will be
qualitatively assessed.
JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL
Each person is expected to fulfill the requisite job specifications / as required for the
position before his candidature is considered for the post. Age requirement at entry point
with 10+2 qualification shall be around 20 years and for Graduate / Post graduate /
Professional Qualification shall be between 21 years to 25 years for a fresher. The upper
age limit for recruitment of experienced personnel shall normally be not more than 45
years.
AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In
order to streamline the recruitment age and to ensure that no person is retiring on his
birthday, all employee shall be retiring only on first day of the next month in which he
attains the age of superannuation.

EXTENSIONS IN SERVICE
In case any employee requests for extension of services on attaining the age of
superannuation, i.e., 60 years, or management wishes to retain his service in the interest
of the organization, subject to medically fitness, the management at its sole discretion,
may grant such extension of service for one year at a time, However, a management
may also consider reappointment of a retired employee on a contract basis. However
such a person shall be entitled to a consolidated amount and contracted facilities/
perquisites only. He shall not be entitled to any other facility/perquisite as applicable to
other regular Executives/ Employees of the company of his cadre
REQUISITION FOR RECRUITMENT OF PERSONNEL
All HODs / Sectional Heads shall raise a requisition in the prescribed format, as per
sanctioned manpower and duly approved by competent authority.
STANDARD APPLICATION FORM
Candidates application screened / short listed are required to fill in the prescribed
application form in their own handwriting and submit the same to HR Department along
with a passport size photograph, photocopies of certificate and testimonials etc, in
support of their Age, Qualification, Experience conduct etc
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued a letter of
appointment as per the Standard Format placed.
SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required to execute a service
agreement to serve the organization at least for a period of two years, after joining the
service of the company.
ANTECEDENT VERIFICATION
Each Candidate should state names along with contact address Telephone number etc of
at least 2 persons (not in relation), who can be referred by the employer to verify
candidate antecedents etc, in the application form itself, out of which one should be
preferably of immediate past employer.

SCRUITINY OF APPLICATION
All application received from the candidates, shall initially be screened by HR
Department Recruitment section to ensure that candidate fulfills the job specifications
and there after send the screened applications to respective HOD / Requisition authority
for detailed screening and ensuring that the candidate meet their requirement and
return such screened applications back to
H R Department for further action to request and fill the vacancy.

FLOW CHART FOR

RECRUITMENT AND SELECTION IN BIG BAZAAR

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by

Business
Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

Employment Cycle
Possible vacancy identified

Recruitmen
t
Analysis carried out to see if the job has changed or it still needed

Job description drawn up

Person specification drawn up

Advertisement designed and issued

Short listing

Selection
Interviews

Phase

Appointment offered

Induction

Employme
nt

Training, development & appraisal

Exit
Resignation or retirement

Phase

RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job
or vacancy within an organization. Though individuals can undertake individual
components of the recruitment process, mid and large size organizations generally retain
professional recruiters.
The recruitment process in India is designed in such a way that each candidate gets the
desired profile according to its own choice. Place the candidate from the right profile, the
best job recruitment agencies, the solution is the end of most Indian job recruitment
agencies.
The job recruitment agencies in India involves identifying those posts, preparing the job
description and person specification, advertising, management of the response, the
prequalification process, organizing meetings, conducting interviews, making decisions,
the appointment and action. This means that a lot of time and resources must be
invested before the right candidate is selected.
Most recruitment agencies in India follow three stages in the recruitment process, which
are essentially short list of application, preliminary assessment and final interview and
selection.
The recruiting India process may include a written test to judge the particular skills of a
candidate. In this case, the test must be carefully prepared, not to deviate from the
subject. Much can be found on the candidate's resume. A good presentation of his
resume is in an organized way and refined talk a lot on the individual. His mentality and
attitude can be judged according to his resume.
Then the interview, which is an important and crucial part of the recruitment process.
The person who takes the interview of the candidate must be well prepared in advance.
Concerns such as the location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in advance, so that nothing is
excluded, and all subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the
recruitment process. Until the final decision about a certain candidate is taken, it is
important to keep in regular contact with the candidate. The decision-making process
should not take too long to prevent candidates from taking any other occasion. An
applicant must be informed once the decision is made. He or she must say the entire
process of his appointment clearly with the details of all documents to be submitted. A
record should be kept of the candidate file for future reference.
The recruitment process must be strong and justified and shall withstand external
scrutiny. Only a good job recruitment agency with a good understanding of the area and
the process can execute the same success. In India, most of the recruitment agencies to
understand the needs of clients and candidates and they work in a planned way to
recruit people.
GUIDING PRINCIPLES OF RECRUITMENT
Appropriate and effective recruitment strategies vary with each position. The length and
scope of the recruitment should be relevant to the position.
In setting the timeline for your recruitment, consider the wording carefully--there are
consequences to your choice.

If you specify a recruitment deadline, you may not consider any applications received
after that date.

If you indicate the position will remain open until filled, you must consider any
applications received until an offer has been extended and accepted.

If you indicate "applications received by a certain date will be assured full

consideration," you can decide whether or not to review applications received after
the specified date. When using this wording, it is critical to establish a meaningful
date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool
and affirm that race, sex, age, disability or veteran status will not be used to
discriminate.
If the position is in a job group that is underutilized, by women or ethnic minorities,
additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other,
reflect the qualifications identified in the position description.
Prior to recruiting for a position, ensure that you know what institutional policies and
procedures apply. Contact your HR Generalist before beginning recruitment.
If you wish to waive recruitment for faculty and unclassified positions, consult with the
appropriate HR Director or designee.
RECRUITMENT STRATEGIES AND RESOURCES
HR Persons will assist search committees and hiring departments in developing
recruitment strategies for each vacancy. General guidelines for specific types of positions
are listed below.
Tenure-track Faculty
Scope of Search: National or regional
Recruitment Resources:
Discipline-specific journals, list-serves, Professional associations
Personal contacts with colleagues, alma maters, and alumni associations
Position announcement mailings to doctoral-degree granting universities
Chronicle of Higher Education
Recommended Recruitment Period: At least 3 weeks after appearance of first
advertisement; at least 1 full week after publication of last advertisement
Unclassified staff, Director level and above
Unclassified (below Director Level) and Classified Staff
Scope of Search: Regional (for technical or paraprofessional positions) or local
Recruitment Resources:
Position announcement mailings to state employment offices, local vocational and
community colleges.
Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full

week after publication of last advertisement
Classified: Contact your HR Generalist for state requirements
POSITION ANNOUNCEMENTS
Purpose of the Position Announcements:
Provides applicants, hiring departments and search committees with a general idea of
the nature of the position, the terms and conditions of appointment, salary range,
reportage, and required application materials and application deadline.
Serves as a convenient mailer or flyer to advertise the position by direct mail.
General Guidelines for Developing Position Announcements:

Use the recommended format, which is either printed on companys own letterhead.
Limit the announcement to one page, using the reverse side of the page, if necessary.

Provide enough information to give applicants adequate understanding about the

nature of the position. Identify required and preferred qualifications so that you solicit
qualified applicants and stimulate interest in the position.

Provide notification of the company's EO/AA policy, and identify contacts for
requesting reasonable accommodation.

Provide a contact name, address and phone number.

Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organizations application process. As a general rule, the
agencies are paid by the companies, not the candidates. The industries practice of
information asymmetry and recruiters' varying capabilities in assessing candidate quality
produces the negative economic impacts.
Traditional recruitment agency
Also known as employment agencies, recruitment agencies have historically had a
physical location. A candidate visits a local branch for a short interview and an

assessment before being taken onto the agencys books. Recruitment Consultants then
endeavor to match their pool of candidates to their clients' open positions. Suitable
candidates are with potential employers.
Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate accepts a job
with the client company (typically 20%-30% of the candidates starting salary), which
usually has some form of guarantee, should the candidate fail to perform and is
terminated within a set period of time.
An advance payment that serves as a retainer, also paid by the company. In some states
it may still be legal for an employment agency to charge the candidate instead of the
company, but in most states that practice is now illegal, due to past unfair and deceptive
practices.
Online recruitment websites
Such sites have two main features: job boards and a rsum /Curriculum Vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a rsum to be included in searches by member companies. Fees
are charged for job postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end
recruitment. Websites capture candidate details and then pool then in client accessed
candidate management interfaces (also online).Key players in this sector provide erecruitment software and services to organizations of all sizes and within numerous
industry sectors, who want to e-enable entirely or partly their recruitment process in
order to improve business performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount
of administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive"
candidates who might respond favorably to an opportunity that is presented to them
through other means. Also, some candidates who are actively looking to change jobs are

hesitant to put their resumes on the job boards, for fear that their current companies, coworkers, customers or others might see their resumes.
Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts
have failed. Headhunters are generally more aggressive than in-house recruiters. They
may use advanced sales techniques, such as initially posing as clients to gather
employee contacts, as well as visiting candidate offices. They may also purchase
expensive lists of names and job titles, but more often will generate their own lists. They
may prepare a candidate for the interview, help negotiate the salary, and conduct
closure to the search. They are frequently members in good standing of industry trade
groups and associations. Headhunters will often attend trade shows and other meetings
nationally or even internationally that may be attended by potential candidates and
hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation). Due to
their higher costs, headhunters are usually employed to fill senior management and
executive level roles, or to find very specialized individuals.
While in-house recruiters tend to attract candidates for specific jobs, headhunters will
both attract candidates and actively seek them out as well. To do so, they may network,
cultivate relationships with various companies, maintain large databases, purchase
company directories or candidate lists, and cold call.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their Human
Resources department. In addition to coordinating with the agencies mentioned above,
in-house recruiters may advertise job vacancies on their own websites, coordinate
employee referral schemes, and/or focus on campus graduate recruitment. Alternatively
a large employer may choose to outsource all or some of their recruitment process
(Recruitment process outsourcing).

THE RECRUITMENT PROCESS

These are the main recruiting stages.

Sourcing
Sourcing involves:
1) advertising, a common part of the recruiting process, often encompassing multiple
media, such as the Internet, general newspapers, job ad newspapers, professional
publications, window advertisements, job centers, and campus graduate recruitment
programs; and
2) Recruiting research, which is the proactive identification of relevant talent who may
not respond to job postings and other recruitment advertising methods. This initial
research for so-called passive prospects, also called same-generation, results in a list of
prospects who can then be contacted to solicit interest, obtain a resume/CV, and be
screened.
Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,
and computer skills. Qualifications may be shown through resumes, job applications,
interviews, educational or professional experience, the testimony of references, or inhouse testing, such as for software knowledge, typing skills, numeracy, and literacy,
through psychological tests or employment testing.
In some countries, employers are legally mandated to provide equal opportunity in
hiring.
On boarding
A well-planned introduction helps new employees become fully operational quickly and is
often integrated with the recruitment process.

SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant
positions. The process begins when a hiring department identifies the need to fill a
position, and ends when a person is hired to meet that need. What happens in the
middle of the process includes job analysis, position description development,
recruitment,

testing,

and

screening,

corresponding

with

applicants,

Credentials

verification, background investigations, interviewing, reference checking, physical

examinations, and the offer.
Discriminatory hiring practices could result in significant costs for the Company.
Individuals acting on behalf of the organization who fail to follow nondiscrimination
policies may face personal liability. Poorly designed or executed selection processes will
generally fail to identify the right person for the job, result in missed opportunities or
delays in accomplishing the mission of the organization, and lead to discrimination
claims. Impolite or incompetent interviewers, unnecessarily long waits, and lack of
follow-up may cause unfavorable impressions of the Company.
THE COST OF SELECTION
The cost of selecting performers who are inadequate performers or who leave the
organization before contributing to profits is a major cost of doing business. The cost
incurred in hiring and training any new employee is expensive sometimes in the
thousands of dollars. In 1983, the average cost per hire for exempt employees was more
than $4600; nearly $4700 if there was relocation. These cost incurred by the
organization suggest that hiring is very expensive activity and that any efforts the
organization can make toward minimizing turnover and hiring costs can pay dividends.
Thus proper selection of personnel is obviously an area where effectiveness (choosing
competent workers who perform well in their position) can result in large savings.
GUIDING PRINCIPLES OF SELECTION
The selection process exposes the organization or company to liability. Seeking training
from HR for anyone who participates in the process before beginning.
Provide reasonable accommodation in the application process to persons with
disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of

a rating guide is recommended. This is a form used to rate applications for a position
based on the required and preferred qualification as defined in the position description.
Rating guides simplify the paper screening process, ensure that applications are being
evaluated against the same criteria, and provide documentation which will be used to
defend any challenged outcome.
Once it is determined that an individual does not meet the established minimum
qualifications, she must be eliminated from further consideration. If you are unclear
whether or not an applicant possesses the minimum qualifications, it is appropriate to
conduct a verification phone interview. You may also ask applicants to include a cover
letter detailing how they meet the established qualifications as part of the application
process.
Be able to justify every selection/nonselection decision with appropriate documentation
(e.g., the position description, applications/resumes, rating guides, selection criteria,
interview questions, and reference checks). This documentation should be forwarded to
HR Generalist after the search is completed.
Avoid prohibited pre-employment inquiries and interview contaminants.
Conduct reference checks as part of the selection process.
Remember that every applicant is a potential complainant.
PROHIBITED PRE-EMPLOYMENT INQUIRIES
Laws governing interviewing and selection are not intended to restrict an employer's
ability to choose the most qualified person. They

are intended to ensure that

employers use criteria that are job-related and nondiscriminatory. Hiring departments
and search committees should use the appropriate guidelines to identify appropriate preemployment inquiries. Any questions regarding the appropriateness of specific inquiries
should be directed to the EO/Compliance Specialist.
TIPS FOR INTERVIEW PROCESS
Minimize Stereotypes Provide interviewers with a job description and specifics on job
requirements. In the absence of specific information individuals may be more likely to
make stereotypical judgments about a candidate

Job Related Construct interview questions that are job related. Not having job related
interview questions will lower the validity of the interview process.
Train Interviewers Improve the interpersonal skills of the interviewer and the
interviewers

ability

to

make

decisions

without

influence

from

non-job

related

information. Interviewers should be trained to:

Avoid asking questions unrelated to the job

Avoid making quick decisions about an applicant

Avoid stereotyping applicants

Avoid giving too much weight to a few characteristics

Try to put the applicant at ease during the interview

Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may
attach attributes to her that don't actually exist.
MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.
NEGATIVE BENT -- the tendency to focus on information which will automatically
disqualify a candidate, causing you to overlook his/hers strengths in the process
SNAP JUDGMENTS can devastate the interview process -- remember that you gather
information during the interview and evaluate it afterwards.
IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic
INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document
the interview,

valuable

material

will

slip

through the cracks;

avoid recording

inappropriate information (i.e., anything not related to the job) or statements based on
your own inferences.
STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can
offset a tendency to categorize candidates.
THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate
as representative of success in any endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values, aspirations and biases
CHEMISTRY or rapport between two people can contaminate the interview -- the basis of
your personal reaction to a candidate must always be evaluated in terms of the position
requirements
REFERENCE CHECKS
Nearly 80% of what is needed
to be known about candidates can be learned through good investigative techniques.
Although privacy legislation has had an impact on the reliability of reference checks, they
remain a viable means of verifying applicant information. Appropriate checks are also
necessary to defend against charges of negligent hiring. Keep the following guidelines in
mind:
Obtain permission from candidates.
Inform candidates that reference checks and validation of credentials will be part of the
selection process.
A candidate may have valid reasons for setting some limits, and these limitations should
be respected.
The bottom line is that the candidate must allow some access to people familiar with
their work, or withdraw their candidacy.
If access is significantly candidate-controlled, she/he must understand that less
restricted checks will be made before any offer is extended.
Intentionally choose whom to contact. Consider the following guidelines:

Call the references identified by the candidate.

Seek permission to call persons who should know the candidate (e.g., current
department chair, departmental head, supervisor, vice president, colleagues, etc.).

Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

All information considered in the selection process must be related to job

performance.

Request the same information regarding all applicants.

Avoid asking references prohibited pre-employment inquiries.

Focus on gaining information about the knowledge, abilities, skills and work behaviors
identified as being important to the position.

Address significant gaps or missing elements in the candidate's application materials.

Avoid being put off by scattered "negative" comments from references.

Look for patterns of strength and limitations, and for indications of fit between the
person and the position.

Not every comment should be given equal weight. Attempt to evaluate the
reference's perspective, how credible they may be, and how recently or how well they
know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process
predisposes qualified candidates to consider a company as a potential employer. The
nature and timeliness of correspondence contributes to the applicant's perception that a
particular company is a quality organization.
Typically, a recruitment and selection process will present the following opportunities to
correspond with applicants:

Acknowledgement of application materials. An acknowledgement letter confirms that

the hiring department has received all or part of the required application materials,
identifies any missing materials which must be provided to ensure consideration, and
indicates the expected timeline for the selection process.

Notification that application materials were received too late for consideration.
Informing persons that they will not be considered for the position is not only a
courtesy. It also serves as evidence that the applicant was not part of the applicant
pool from which selection decisions were made should the ultimate hiring decision be
challenged.

Notification of a change in the timeline for selection. In order to keep good candidates
interested in the position, it is advisable to keep applicants informed should a change
in the selection timeline be necessary.

Notification that an applicant is no longer being considered. As a courtesy to

applicants, particularly those for high level or particularly competitive positions, hiring
departments are advised to notify applicants when the screening process has
eliminated them from consideration. This may occur after any round of screening or
interviewing.

Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include
information about the Company, the community, individuals with whom the candidate
will meet, itinerary, travel and lodging arrangements, and other information which
helps the candidate prepare for the campus visit.

Appreciation for interview and rejection. Individuals who have been invited to campus
for an interview but are not offered the position should receive such a letter as a
professional courtesy.

Letter of offer. Once a hiring decision has been made and discussed either in person
or by telephone with the finalist, it should be confirmed in writing. The individual
should confirm his or her acceptance in writing.

Hiring departments should contact their HR Generalist for assistance in writing these
letters.

Guidelines
Depending on the type of position, a hiring department may decide to use a search
committee to manage the recruitment and selection process. The committee's role will
vary with the department, school, or administrative unit and type of position. The
following guidelines should be considered when using a search committee:
The decision to establish a search committee rests with the individual who has authority
to make a final offer for a position.
The search committee should be comprised of individuals who have some knowledge of
the position to be filled, are committed to equal employment opportunity, and have the

capacity for balanced judgment and discretion. Whenever possible, committees should
represent diverse backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For some positions, a
committee of 3 is adequate. For positions at or above the manager level, committees of
5-7 are more appropriate. Committees for positions at the Executive level may be
significantly larger.
A search committee chair should be appointed. Chairs should be selected for their ability
to provide leadership to the committee, a demonstrated understanding of the
recruitment and selection process, and their commitment to ensure a legally defensible
process.
The committee should receive a formal charge, which establishes the scope of its
responsibilities. At a minimum, the charge should indicate whether or not the committee
is responsible for conducting interviews, and whether its recommendations to the hiring
official shall be in ranked or unranked order. Typically, a Companys search committee
responsibilities include all or some of the following:

Helping develop the position announcement, including the identification of minimum

and preferred qualifications, timeline and recruitment plan

Completing recruitment and selection activities for classified and unclassified staff
positions

Placing advertisements or conducting personal outreach

Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining
the applicant record

Screening applications, conducting reference checks, determining a long or short list

of finalists

Maintaining required search documentation

Coordinating campus visits for interviews and/or conducting interviews

Making recommendations to the hiring official

Appointing one of the members, or using departmental staff, to act as search

committee secretary

PRACTICAL CONSIDERATIONS
Disagreements about the outcome of a selection procedure often arise because the
process for reviewing applicant materials was not agreed upon prior to the beginning of
the process. Committee members, including the committee secretary, should discuss
and agree upon the following practical considerations:

When will review begin? Unless an inordinate number of applications are expected, it
is recommended that the review process begin after the date, which was advertised.

Will initial review of applications for minimum qualifications be done by the committee
chair, secretary, or all committee members?

Will committee members review every application, or will applications be divided into
groups that are initially reviewed by only part of the committee?

Will the committee use a rating form? A rating guide is highly recommended, because
it can be used to defend against EEO challenges to the selection decision. In
designing the rating guide, the committee must decide whether they will use
numerical scoring (and whether it will be weighted or unweighted), qualitative scoring
(for example, poor, average, strong), or a combination of the two.

Has the committee developed a plan for corresponding with applicants, including the
language for standard letters? Sample letters are available from your HR Generalist.

Has an effective system been planned for filing and retrieving application materials?

Where will committee members review the files? Will they need to come to the search
committee secretary or chair office? If so, is there adequate space and privacy for the
review? Will members be allowed to take copies of the application materials for review
elsewhere? If so, has there been adequate precaution taken to ensure confidentiality
and security of the materials? Who will need access to online applications/resumes for
classified and unclassified positions?

Has the committee established reasonable timelines for completing its review?

Search committees who have questions about these, or other practical considerations,
can contact their HR Generalist and advice.

OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person
2. Conduct a wide and extensive search of the potential positive candidates
3. Recruit staff members who are compatible with the organizations environment or
culture
4. Hire individuals by using a model that focuses on learning and education of the
whole person
5. Place individuals in positions with responsibilities that will enhance their personal
development.

4.5 RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position analysis regardless
of the level of the position or the extent of the search. The diversity goals of the
institution, division of affairs, and the unit will be addressed in all recruitment and
selection processes.
Units may use different processes for recruitment depending upon the circumstances
surrounding the need to fill the position, but must take steps to ensure that the values of
the profession are applied in all procedures that are used. IT Recruitment and selection
committee members should be properly trained to assume the important responsibilities
of recruitment and selection.
Supervisors should adhere to any institution-wide recruitment and selection programs.
This cannot, however, substitute for an understanding of procedures and processes from
a student affairs perspective.
Recruitment and selection should be planned, implemented, and evaluated to ensure
that each potential employee is provided equal opportunities to compete for the position.

CHAPTER V

RESEARCH METHODOLOGY
RESEARCH DESIGN
The research was carried out in the time span of 4 weeks at Big Bazaar, Ranchi,
Jharkhand. Out of the many employees working at the organization, 50 were
administered a questionnaire which contained basic questions which were important
from the point of view of knowing the selection and recruitment process followed in the
organization. Each respondent was given the time of 4-5 days for filling up the
questionnaire. They were also questioned on the departmental or centralized recruitment
process followed. The research design for our research work was exploratory. The data
was analyzed using statistical tools such as tables, bar graph and pie charts.

DATA COLLECTION TOOLS

In the preparation of this report, the data was collected from different sources. The
sources of data are as follows:

Primary data: This data was gathered from first hand information sources by the
researcher. This data was collected from employees of different posts by
administrating the questionnaire and having face to face interaction with them.

Secondary data: This gave the theoretical basis required for the report
presentation which was available from various sources such as annual reports,
manuals, brochures and publications of the organization.

Questionnaires:
Each respondent was given a questionnaire that contained questions on the recruitment
process followed, the sources of recruitment and what initiates the recruitment process
in the organization. The basic information of each employee was also taken i.e. the post,
age and number of years of spent in the job etc. The questionnaire contained questions
on background information, scaled questions and open ended questions where the

respondent was free to express his thoughts. The responses were later analyzed so as to
draw a proper conclusion for the population from the sample of respondents surveyed.

DATA ANALYSIS TOOLS:

Data, which was gathered by administering questionnaires, was processed in a simple
manner to determine the recruitment and selection of employees. Each response was
analyzed carefully.
Data collected was carefully tabulated and analyzed by making use of different statistical
tools such as the tabular chart, pie chart and bar graph using the percentage method.

CHAPTER VI

ANALYSIS AND FINDINGS

1. Please tick which level(s) of work is/are covered by your organization and, if possible,
indicate how many individual executive employees your organization has.
Level of Work

Number of
employees covered

Percentage

Managerial
Supervisory
Operational
Total

10
15
25
50

20%
30%
50%
100%

Level of Work

Managerial
Supervisory
Operational

Interpretation:
Out of the 50 respondents surveyed, 20% belong to the managerial level, 30% to the
supervisory level and 50% to the operational level.

2. Gender wise breakup of the employees currently working in the organization.

Level of Work
Managerial
Supervisory
Operational
Total

Number of
Males
5
8
14
27

Number of
Females
5
7
11
23

Total

Percentage

10
50
25
50

20%
30%
50%
100%

Gender-wise Breakup of Employees

25
20
Male
Female

15

Total
10
5
0
Managerial

Supervisory

Operational

Interpretation:
We see that there are more number of male employees in supervisory and
operational departments. Also there are more number of male employees in the
overall figures.

3. How many employees will retire within the next five years?
Level of
Work

2016
M

Manageria 5
l
Supervisor 10
y
Operation 16
al

2017
F

2018

Tot
al
8

16

10

26

2019

Tot
al
7

Tot
al
7

10

15

15

15

13

28

1
0
1
5

17

11

28

2020
M

Tot
al
8

Tota
l
5

15

16

12

27

15

1
4

29

Number of Employees Retiring During the Next Five Years

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

2016

2017
Managerial

2018
Supervisory

2019

2020

Operational

Interpretation:
We can see from the bar graph that the maximum number of employees that are going
to retire from the organization are the operational staff, followed by the supervisory level
employees and the minimum number will retire from the managerial level.

Level of
Work

2011

2012

2013

2014

2015

Tota M
l

Tot
al

Tota M
l

Tota
l

Tota
l

Manageria 5
l

Superviso
ry

15

14

15

10 5

15

15

Operation
al

15 13

28

15

1
3

28

1
8

27

13 1
5

28

12

16

28

4. How many employees were recruited during the last five years?

Number of Employees Recruited During the Last Five Years

60
50
Operational

40

Supervisory
30

Managerial

20
10
0
2011

2012

2013

2014

2015

Interpretation:
It can be seen that from 2011 to 2014, 50 employees were recruited each year,
while in 2015, 51 employees were recruited. Maximum number of employees was
recruited for the operational level.

5. How many executive and non-executive employees have left the organization during the last
five years?
Level of
Work

2011

2012

2013

2014

2015

Tot
al

Tot
al

Tot
al

Tot
al

Tota
l

Manageri
al

Supervis
ory

16

1
0

1
0

20

14

13

11

Operatio
nal

1
5

1
2

27

1
3

1
2

25

1
5

1
3

28

1
3

1
3

29

1
7

1
6

33

Number of Employees Leaving the Organzation Before Retirement

50
45
40
35

Operational

30

Supervisory

25

Managerial

20
15
10
5
0
2011

2012

2013

2014

2015

Interpretation:
We see that a number of employees have been leaving the organization during the
past five years. This may be due to some changes taking place in the
organizational environment.

6. Employees were asked whether they observed any change in the recruitment process
in recent times. The following responses were obtained.
Options
Yes
No
Total

Number of
Responses
10
40
50

Percentage
20%
80%
100%

Responses

Yes
No

Interpretation:
It can be seen from the graph that out of the people surveyed, 80% of the

employees are of the view that there has been no change in the recruitment
process of the organization whereas 20% believe that the process has changed.

7. Employees were asked whether they found any relation in their qualification and the
job offered to them. The following responses were recorded.
Options
Yes
No
Total

Number of Respondents
42
8
50

Percentage
84%
16%
100%

Responses

Yes
No

Interpretation:
84% of the employees questioned, agree that the job offered to them has some
relationship with their qualification, whereas 16% do not agree with this.

8. Employees were asked the reasons for choosing to opt for the job offered to them.
The following responses were recorded.
Options

Number of

Percentage

Good Pay Scale

More Benefits
Career Growth
All the Above
Total

Responses
5
5
15
25
50

10%
10%
30%
50%
100%

Reason for Choosing the Job

50
45
40
35
30
25
20
15
10
5
0

Number of Respondents
Percentage

Interpretation:
It can be seen that 10% of the employees chose the job because of its pay
scale, another 10% because of the other benefits involved, 30% due to the
career growth opportunities and 50% chose it because of all these factors.

9. The employees were asked about the type of recruitment methodology used. The
following responses were recorded.
Options
Departmental
Recruitment

Number of Responses
40

Percentage
80%

Centralized Recruitment
Total

10
50

20%
100%

Recruitment Method

Departmental Recruitment
Centralized Recruitment

Interpretation:
The chart shows that 80% of the employees said that departmental recruitment
was followed whereas only 20% said that a centralized recruitment process was
followed.

10.

Employees were asked whether the planning for manpower requirement was done

in the light of business plans of the company. The following responses were obtained.
Options

Number of

Percentage

Yes

Responses
50

50%

No

Total

50

100%

Responses

Percentage
Yes
No

Number of Respondents

20

40

60

80

100

120

Interpretation:
Out of the 50 employees who were surveyed, all agreed that the planning of
manpower requirement was in accordance with the strategic business plans of
the company.

11.

Does your company follow formal recruitment process?

Interpretation:
From the above diagram it is quite clear that employees of Big Bazaar (88%) are satisfied
by the recruitment and selection procedure followed by the company. However there can

be

some
changes
introduced in

the

procedure
which

are

suggested by
the

employees to
improve

the

recruitment
and

selection
policy of the
company.

12.

When does your company hire new employees?

Interpretation:
From the above diagram we can see that there were mix responses from the employees
regarding the above mentioned question. 74% said that company is hiring employees
annually as well as according to the company needs but 22% of my sample size believes
company hires according to the need of the organization and 4% says that Big Bazaar
employs on yearly basis.

13.

Which sources of recruitment your company should follow?

Interpretation:
There are various ways of recruiting candidates in Big Bazaar.
Some of the sources used by them are promotion, internal referrals and consultancy
firms.
From the chart it is clear that employees of Big Bazaar are in favour of Campus
placements and promotion and transfers.
20% of employees are in favour of internal references and 15% have suggested using
consultancy services.
Some have suggested advertising the vacancy in newspapers also.

14.

What criteria do you think should be used for selection process?

Interpretation:
Big Bazaar practices panel interview for selecting a candidate but from the chart it is
clear that 60% of employees want written test along with the interview to select a
candidate.
No employee is in favour of written test only and some have suggested that even
physical examination should be included while selecting the candidates along with
written test and interview.

15.

Were you given same job description as discussed in the Interview?

Interpretation:
Almost all the employees got the specified jobs offered to them. This implies that the Big
Bazaar have the organized manpower planning and well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same job as
described. So from Big Bazaar perspective it is a good sign for the overall growth and
development. There were some employees around 2% of my sample study who were
against the above mentioned point.

16. According to you on what basis candidates should be evaluated for selection?

References
10%

All Three
22%

Academic
Qualification
32%
Experience
36%

Interpretation:
The above diagram clearly depicts that the employees prefer Experience as a criteria to
select the candidate. Next they consider academic qualification should be given
importance while selecting a candidate. Only 10% are in favor of references to be used
as a selection criteria by the company.
22% of sample size is in favour of all the three factors that are experience, academic
qualification and family background.

17. Do you think physical examination should be included in selection process?

Interpretation:
The physical examination discloses the physical characteristics of the individual that are
significant from the standpoint of his efficient performance of the job that he may be
assigned.
Accordingly 70% of employees are in favor of physical examination to be included in the
selection procedure because they believe it will ensure higher standard of health and
physical fitness of the employees and will reduce the rates of accident, labour turnover
and absenteeism.
24% are not in favour of physical examination as they think it is a wasteful expenditure
of the company.

18.

Are you satisfied with the overall recruitment & selection process of your
company?

Interpretation:
From the above figure, it is quite clear that out of my sample size , 50% are those who
are not satisfied with the recruitment and selection policy followed by Big Bazaar and
have suggested some measures to improve them. 40% were those who were satisfied by
the policy and 10% were those who were not able to comment on it.

LIMITATIONS OF THE STUDY

Following are the limitations of the study:

The study is restricted to Big Bazaar Ranchi only.

The accuracy of the study is based on the information given by the respondents.
Data collected might have errors due to bias on behalf of the respondents.
As the sample size is of 50 employees only, the accuracy has its limitations.

CHAPTER VII

SUGGESTIONS

Human Resource Department should be more practical and efficient so that the
recruitment and selection become more effective.
Stress should be given on proper maintenance of database of application for future
recruitment in the organization.
The company should follow new trends in the recruitment process.
Stress should be given on knowledge and experience should be the major criteria
for selection of employees.

CHAPTER VIII

CONCLUSION

Following are the conclusions of the study:

The source of recruitment in the organization is totally based on both the factors,
i.e. Internal as well as External factors.
The recruitment of the prospective candidate for a particular post is based on
experience, age, qualification and percentage in the academic year.
The selection process is totally based on skills, communication and technical
qualities.
The formal interview is conducted by the Human Resource Department.
After the selection process, the employees are inducted for 1-5 days.

BIBLIOGRAPGHY

1. Ashwathappa

K,

Human

Resource

Management,

2nd

Edition,

Tata

McGraw

Hill

Publications, 2009.
2. Tripathi, Personnel Management & Industrial Relations, 22 nd Edition, Sultan Chand and
Sons, 2013.
3. P. Subba Rao, Essentials of HRM and Industrial Relations, 5/e Edition, Himalaya Publishing
House, 2013.
4. Big Bazaar- https://en.wikipedia.org/wiki/Big_Bazaar
5. Official Website of Big Bazaar www.bigbazaar.com
6.
7.

What is Recruitment - https://en.wikipedia.org/wiki/Recruitment

What is Selection- https://en.wikipedia.org/wiki/Selection

ANNEXURE

QUESTIONNAIRE
DEPARTMENT:

DESIGNATION:

Levels of education covered by responses to the questionnaire

Please tick which level(s) of works are covered by your organization and if possible
indicate how many individual executive employee your organization covers.
Level of work

No. of employees
covered

Percentage

Managerial
Supervisory
Operational
Total
Section 1 : Overview of Big Bazaar
Level of working
Managerial
Supervisory
Operational
Total

Legal status of employees

Percentage

Comments:
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------How many employees are currently employed in the organization?
Level of work
Managerial
Supervisory
Operational
Total

Male

Female

Total

Percentage

How many employees will retire within the next five years?
Level of
working
Manageria

2012
M F

2013
Tota M F
l

Tot
al

2014
M F

Tot
al

2015
M F

Tot
al

2016
M F

Tota
l

l
Supervisor
y
Operation
al
How many employees were recruited during the last five years?
Level of
working

2012
M

2013
Tota
l

2014
Tota
l

2015
Tota
l

2016
Tota
l

Tota
l

Managerial
Supervisor
y
Operationa
l
How many executive and non-executive employees have left the institution before
retirement during the last five years?
Level of
working

2012
M

2013
Su
m

2014
Su
m

2015
Su
m

2016
Su
m

Su
m

Managerial
Supervisor
y
Operationa
l
Employees were asked whether they observed any change in the recruitment process in
recent times for which following responses were obtained :
Options
YES
NO
Total

No. of respondents

Percentage

Employees were asked whether they found any relation between their qualifications and
the job offered to them, for which they responded in the following:
Options

No. of respondents

Percentage

YES
NO
Total

Employees were asked the reason for the taking up of the job , for which the responses
were following:
Options

No. of respondents

Percentage

Good pay scale

More benefits
Career growth
All the above
Total

Employees were asked about the type of recruitment methodology used in recruitment,
employees for whom the responses were in the following way:
Options

No. of respondents

Percentage

Departmental recruitment
Centralised
Total

Employees were asked whether the planning for manpower recruitment is done in light
of business plans , for which the following responses were obtained:
Options
YES
NO
Total

No. of respondents

Percentage

Does your company follow formal recruitment process?

a) Yes
c) Can't say

b) No

When does your company hire new employees?

a) Immediate need
b) At regular intervals
b) Yearly basis
c) Both

Which sources of recruitment your company should follow?

a) Promotion / Transfer
b) Consultancy
b) Campus Placements
d) References
c) Any Other (Please mention)

What criteria do you think should be used for selection process?

a) Written test
b) Personal Interview
b) Written test and Interview
d) Any Other..

According to you, 3 rounds of interview in Big Bazaar are essential for an effective
recruitment process.
a) Strongly agree
d) Disagree

b) Agree
e) Strongly disagree

c) Cant say

Were you given same job description as discussed in the Interview?

a) Yes

b) No

According to you on what basis candidates should be evaluated for selection?

a) Academic Qualification
b) Experience
c) Family Background
d) All of the above

Do you think physical examination should be included in selection process?

a) Yes
c) Can't say

b) No

Are you satisfied with the overall recruitment & selection process of your company?
a) Satisfied

b) Neutral

c) Dissatisfied

Which of the following factors mentioned below you think have beneficial effect upon
the ability of Big Bazaar to attract & retain good employees?
a)a) Salary a0 a
a) Package
b) Brand Name
b) Career Growth
e) Good working environment
c) Any Other (Please mention)

According to you, the recruitment department in your organization is efficient enough.

a) Strongly agree
d) Disagree

b) Agree

c) Cant say

e) Strongly disagree

The salary offered at the time of interview to the candidates is at par with the market
rate.
a) Strongly agree
d) Disagree

b) Agree

c) Cant say

e) Strongly disagree

You are satisfied with the recruitment process in your organization.

a) Strongly agree
d) Disagree

b) Agree

c) Cant say

e) Strongly disagree

Suggestions (if any, to improve the Recruitment Process)

______________________________________________________
___________

______________________________________________________

______________________________________________________

______________________________________________________

A STUDY ON THE RECRUITMENT AND SELECTION PROCESS

OF
BIG BAZAAR
A Project Submitted
In Partial Fulfillment of the Requirements for the Award of
the Degree of

BACHELOR OF BUSINESS ADMINISTRATION

By

AISHA KUMAR
(BBA/40004/13)

TANYA
(BBA/40017/13)

PARIKRAMA HOLANI
(BBA/40020/13)

DEPARTMENT OF MANAGEMENT
BIRLA INSTITUTE OF TECHNOLOGY, MESRA
EXTENSION CENTRE LALPUR, RANCHI
2013 - 2016

DECLARATION CERTIFICATE
This is to certify that the work presented in the project entitled A STUDY ON THE
RECRUITMENT AND SELECTION PROCESS FOLLOWED AT BIG BAZAAR in partial
fulfillment of the requirement for the award of degree of Bachelor of Business
Administration of Birla Institute of Technology, Mesra, Lalpur Extension Centre, Ranchi is
an

authentic

work

carried

out

under

my

supervision

and

guidance.

To the best of my knowledge, the content of this project does not form a basis for the
award of any previous degree to anyone else.

DATE:

DR. MILI DUTTA

DEPARTMENT OF

MANAGEMENT,
BIRLA INSTITUTE
OF TECHNOLOGY

CERTIFICATE OF APPROVAL

The foregoing project A STUDY ON THE RECRUITMENT AND SELECTION PROCESS OF BIG
BAZAAR is hereby approved as a creditable study of research topic and has been
presented in a satisfactory manner to warrant its acceptance and prerequisite to the
degree

for

which

it

has

been

submitted.

It is understood that by this approval, the undersigned do not necessarily endorse any
conclusion drawn or opinion expressed therein, but the project for the purpose for which
it is submitted.

(Internal
(External Examiner)

Examiner)

ACKNOWLEDGEMENT
This project bears an imprint of many people. First of all, I would like to thank my project
guide Dr. Mili Dutta for her time and guidance she has extended to me. I would also like
to thank

General Manager of BIG BAZAAR, Ranchi for allowing me to undertake this

project work.
I hereby express my deep gratitude to A.N.Jha, in charge of BIT, Mesra, Lalpur Extension
Centre for motivating us to undertake this project work. I would also like to thank my
family and friends for their support and helped me in the completion of this project.

AISHA KUMAR
BBA/40004/13
TANYA
BBA/40017/13
PARIKRAMA HOLANI
BBA/40020/13

CHAPTER I