Design of The Study: Performance Management

CHAPTER 1
DESIGN OF THE STUDY
1.1 Introduction
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization.
HRM is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and training. HRM is also a
strategic and comprehensive approach to managing people and the workplace culture and
environment. Effective HRM enables employees to contribute effectively and productively to
the overall company direction and the accomplishment of the organization's goals and
objectives.
Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance management can
focus on the performance of an organization, a department, employee, or ever the processes
to build a product of service, as well as many other areas.It is also known as a process by
which organizations align their resources, systems and employees to strategic objectives and
priorities. Improves employee engagement because everyone understands how they are
directly contributing to the organizations high level goals. Create transparency in
achievement of goals.
The major aim of the study to find that which all schemes are attractable to influences
up to what level does to affect the customers and it helps to analyze which competency factor
should be given more emphasis. The project starts with identification of important
competanicies, assessment of this competency factor among the employees and determining
the prior competency required. It helps to improve the performance of the employee. The
project also helps in analyzing its importance in recruitment and training
The study is conducted in retail sector with reference to Big Bazaar,Thrissur .Thus
employees performance is being so much important, this project mean to have a study on the
satisfaction level of employees in big bazaar. The aim of the study is to find the effectiveness
of sales promotional tool given to its influence in customers. It is said that people can be the
biggest asset and biggest liability to an organization and no doubt, a well satisfied employees
with his salary, working conditions and coworkers will be the most valuable asset a company
can have. The aim of the study was an overall view of the various activity of the company
and mainly the aim was a thorough the overall employees performance based on the view
point of customers and employees in big bazaar. The projects focus mainly on identifying the
major competencies that are required by sales staff in retail sector.
Employees must know what they need to do to perform their jobs successfully.
Expectations for employee performance are established in employee performance plans. In
short, the performance rating that give an employee can have a major impact on the
employee's career. A performance rating provides a basis for taking adverse action because of
poor performance, which can mean a reduction in grade or even removal from the company.
Consequently, establishing performance requirements, and appraising employee performance
is a job that must be taken seriously. After that should analyze the performance with the
employee and take the necessary steps to provide assistance. However, at any time an
employee's performance is determined to be "unacceptable" or "below meets or exceeds
expectations" in one or more critical elements, special requirements exist and assistance in
improving that performance must be provided. Performance appraisals be job-related and
valid based on a thorough analysis of the job, standardized for all employees not biased
against any race, color, sex, religion, or nationality and performed by people who have
adequate knowledge of the person or job.
Employee evaluations are an important part of maintaining a motivated and skilled

workforce. Employer's should evaluate and assess their employees on a regular basis, not
only for the company but also for the employee to receive feedback on the quality of work
they do. The goal of the evaluation should be to encourage professional excellence from the
employees, rather than be used as a tool to point out short comes. In addition to gauge the
potential growth of a employee the employer should specify some unique characteristics
fitting to the industry the company is in. Use clear performance expectations would help
employees develop accountable, productive, and meaningful. A process for goal setting,
evaluation, feedback, and accountability that lets employees knows how they are doing. This
process must provide opportunities for continuing employee professional and personal
development.
The process done with care and understanding helps employees see how their
jobs and expected contributions fit within the bigger picture of their organization. The goals
of the best employee performance evaluations are also employee development and
organizational improvement. The employee performance evaluation helps employees
accomplish both personal development and organizational goals. Employee performance
evaluation provides legal, ethical, and visible evidence that employees were actively involved
in understanding the requirements of their jobs and their performance. The accompanying
goal setting, performance feedback, and documentation ensure that employees understand
their required outputs.
Employee performance s the process of examining and evaluating the performance of

an individual. .It offers a valuable opportunity to focus on work activities and goals, to
identify and correct existing problems, and to encourage better future performance. Thus the
performance of the whole organization is enhanced.
1.2 Objectives
Primary Objective
To study the overall employees performance based on the view point of customers
and employees
Secondary Objective
To identify the effective relationship between customer and employee
To find out customers demand prior to their needs.
To evaluate the performance of employees

To know customers keen interest towards Big Bazaar.
1.3 Methodology
Study area
Big bazaar in Thrissur City
Sampling Frame
Customers and employees of Big Bazaar,Thrissur.
Sample size
Sample size was 60. The employees and customers were selected deferent areas of the
organization randomly. The respondents were selected randomly from employees and
customers.
Study period
The study was carried out during the period of October November 2012. The duration of
study was conducted from October22-November14,2012.
Sampling method
Random sampling was used in this study. The sampling units choosen
randomly.Which have an equal chance being selected.
Sampling procedure
For the purpose of study, supermarket big bazaar was identified from Thrissur City. forty
customers from one section, and 20 employees from other section,that is, total 60 customers,
were identified from the supermarket and collected data. It includes 40 customers and 20
employees. The sample size comprised of 40 & 20 respondents each from the supermarkets
constituting a total of 60 respondents.
Sampling Tools
Statistical tools used

The collected data were tabulated and analysed with the help of statistical tools such as
averages, scores, percentages, etc. Formula used for calculating the Percentage is given
below:
Number of favouring respondants

Percentage = x 100
Total number of respondent
Graphical tools used
Pie chart
Bar diagram
The collected data were tabulated and analysed with the help of statistical tools such as
averages, scores, percentages, etc. To analyse the performance, questions were graded on a
five point scale. Response choices were given weightage in the following manner.
Response score
Response Choice Scoring Weight

Strongly Agree 5
Agree 4
No opinion 3
Disagree 2
Strongly Disagree 1
The formula used for calculating the index (Kerlinger, 1970) is given below:
Total score of the statement

Index = x 100
Max. Score of the statement
Weighted score = 5 x SA + 4 x A + 3 x NO + 2 x DA + 1 x SD
Index = 5 x SA + 4 x A + 3 x NO + 2 x DA + 1 x SD
------------------------------------------------------
5+4+3+2+1
Each respondent was asked to indicate the description that most suited feeling towards the
statements. The individuals total attitude score is represented by the algebraic summation of
scores assigned to each statement. The objective was to make a comparative evaluation of
responses of different statements and to find out for which all attributes the respondents have
favorable opinion and for which all attributes the respondents had unfavorable opinion.
Data collection
Both primary and secondary data were collected for the study. The respondents where
personally met in order to administrate the questionnaire.
Primary data
Primary data for the study was collected through interview with the help of prestructued
schedule.
Personal interactions
Questionnaire
It includes questionnaire and direct interview .Here the research instrument used is structured
questionnaire method to collect the data directly from the employees and the customer
The structured questionnaire, which was circulated through employers and customers.
Primary data is the process of collecting information directly from the respondent. Direct
interview are conducted.
Secondary data
The secondary data was collected from the published sources such as reports, journals,
periodicals, Internet and other Medias.
2.1 Scope of the study
The findings of the study will help Big bazaar as well as its management to develop and
expand their operational problems and to take appropriate steps to improve their marketing
activities by considering customer tastes and preferences. This study will also help the
organization to improve their profit position. It is relevant to examine the employee
performance of super market in a distinctive market to evaluate the present activities of Big
bazaar and the essential measures to be taken to penetrate these markets. Hence the subject of
study brings out a key to forward planning for the next operating period.
The study on employee performance is a survey done through onsite observation and
interview schedule can be beneficial to the company to score over labor turn over
problems .To know how the organization get affect dissatisfaction faced by the respondent.
The study focused on various problems causing dissatisfaction to the employees. Helps to
improve the satisfaction level of the employees. This will also help in reducing a gap between
performance and goals previously set. .This study aims to analyze the competency mapping
process of the organization. To make competitive steps to fight in the market.
Identify competencies its managers and all other employees should possess, further
improve and practice to improve their job performance towards achieving its goals. Helps to
identify in what competencies individuals need additional development in training. The study
helps the organization meeting various demands that customers are expecting from them.
Helps to increase the employee employer relationship. This study puts lights on the real
issues disturbing mental status of the employees and to increase the opinion among the
influences. This would able to identify the level of performance at different levels face in the
organizations, and how much they are mentally they are fit to face to this kind of methods.
Its worth studying whether the process helps in improving performance. Helps the
organization in developing a clear strategy and developing competencies of their work
2.2 Limitations of the study
The following limitations have happened in the study:
The time constraint stands as a barrier to cover a much larger sample, hence the result
of the study cannot be generalized.
Due to time constrain, it was difficult to conduct an extensive survey..
Unavailability of accurate information from the customers. Because Some employees
to hesitating to reveal the true information
`The findings of the study are only indicative and hence cannot be generalized for the
district or state as a whole.
The findings of the study are solely based on thr information provide by the respondent
The accuracy of findings is limited by the accuracy of statistical tools used for analysis.
Findings of the research may change due to area, demography, age, condition of economy
3.1 INDUSTRY PROFILE

INTRODUCTION
Retailing consists of the sale of goods or merchandise from a fixed location, such as a department
store or kiosk, or by post, in small or individual lots for direct consumption by the purchaser.
Retailing may include subordinated services, such as delivery. Purchasers may be individuals or
businesses. In commerce, a retailer buys goods or products in large quantities from manufacturers or
importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user.
Retail establishments are often called shops or stores. Retailers are at the end of the supply chain.
Shops may be on residential streets, shopping streets with few or no houses, or in a shopping
center or mall, but are mostly found in the central business district. Shopping streets may be
for pedestrians only. Sometimes a shopping street has a partial or full roof to protect
customers from precipitation. In the US, retailers often provided boardwalks in front of their
stores to protect customers from the mud. Online retailing, also known as e-commerce is the
latest form of non-shop retailing.
Emergence of hyper and super markets trying to provide customer with 3 Vs - Value,
Variety and Volume
At year end of 2000 the size of the Indian organized retail industry is estimated at Rs.
13,000 crore
Retailing formats in India
Malls:
The largest form of organized retailing today located mainly in metro cities, in proximity to
urban outskirts ranges from 60,000 sq ft to
7, 00,000 sq ft and above. They lend an ideal shopping experience with an amalgamation of
product, service and entertainment; all under a common roof. Examples include Shoppers
Stop, Pyramid, and Pantaloon etc.

Specialty Stores:
Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer Crossword,
RPG's Music World and the Times Group's music chain Planet M, are focusing on specific
market segments and have established themselves strongly in their sectors.
Discount Stores:
As the name suggests, discount stores or factory outlets, offer discounts on the MRP through
selling in bulk reaching economies of scale or excess stock left over at the season. The
product category can range from a variety of perishable/ non perishable goods.
Department Stores:
Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs.
Further classified into localized departments such as clothing, toys, home, groceries, etc.
Hyper marts/Supermarkets:
Large self service outlets, catering to varied shopper needs are termed as Supermarkets.
These are located in or near residential high streets. These stores today contribute to 30% of
all food & grocery organized retail sales. Super Markets can further be classified in to mini
supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of
3,500 sq ft to 5,000 sq ft. having a strong focus on food & grocery and personal sales.
Convenience Stores:
These are relatively small stores 400-2,000 sq. feet located near residential areas. They stock
a limited range of high-turnover convenience products and are usually open for extended
periods during the day, seven days a week. Prices are slightly higher due to the convenience
premium.
3.2 COMPANY PROFILE

Pantaloon Retail (India) Limited, is India's leading retailer that operates multiple retail
formats in both the value and lifestyle segment of the Indian consumer
market. Headquartered in Mumbai (Bombay), the company operates over 16 million square
feet of retail space, has over 1000 stores across 73 cities in India and employs
over30,000people.
The company's leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a
uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch
and 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 Brand
Factory, Blue Sky, ALL, Top 10 and Star and Sitara. The company also operates an online
portal, futurebazaar.com.A subsidiary company, Home Solutions Retail (India) Limited,
operates Home Town, a large-format home solutions store, Collection, selling home furniture
products and eZone focused on catering to the consumer electronics segment.
Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by
the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year
2007 at the World Retail Congress held in Barcelona.
Pantaloon Retail is the flagship company of Future Group, a business group catering to the
entire Indian consumption space.
Future Group
Future value retail ltd is a wholly on the subsidiary of pantaloon retail (India ) ltd. The entity
has been created keeping in mind the growth and the current size of the companys value
retail business, led by its format divisions, big bazaar and food bazaar. They mainly attain the
opportunities of retailing. The company has now 148 big bazaar stores. And other formats
spared across 70 cities in India. In Kerala they have five big bazaar currently. They started
first venture in palakkad. As a focused entity driving the growth of the groups value retail
business, future value retail ltd. Will more value to customers, stake holders and communities
across the country and shape the growth of modern retail in India. A subsidiary company
Home solutions retail India ltd, operate home town a large format home solution store,
collection, selling home furniture products and eZone focused catering to the consumer
electronic segments. Pantaloon retail is the flagship company of future group, a business
catering to the entire Indian consumption space.
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 16 million
square feet of retail space in 73 cities and towns and 65 rural locations across India.
Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000 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 lifestyle segment,
the group operates Pantaloons, a fashion retail chain and Central, a chain of seamless malls.
In the value segment, its marquee brand, Big Bazaar is a hypermarket 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 hypermarket. The first set of Big Bazaar stores opened in 2001 in Kolkata,
Hyderabad and Bangalore.The group's specialty retail formats include, books and music
chain, Depot, sportswear retailer, Planet Sports, electronics retailer, e-zone, home
improvement chain, Home Town and rural retail chain, Aadhar, among others.
Other group companies include, Future Generali, the group's insurance venture in partnership
with Italy'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 presence in Leisure & Entertainment segment is led through, Mumbai-
based listed company Galaxy Entertainment Limited. Galaxy leading leisure chains, Sports
Bar and Bowling Co. 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 Manifesto
"Future" the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write rules yet
unwritten; create new opportunities and new successes. To strive for a glorious future brings
to us our strength, our ability to learn, unlearn and re-learn our ability to evolve. In Future
Group, will not wait for the Future to unfold itself but create future scenarios in the
consumer space and facilitate consumption because consumption is development. Thereby, it
will effect socio-economic development for our customers, employees, shareholders,
associates and partners.

3.3 Brief History of Big bazaar
The hypermarket chain was introduced in India in 2001 by Pantaloon Retail(India) Limited
The first store in Kolkata Pantaloon retail India Ltd was incorporated as Manz Wear private
Ltd in the year 1987.It became a public limited company in 1991and was renamed Pantaloon
Fashion Limited and then Pantaloon retail Ltd in 1999.The company introduced the concept
of The Pantaloon Shoppe, an exclusive mens wear retail store which expanded across India
from 1994-1998. In the year 1997, Pantaloon moved a large format lifestyle retailing with the
launch of Pantaloons, Indias family store
The management was aware that in retail size mattered .The targeted large Indian
middle class market waiting to tapped.Big Bazaar the discount store waslaunched in the
year 2001, to meet the aspirations of the middle class. In the span of two years, it has added a
Food Bazaar and Gold Bazaar to its range of offering.

CORE VALUES
Indian ness: confidence in ourselves.
Leadership: to be a leader, both in thought and business.
Respect & Humility: to respect every individual and be humble in our conduct.
Introspection: leading to purposeful thinking.
Openness: to be open and receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: to build long term relationships.
Simplicity & Positivity: Simplicity and positivity in our thought, business and action.
Adaptability: to be flexible and adaptable, to meet challenges.
Flow: to respect and understand the universal laws of nature

MAJOR MILESTONES
1987:- Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser,
India's first formal trouser brand.
1991:- Launch of BARE, the Indian jeans brand.
1992:- Initial public offer (IPO) was made in the month of May.1994:- The Pantaloon
Shoppe exclusive menswear store in franchisee format launched across the nation. The
company starts the distribution of branded garments through multi-brand retail outlets across
the nation.
1995:- John Miller Formal shirt brand launched.
1997:- Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.
2001:- Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad.
2002:-Food Bazaar, the supermarket chain is launched.
2004:- Central - India's first seamless mall is launched in Bangalore.
2005:- Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus League
Clothing and Planet Retail.
2006:- Future Capital Holdings, the company's financial is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds. Plans forays into retailing
of consumer finance products.
2007:- Future Group crosses $1 billion turnover mark.
Specialized companies in retail media, logistics, IPR and brand development and retail-led
technology services become operational.
Pantaloon Retail wins the International Retailer of the Year at US-based National Retail
Federation convention in New York and Emerging Retailer of the Year award at the World
Retail Congress held in Barcelona.
Futurebazaar.com becomes India's most popular shopping portal.
2008:- Future Capital Holdings becomes the second group company to make a successful
Initial Public Offering in the Indian capital markets.
Big Bazaar crosses the 100-store mark, marking one of the fastest ever expansion of a
hypermarket format anywhere in the world.
Total operational retail space crosses 10 million square feet mark.
Future Group acquires rural retail chain, Aadhar present in 65 rural locations.
BOARD OF DIRECTORS
Mr. Kishore Biyani, Managing Director
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group
Chief Executive Officer of Future Group.
Mr. Gopikishan Biyani, Whole time Director
Gopikishan Biyani is a commerce graduate and has more than twenty years of experience in
the textile business.
Mr. Rakesh Biyani, Whole time Director
Rakesh Biyani is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in the
implementation of the various new retail formats.
Mr. Vijay Kumar Chopra, Independent Director

V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India (ICAI) by
profession and is a Certified Associate of Indian Institute of Bankers (CAIIB).
Mr. Shailesh Haribhakti, Independent Director
Shri Shailesh Haribhakti is a Chartered Accountant, Cost Accountant, and a Certified Internal
Auditor. He is the Deputy Managing Partner of Haribhakti & Co., Chartered Accountants and
past president of Indian merchant Chambers. He is on the Board of several Public Limited
Companies, including Indian Petrochemicals Corporation Ltd., Ambuja Cement Eastern Ltd.
etc. He is on the Board of Company since June 1, 1999.
Mr. S Doreswamy, Independent Director
S. Doreswamy is a former Chairman and Managing Director of Central Bank of India and
serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited among others.
Dr. D O Koshy, Independent Director
D. O. Koshy holds a doctorate from IIT, Delhi and is the Director of National Institute of
Design (NID), Ahmedabad. He has over 24 years of rich experience in the textiles and
garment industry and was instrumental in the setting up of NIFT centres in Delhi, Chennai
and Bangalore.
Ms. Bala Deshpande, Independent Director
Bala Deshpande is Independent Director, Pantaloon Retail (India) Ltd. and also serves on the
boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus League
Clothing Ltd, among others.

RELATED VENTURES
Home Solutions Retail (India) Limited
Home Solutions Retail (India) Limited (HSRIL) offers complete retailing solutions for all
products and services related to home building and home improvement. The key product
categories are Consumer Durable & Electronics (CDE), Furniture, Home furnishing & decor,
Home improvement and Home services. HSRIL operates retail format Collection-i, Furniture
Bazaar, Electronics Bazaar, Home Town and e-zone.
Future Brands Limited
Future Brands Limited (FBL) has been incorporated on November, 2006 and is involved in
the business of creating, developing, managing, acquiring and dealing in consumer-related
brands and IPRs (Intellectual Property Rights).
Future Media (India) Limited
Future Media (India) Limited (FMIL) was incorporated as the Group's media venture, aimed
at creation of media properties in the ambience of consumption and thus offers active
engagement to brands and consumers. FMIL offers relevant engagement through its media
properties like Visual Spaces, Print, Radio, Television and Activation.
Future Logistic Solutions Limited
Future Logistic Solutions Limited (FLSL) has been incorporated as a separate entity and is
involved in the business of providing logistics, transportation and warehousing services for
all group companies and third-parties.
Future Axiom Telecom Limited
Future Axiom Telecom Limited is a Joint Venture with Axiom Telecom LLC, UAE. e
Company has a 50% stake in Future Axiom Telecom Limited (FATL) which is a joint venture
Company with Axiom Telecom LLC, UAE.

Pantaloon Food Product (India) Limited
Pantaloon Food Product (India) Limited (PFPIL) was incorporated with the object of
sourcing and backward integration of food business of the Company.
Future Knowledge Services Limited
Future Knowledge Services Limited (FKSL) was incorporated on January, 2007 and is
engaged in the business of business process outsourcing and knowledge process outsourcing.
Future Capital Holdings Limited
Future Capital Holdings Limited (FCH) was formed to manage the financial services
business of Pantaloon Retail (India) Limited and other group entities. FCH is one of the
fastest growing financial services company in India, with presence in Asset Advisory, Retail
Financial Services and Proprietary Research.
Future Generali India Insurance Company Limited
Future Generali India Insurance Company Limited (FGIICL) was incorporated on October
30, 2006 to undertake and carry on the business of general insurance. The approval for
carrying on General Insurance Business has been received from the Insurance Regulatory and
Development Authority of India (IRDA) on September 4, 2007.
Future Generali India Life Insurance Company Limited
Future Generali India Life Insurance Company Limited (FGILICL) was incorporated on
October 30, 2006 to establish and conduct the business of life insurance in India, which
comprises of whole life insurance, endowment insurance, double benefit and multiple
benefits insurance etc. The approval for carrying on Life Insurance Business has been
received from the IRDA in September, 2007.

Future bazaar India Limited
Future bazaar India Limited (FBIL) is set up as the e-Retailing arm of the Future Group for
providing on-line shopping experience. Futurebazaar.com was launched on January 2, 2007,
and has emerged as one of the most popular online shopping portals in India.
Staples Future Office Products Private Limited
Staples Future Office Products Private Limited (SFOPPL) was incorporated on January,
2007 and is involved in the business of dealing in all kinds of office supplies, office
equipments and products.
Images Fashion Forum 2009
Most Admired Fashion Group Of The Year - Future Group
Most Admired Private Label - Pantaloons, the lifestyle format
Critics Choice for Pioneering Effort in Retail Concept
Creation Central
AWARDS
CNBC Awaaz Consumer Awards 2009
Most Preferred Multi Product Chain - Big Bazaar
Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar
Images Fashion Forum 2009
Most Admired Fashion Group Of The Year - Future Group
Most Admired Private Label - Pantaloons, the lifestyle format
Critics Choice for pioneering Effort In Retail Concept

Creation Central.
Coca-Cola Golden Spoon Awards 2009

Most Admired Food & Grocery Retailer Of The Year
Most Admired Food Court
Most Admired Food Professional
Indian Retail Forum Awards 2008
Most Admired Retail Company of the year - Future Group
Retail Face of the Year - Kishore Biyani
Best Retailer Of The Year ( Hypermarket) - Big Bazaar
Future Group was awarded the Most Admired Retail Company of the year by the Indian
Retail Forum at a glittering ceremony organized in Mumbai. Mr. Kishore Biyani also won
Retail Face of the Year.
India Retail Forum (IRF) is a platform for intellectual insights and information exchange for
the retail business in the Indian subcontinent. The forum presents the business of retail in the
region to a global audience, with the express aim of facilitating understanding about and
encouraging investment in this massive marketplace.
Big Bazaar, the value format of Future Group bagged the Best Retailer Of The Year
( Hypermarket).
Indian Retail Forum Awards 2008
Most Admired Retail Company of the year - Future Group
Retail Face of the Year - Kishore Biyani
Best Retailer Of The Year ( Hypermarket) - Big Bazaar

Future Group was awarded the Most Admired Retail Company of the year by the Indian
Retail Forum at a glittering ceremony organized in Mumbai. Mr. Kishore Biyani also won
Retail Face of the Year.
The INDIASTAR Award 2008
Food Bazaar: Best Packaging Innovation
Food Bazaar bagged the INDIASTAR Award for Best Packaging Innovation in India, for its
private label brand Fresh and Pure Chakki Atta.
INDIASTAR Award is a biennial event which aims to promote and encourage excellence in
packaging design, innovation and technology. The contest was established in 1972 and is
considered as the most popular and premier event for India's packaging fraternity. This year
there were around 357 entries and the participants had to submit a sample of their designs for
selection.
With this award, Pantaloon Retail (India) Limited becomes the first Indian Retailer to win the
prestigious INDIASTAR Award.
Retail Asia Pacific 500 Top Awards 2008
Gold Winner -Top Retailer 2008 Asia Pacific
Retail Asia Publishing Pte, the institutor of these awards, aims to set a platform that appraise
raises and recognizes the development and growth of retailing throughout the Asia Pacific
region.
The Reid & Taylor Awards for Retail Excellence 2008
Retail Leadership Award: Kishore Biyani
Retail Best Employer of the Year: Future Group

Retailer of The Year: Home Products and Office Improvements: Hometown
The Reid & Taylor Awards for Retail Excellence are an important feature of the Asia Retail
Congress, Asia's single most important global platform to promote world-class retail
practices. These awards are aimed at honouring the best, in the Asian Retail scenario. India
played host to Asia Retail Congress 2008.
Images Retail Awards 2007
Most Admired Retail Face of the Year: Kishore Biyani
Most admired retailer of the year: Large format, multi product store: Big Bazaar
Most admired retailer of the year: Food and Grocery: Food Bazaar
Most admired retailer of the year: Home & office improvement: Hometown
Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.
National Retail Federation Awards
International Retailer for the Year 2007 Pantaloon Retail (India) Ltd
The National Retail Federation is the world's largest retail trade association with over
1.4 million members in the US and across the world. The award was presented at the
Retail's Big Show held in January 2007 in New York.
World Retail Congress Awards
Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd
The inaugural World Retail Congress held in Barcelona, Spain in March 2007
attracted over one thousand retail professionals from over sixty countries. The awards
were decided by a multinational Grand Jury. Winners in other categories included
Inditex, Mall of Emirates, Marks & Spencer and IKEA.
Hewitt Best Employers 2007
Best Employers in India (Rank 14th) Pantaloon Retail (India) Ltd
Leading human resources consultancy, Hewitt Associates conducts an annual survey
of the best employers in India, as part of its global initiative. It is based on CEO
interview, People Practices Inventory and Employee Opinion Surveys. Pantaloon
Retail became the only retailer to feature among the twenty-five best employers in
India.
PC World Indian Website Awards
Best Indian Website in the Shopping Category - Futurebazaar.com
PC World, a leading consumer technology magazine selected the best Indian websites
in various categories based on use of technology for delivering solutions, information
being presented in an intuitive and concise manner and overall experience aided by
design.
Reader's Digest Trusted Brands Platinum Awards
Trusted Brands Platinum Award (Supermarket Category) Big Bazaar
The Reader's Digest awards are based on surveys done among consumers by independent
research agency, Nielsen Media Research. This is the second consecutive time Big Bazaar has
won this award.

2006
Retail Asia Pacific Top 500 Awards
Asia Pacific Best of the Best Retailers Pantaloon Retail (India) Ltd
Best Retailer in India Pantaloon Retail (India) Ltd
The Retail Asia publication in association with Euro Monitor and KPMG honors the best
retailers in 14 countries across the Asia Pacific region. The awards were presented in
Singapore in October, 2006.
Asia money Awards
Best Managed Company in India (Mid-cap) Pantaloon retail (India) Ltd.
The Asia money publication conducts a poll among fund manages and investors and
does a quantitative analysis of financial performance to select best managed
companies in Asian countries.
Ernst & Young Entrepreneur of the Year Award
Ernst & Young Entrepreneur of the Year (Services) Kishore Biyani
Considered to be one of the most prestigious business awards in India, a jury
comprising leading names in Indian business selected the winners based on courage,
creativity, passion, endurance and vision.
CNBC Indian Business Leaders Awards
the First Generation Entrepreneur of the Year Kishore Biyani
Organized by CNBC-TV18, the twelve awardees in various categories are decided by
a high profile jury, along with research partners - The University of Chicago Graduate
School of Business, Development Dimensions International (DDI) and AC Neilson
ORG MARG.
Lakshmipat Singhania IIM Lucknow National Leadership Awards
Young Business Leader Kishore Biyani
The award recognizes and honors individuals who have contributed consistently to the
betterment of our country through their pursuit of excellence. The awards were presented in
New Delhi by the Prime Minister Dr. Man Mohan Singh in December, 2006.
Images Retail Awards
Best Value Retail Store Big Bazaar
Best Retail Destination Big Bazaar
Best Food & Grocery Store Food Bazaar
Retail Face of the Year Kishore Biyani
Readers' Digest Awards
Platinum Trusted Brand Award - Big Bazaar
The Reader's Digest awards are based on surveys done among consumers by
independent research agency, Nielsen Media Research.
CNBC Awaaz Consumer Awards
Most Preferred Large Food & Grocery Supermarket Big Bazaar
Reid & Taylor Awards for Retail Excellence
Retail Entrepreneur of the Year Kishore Biyani
2005
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Voted by Business Today magazine as one of the
Top 20 Companies in India to watch in 2005
India's most investor-friendly companies in the top 75
India's Biggest wealth creators in the top 100
2004
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Central-Retail Launch of the Year
THRISSUR BIG BAZAAR
STORE LOCATION :- THRISSUR

ADDRESS :- FALCON CITY, OPP.ASWINI HOSPITAL
KARUNAKARAN NAMBIAR ROAD,
THRISSUR-680020, KERALA, INDIA
ZONAL OFFICE :- 1st & 2nd FLOOR, PASADENA, NO.18/1
10th MAIN, ASHOKA PILLAR ROAD,
JAYANAGAR 1st BLOCK,
BANGALORE-560011, INDIA
THE STORE LAUNCH : - 11- MAY -2007
OPERATIONS MANAGER : - BABURAJ C.P
DEPARTMENTS IN THRISSUR BIG BAZAAR
FOOD BAZAAR (GROUND FLOOR)
PLASTICS, UTENSILS & CROKERY (1st FLOOR)
LADIES & MENS APPARELS (2nd FLOOR)
KIDS APPARELS (2nd FLOOR)
TOYS & SPORTS DEPARTMENT (3rd FLOOR)
DEPOT DEPARTMENT (3rd FLOOR)
FOOTWEAR DEPARTMENT (3rd FLOOR)
LUGGAGE DEPARTMENT (3rd FLOOR)
ELECTRONICS DEPARTMENT (4th FLOOR)
FURNITURE DEPARTMENT (4th FLOOR)

3.5 ORGANIZATION STRUCTURE
STORE
MANAGER
Back Office
Finance
HR ASM
IT
V.M.
S.C.M.
C.M.
Administration
DM/ADM DM/ADM DM/ADM DM/ADM DM/ADM

DD DD DD DD DD
TL
DD
TM
HR Human Resources ASM Assistant Store Manager
IT Information Technology DM Department Manager
VM Visual Merchandise Manager ADM Assistant Department
SCM Supply Chain Management TL Team Leaders
CM Category Managers TM Team Members
4.1 REVIEW OF LITERACTURE
1) McConnell, Charles R. Opined that Employee performance problems are essentially of 2

kinds: those that are motivational in origin and those resulting from skill deficiencies. Both
kinds of problems are the province of the department manager. Performance problems differ
from problems of conduct in that traditional disciplinary processes ordinarily do not apply.
Rather, performance problems are addressed through educational and remedial processes. The
manager has a basic responsibility in ensuring that everything reasonable is done to help each
employee succeed. There are a number of steps the manager can take to address employee
performance problems. (June 2011)
McConnell, Charles R. MBA, CM , Addressing Problems of Employee Performance.Health
Care Manager. 30(2):185-192, April/June 2011.[Article]
2) Van Iddekinge, Chad H.; Roth, Philip L.; Putka, Dan J.; Lanivich, Stephen E. explained in
their study that A common belief among researchers is that vocational interests have limited
value for personnel selection. However, no comprehensive quantitative summaries of
interests validity research have been conducted to substantiate claims for or against the use of
interests. To help address this gap, we conducted a meta-analysis of relations between
interests and employee performance and turnover using data from 74 studies and 141
independent samples. Overall validity estimates (corrected for measurement error in the
criterion but not for range restriction) for single interest scales were .14 for job performance, .
26 for training performance, -.19 for turnover intentions, and -.15 for actual turnover. Several
factors appeared to moderate interest-criterion relations. (November 2011)
Van Iddekinge, Chad H. 1; Roth, Philip L. 2; Putka, Dan J. 3; Lanivich, Stephen E. 1 J,
Are You Interested? A Meta-Analysis of Relations Between Vocational Interests and

Employee Performance and Turnover. Journal of Applied Psychology. 96(6):1167-1194,
(November 2011)
3) Brayfield, Arthur H.; Crockett, Walter H. argued that, An examination is made of the
empirical literature bearing upon the relationships between employee attitudes and employee
performance. A discussion of methodological questions includes considerations of sampling,
of criterion measures, and of general problems of analysis and design. Theoretical
considerations include the employee's outside environment, and both union and company
structures. Two conclusions are inferred from the literature reviewed: 1. Job satisfaction does
not imply strong motivation for outstanding performance; and 2. "[horizontal ellipsis]
productivity may be only peripherally related to many of the goals toward which the
industrial worker is striving.( September 1955.)
Brayfield, Arthur H.; Crockett, Walter H. Employee attitudes and employee performance.
Psychological Bulletin. 52(5):396-424, September 1955.
4) King, King & Rothwell explained that an individual technical, as well as their personal
characteristics and attributes must be a fit with the corporate culture in order to be hired by a
particular organization and be successful on the job. Without the attributers or competencies
the individual is not consider qualified in other words, possession of thus traits is assumed to
lead to expected or decided performance (2002)
King,S,B, King,M& Rothwell,W.J.(2002).The complete guide to training delivery: A

competancey basd approach newyork: American management association.
5) Riley, Mary stated that Employee performance reviews can often be a frustrating, time-
consuming and unproductive process for both the employee and the manager. This article
outlines three steps that will make an employee performance review system more effective. A
ccording to the author, EPRs can be used to increase productivity, improve morale, and create
better communication. (C) Lippincott-Raven Publishers.( October 1983)
Riley, MaryEmployee Performance Reviews that Work. Journal of Nursing Administration.
13(10):32-33, October 1983
6) Steers, Richard M.; Porter, Lyman W. suggested that It is argued, based on the data, that
performance under goal-setting conditions is a function of at least 3 important variables: the
nature of the task goals, additional situational-environmental factors, and individual
differences.( July 1974.)
Steers, Richard M.; Porter, Lyman W. The role of task-goal attributes in employee
performance. Psychological Bulletin. 81(7):434-452, July 1974.
7) Hall, Fredia BS, RRA argued that Employees are often the forgotten customer in health
care organizations. Satisfied employees are productive employees, which leads to obtaining
long-term satisfied customers. Negative employees can discourage customers and destroy the
integrity of an organization's culture. Long-term customers are critical for the survival of
health care organizations for the year 2000 and beyond. Excellent service will be the only
differentiation between a good and an excellent health care company.( February 1998)
Hall, Fredia BS, RRA , Employee Satisfaction as It Relates to Customer Service.Topics in
Health Information Management. 18(3):25-31, February 1998.
8) Dalal, Reeshad S. 1,*; Bashshur, Michael R. 2; Crede, Marcus 3 suggested that satisfaction
with management above immediate supervision is a key component of overall job
satisfaction. It demonstrate that early job satisfaction researchers regarded this construct as
very important, and that practitioners continue to regard the construct as very important. Yet,
the visibility of this construct in current academic research is hampered by the absence of a
comprehensive and theoretically based measure of the construct. Results that satisfaction with
management should be related to the traditional job satisfaction facets, but also that, because
it is the facet of job satisfaction that pertains to the organisation's collective authority system,
it should explain incremental variance (beyond these traditional facets) not only in global job
satisfaction but also in organisational commitment and organisational justice.( April 2011)
Dalal, Reeshad S. 1,*; Bashshur, Michael R. 2; Crede, Marcus 3 , The Forgotten Facet:
Employee Satisfaction with Management above the Level of Immediate Supervision. Applied
Psychology. 60(2):183-209, April 2011.
CHAPTER-5
ANALYSIS
A study in the overall employees performance based on the view point of customers and
employees with reference to Big bazaar
Introduction
Customer survey is identified as an effective method of assessing employees
performance. Mainly researchers conduct market survey for drawing conclusion about the
customers approach, perception, and preference towards the product. An attempt is made in
this chapter to analyze employees performance based on the view point of customers and
employees under Big bazaar.
Through this study I have also done an attempt to find out the employees
performance towards supermarket Big bazaar. For that purpose have selected 60 respondents
who are the customers and employees of supermarket. The respondents were randomly
selected and survey was conducted using a pre structured schedule. The survey covered know
customers keen interest towards Big Bazaar and also find out the effective relationship
between customer and employee
Analysis was done through collected data, which was to accomplish the stated
objectives. The results disclosed from the survey are presented under the following heads:
5.1 Age of customers

The age-wise distribution of selected customers is presented in Table 5.1
Table 5.1 Age wise classification of respondents
Sl no Age Respondent
Number Percent
1 <20 2 5
2 20-40 22 55
3 40-60 12 30
4 >60 4 10
Total 40 100.0
Source: Primary Data
Diagram 5.1 Age wise classification of respondents
Chart Title
10% 5%
Age <20 20-40 40-60 >60
30%
55%
The age wise classification of the data revealed that majority of the respondents belonging to
the age group of 20-40, ie. 55 percent of the respondents. And the least number of
respondents were below 20 years. Remaining 55 and 10 percent of the respondents belong to
the age group of 20-40 and above 60 years respectively. It may be inferred that majority of
the consumers are middle aged.
5.2 Marital status of the customers
The marital status of the customers is found in Table 5.2
Table 5.2 Marital status of customer
Respondent
Sl no Sex
Number Percent
1 Male 16 40.0
2 Female 24 60.0
Total 40 100.0
Diagram 5.2 Marital status of customers

Marital status
Male Female
40%
60%
According to the above table female respondents were more than males, that is, 24
respondents (60 percent) were females and 16 respondents (40 percent) were males.
5. 3 Duration of visit
How long have you worked for the Company is found in Table 5.3
Table 5.3 How long have you worked for the Company
Respondents
Sl no Duration of visit
Number Percent
1 Daily 2 5
2 Weekly 20 50
3 Monthly 14 35
4 Occasionally 4 10
Total 40 100.0
Diagram 5.3 How long have you worked for the Company
Duration of work
Daily Weekly Monthly Occasionally
10% 5%
35% 50%
From this it can be inferred that the number of Weekly and Daily respondents are less
compared to the Monthly respondents. Table 5.3 depicts that majority of the respondents were
Daily (5 percent), 35 per cent were Monthly and 10 per cent were occasionally visitors.
5.4 Purchase due to recommendation

Have you purchased any product due to the recommendation of our employees is found in
Table 5.3
Table 5.4 Have you purchased any product due to the recommendation of our
employees
Purchase due to Respondent
Sl no
recommendation Number Percent
1 No 12 30.0
2 Yes 28 70.0
Total 40 100.0
Diagram 5.4 Have you purchased any product due to the recommendation of our
employees
Purchase due to recommendation
Yes No
30%
70%
The table clearly indicates that vast majority (70 percent) of the customers opined that
customers were purchase the product due to the recommendation of employees. 30 percent of
the customers opinioned that employees recommendations were not convenient for them.
5.5 Opinion about announcement

The distribution of respondents according to the Opinion about announcement
is presented in Table 5.5
Table 5.5 What is your opinion about employees of big bazaar announce new offers
through mike
Opinion about Respondent

Sl no
announcement Number Percent
1 Fully satisfied 24 60
2 Partially Satisfied 10 25
3 Somewhat Dissatisfied 4 10
4 Dissatisfied 2 5
Total 40 100
Diagram 5.5 What is your opinion about employees of big bazaar announce new offers
through mike
Opinion about announcement

Fully satisfied Partially Satisfied Somewhat Dissatisfied
Dissatisfied
5%
10%
25% 60%
Most of the respondents surveyed (60 percent) were Fully satisfied with the
announcement..Followed by those Partially Satisfied customers in Big bazar 25 percent and
Somewhat Dissatisfied customers were in 10 percent. It may be observed that 5 percent of the
respondents were not like announcement through mike.
5.6 Opinion about Customer service
What is your opinion about employees of big bazaar in terms of customer service in Table 5.6
Table 5.6 What is your opinion about employees of big bazaar in terms of customer
service
Opinion about Respondent

Customer service
Sl no
Number Percent
1 Excellent 20 50
2 Good 14 35
3 Average 4 10
4 Bad 2 5
Total 40 100.0
Diagram 5.6 What is your opinion about employees of big bazaar in terms of customer
service
customer service
Excellent Good Average Bad
5%
10%
50%
35%
The following table gives the opportunity to analyse the Opinion about Customer service
.Most of the respondents opined that customer service is excellent (50 percent) and 35
percent of the respondents marked that customer service is Good. Above the total 40 has only
2 (5%) of the respondents opined that it is bad.
5.7 Guidance from sales persons
Do you get required guidance from sales persons is found in Table 5.7
Table 5.7 Do you get required guidance from sales persons
Guidance from sales Respondent
Sl no
persons Number Percent
4 Dissatisfied 2 5
Total 40 100.0
Diagram5.7 Guidance from sales persons
Guidance from sales person
5%
Fully satisfied Partially Satisfied 10%Somewhat Dissatisfied Dissatisfied
30% 55%
In the case of residence wise classification of the respondents it can be observed that majority
of the respondents belongs to Fully satisfied category i.e., 30 percent and 10 percent of the
respondents are from Partially Satisfied and Somewhat Dissatisfied category respectively.
5. 8 About promotional schemes
Does the employee tell you about the promotional schemes launched by the company are
found in Table 5.8.
Table 5.8 About promotional schemes
Promotional Respondent
Sl no
schemes Number Percent
1 Yes 30 75
2 No 10 25
Total 40 100.0
Diagram 5.8 About promotional schemes
Promotional schems
25%
Yes No
75%
Among these majorities of the respondents (75per cent) prefer to opt yes opinion. Least
number of respondents(25 per cent) said that they were not got sufficient results.
5. 9 Opinion about cleanliness & hygiene maintained in the store
What is your opinion about cleanliness & hygiene maintained in the store presented in Table
5.9
Table 5.9 Opinion about cleanliness & hygiene maintained in the store
Respondent
Sl no Cleanliness & Hygiene
Number Percent
4 Dissatisfied 0 0
Total 40 100.0
Diagram5.9 Opinion about cleanliness & hygiene maintained in the store
Cleanliness & Hygiene
5%
Fully satisfied Partially Satisfied
25% Somewhat Dissatisfied Dissatisfied
70%
It is being observed from the table that as much as 70 percent of them fully satisfied with the
cleanliness & hygiene maintained in the store .25 percent of the respondents were Partially
Satisfied and 5 percent of the respondents were Somewhat Dissatisfied respectively.
5. 10 If you are purchasing something in our company, when one employee
is following (guiding) in all your purchase, Do you like it or not
If you are purchasing something in our company, when one employee is following (guiding)
in all your purchase, Do you like it or not shown in Table 5.10
Table 5.10 About Purchase
Respondent
Sl no About Purchase
Number Percent
1 Yes 8 20
2 No 32 80
Total 40 100.0
Diagram 5.10 If you are purchasing something in our company, when one employee is
following (guiding) in all your purchase, Do you like it or not
About Purchase
Yes No
20%
80%
Majority of the respondents (80%) were not like when one employee follows (guides) at the
time purchase, Among these least number of the respondents (20per cent) prefer guidance.
5. 11 Opinion about customer relation of employees

Table 5.11 examines the decision maker in respect of consumer durables, food products and
edible oil categories in the household.
Table 5.11 Opinion about customer relation of employees
Customer relation of Respondent
Sl no
employees Number Percent
4 Dissatisfied 0 0
Total 40 100.0
Diagram5.11 Opinion about customer relation of employees
Customer relation of Employees
10%
Fully satisfied Partially Satisfied Somewhat Dissatisfied Dissatisfied
30%
60%
It is obvious from the table that 60 percent of the respondents were Fully satisfied with the
Customer relations of employees. Out of this, 30 percent were Partially Satisfied and at the
same time 10 percent of the respondents they have Somewhat Dissatisfied with the service.
None of the respondents were Dissatisfied.
5. 12 About signages
Does continuous signages within company premises irritated you is given in Table 5.12.
Respondent
Sl no About signages
Number Percent
4 Dissatisfied 0 0
Total 40 100.0
Diagram 5.12 About signages
About signage
5%
30%
65%

It is being observed from the table that only 65 percent of customers are Fully
satisfied with signages. However, 30 percent respondents Partially Satisfied and 5 percent
were Somewhat Dissatisfied. None of them are Dissatisfied .
5.13 Have you ever experience a delay in billing/ any section. Making you
wait in hours in Queue
Have you ever experience a delay in billing/ any section. Making you wait in hours in Queue
is found in Table 5.13.
Table 5.13 Have you ever experience a delay in billing/ any section. Making you wait in
hours in Queue
Sl Delay in billing/any section Respondent
n Number Percent
o
4 Dissatisfied 14 35
Total 40 100
Diagram 5.13Have you ever experience a delay in billing/ any section. Making you wait in
hours in Queue
Delay in billing/any section
15%
35%
20%
30%
Customers opined that they all were not satisfied with billing section. Though
majority of the consumers (35%) were dissatisfied with billing section. However, 20 percent
Partially Satisfied 30 percent are Somewhat Dissatisfied.
5. 14 Have you experienced any biased approach from the employees, like
giving more importance to salaried customers and neglecting low salaried
ones
Table 5.14 shows frequency of purchase by the customers.
Table 5.14 Have you experienced any biased approach from the employees, like giving
more importance to salaried customers and neglecting low salaried ones
Sl Biased approach from the employees Respondent
n Number Percent
o
4 Dissatisfied 18 45
Total 40 100.0
Diagram 5.14 Have you experienced any biased approach from the employees, like
giving more importance to salaried customers and neglecting low salaried ones
Biased approach
10%
Fully satisfied Partially Satisfied Somewhat
15% Dissatisfied Dissatisfied
45%
30%
It was found that majority had either Dissatisfied (45%) and Somewhat Dissatisfied
(30%)included at the time of purchases. The following table gives the opportunity to analyze
the response on the biased approach. Most of the respondents opined that a biased approach is
there in the organization.
5.15 Does the employees clarifies your doubts during the purchase
Does the employees clarifies your doubts during the purchase is found in Table 5.15
Table 5.15 Does the employees clarifies your doubts during the purchase
Respondent
Sl no Employees clarifies doubts
Number Percent
1 Fully satisfied 19 47.5
2 Partially Satisfied 13 32.5
4 Dissatisfied 2 5
Total 40 100.0
Diagram 5.15 Does the employees clarifies your doubts during the purchase
Clarifies doubts
5%
15%
48%
33%
It may be observed that an employee clarifies regarding doubts during the purchase. 47
percent and 5 percent were the Somewhat Dissatisfied and Dissatisfied respondents
respectively. It is imperative from this analysis, which 15 percent of the respondents were
fully satisfied followed by Partially Satisfied 33 percent.
5.16 Do you find it easy to identify them as the employees are in uniform
Do you find it easy to identify them as the employees are in uniform is found in Table 5.16.1
Table 5.16. Do you find it easy to identify them as the employees are in uniform
Sl Respondent
Uniform
no Number Percent
4 Dissatisfied 2 5
Total 40 100.0
Diagram5.16 Do you find it easy to identify them as the employees are in uniform
Uniform
5%
10%
55%
30%
While analyzing the data, it was found that 55 customers are satisfied with uniform, 30
percent are partially and 10 percent are somewhat dissatisfied.
Table 5.17 Have the employees helped you in replacing your damaged
product
Have the employees helped you in replacing your damaged product are found in Table 5.17.1
Table 5.17 Have the employees helped you in replacing your damaged product
Respondent
Sl no About damaged product
Number Percent
1 Fully satisfied 19 47.5
4 Dissatisfied 3 7.5
Total 40 100.0
Diagram5.17.1 Have the employees helped you in replacing your damaged
product
About damaged product
8%
Fully satisfied 15%
Partially Satisfied Somewhat Dissatisfied Dissatisfied
48%
30%
This analysis revealed that most of the customers fully satisfied (47%) with the replacement
of damaged product. According to this table 30 percent of customers were Partially Satisfied,
and the remaining 15 percent Somewhat Dissatisfied.
Table 5.18 Inconvenience in tracing the products
Did you have any inconvenience in tracing the products
If yes, what respect..is shown in Table 5.18
Table 5.18 Inconvenience in tracing the products
Respondent
Sl no Tracing the products
Number Percent
1 Poor customer service 2 5
2 Highly priced 32 80
3 Poor quality 2 5
4 Others 4 10
Total 200 100.0
Diagram5.18 Inconvenience in tracing the products
Tracing the products
Poor customer service Highly 5%

10%priced Poor quality Others
5%
80%
The table clearly indicates that vast number (80 percent) of the customers opined that
Big bazaar products are highly priced. 5 per cent are agreeing that poor quality is a problem.
Table 5.19 Company as a good place to purchase
Table 5.19 To what extent do you agree with the following statement: I would recommend
this company as a good place to purchase
Table 5.19 Company as a good place to purchase
Sl Company as a good place to purchase Respondent

no
Number Percent
1 Strongly Agree 27 67.5
2 Somewhat Agree 5 12.5
3 Somewhat Disagree 8 20
4 Disagree Completely 0 0
Total 40 100.0
Diagram 5.19 Company as a good place to purchase

Company as a good place to purchase
Strongly Agree Somewhat Agree Somewhat Disagree
20%
Disagree Completely 13%

68%
5.1.1 How many customers do you think you can cater to in a day
How many customers do you think you can cater to in a day is found in Table 5.1
Table 5.1.1 How many customers do you think you can cater to in a day
Respondents
Sl no Customers
Number Percent
1 Below 10 2 10
2 10--15 4 20
3 15-20 9 45
4 More than 20 5 25
Total 20 100.0
Diagram 5.1.1 How many customers do you think you can cater to in a day
customers can cater

Below 10 10--15 15-20 More than 20
10%
25%
20%
45%
Here we can see that 10-15 of the respondents can cater 45 percent of customers
.That is about 10% of them have been cater 10-15 in number.
5.2.2 How many customers can you influence their bill value
How many customers can you influence their bill value is found in Table 5.1.1
Table 5.2.2 How many customers can you influence their bill value
Respondents
Sl no Customers billl value
Number Percent
1 Below 10 10 50
2 10--15 5 25
3 15-20 3 15
4 More than 20 2 10
Total 20 100.0
Diagram 5.2.2 How many customers can you influence their bill value
customer bill value

Below 10 10--15 15-20 More than 20
10%
15%
50%
25%
5.3.3 What is your opinion about Working environment

What is your opinion about Working environment is found in Table 5.3.1
Table 5.3.3 What is your opinion about Working environment
Working Respondents
Sl no
environment Number Percent
Somewhat
3
Dissatisfied 2 10
4 Dissatisfied 2 10
Total 20 100.0
Diagram 5.3.3What is your opinion about Working environment
Working environment
Somewhat Dissatisfied Dissatisfied
10%
10%
45%
35%
Here we can see that about 45% of the respondents fully satisfied with the working
condition.10% of them dissatisfied. And about 35% of them are partially agree to this
statement.
5.4 .4What are the main problems faced by you in interacting the
customers
What are the main problems faced by you in interacting the customers is found in Table 5. 4
Table 5. 4.4 What are the main problems faced by you in interacting the customers
Respondents
Sl no Problems of employees
Number Percent
1 Product knowledge 4 20
Lack of communication
2
skills 6 30
3 Service skills 1 5
4 Others (specify) 9 45
Total 20 100.0
Diagram 5.4 What are the main problems faced by you in interacting the customers
Problems of employees
20%
Product knowledge Lack of communication skills Service skills Others (specify)
45%
30%
5%
From this study it can be inferred that among 4 factors Service skills and Lack of
communication skills are the areas that require more improvements. Product knowledge also
requires improvements.
5.5.5 How do you tackle problematic customers
How do you tackle problematic customers is found in Table 5. 5.5
Table 5. 5.5 How do you tackle problematic customers
Tackle problematic Respondents
Sl no
customers Number Percent
1 Solve at spot 3 15
2 Refer to CSD 14 70
3 Refer to management 2 10
4 Others (specify) 1 5
Total 20 100.0
Diagram 5.5 .5 How do you tackle problematic customers
Tackle problematic customers
5% 15%
10%
Solve at spot Refer to CSD Refer to management Others (specify)
70%
More than 70 percent respondents opined that it refers to the CSD wing. Only
15 percent solve the problem at the spot
5.6 .6What do you require to enlarge your customer service skills
What do you require to enlarge your customer service skills is found in Table 5.6.6
Fully satisfied / partially satisfied / somewhat Satisfied / somewhat Dissatisfied /
Dissatisfied/
A B C D
Deliver on what you promise
Get feedback
Communicate clearly and respond quickly
Handling stress
Active listening
Problem-solving and complaints-handling
Product and organization knowledge
Customers perception about customer service skills is identified based on their

opinion in five point scale as below. Weighted score has been calculated based on the
weight assigned for each score which is shown against each:
SA : Strongly Agree :5
A : Agree :4
NO : No Opinion :3
DA : Disagree :2
SD : Strongly Disagree :1
Weighted score = 5 x SA + 4 x A + 3 x NO + 2 x DA + 1 x SD
Index = 5 x SA + 4 x A + 3 x NO + 2 x DA + 1 x SD
------------------------------------------------------
5+4+3+2+1
Table 5.6.6 What do you require to enlarge your customer service skills is presented in
Table 5.31.1
Sl. Quality Parameters SA A NO DA SD Score Index Rank
No
S1 Deliver on what you 6 5 3 4 2 67 4.5 6
promise
S2 Get feedback 6 4 2 4 4 60 4.0 7
S3 Communicate clearly and 16 4 _ _ _ 96 6.4 1
respond quickly
S4 Handling stress 8 5 2 5 _ 76 5.1 5
S5 Active listening 14 6 _ _ _ 94 6.3 2
S6 Problem-solving and 12 4 _ 2 _ 88 5.9 3
complaints-handling
S7 Product and organization 12 5 _ 3 _ 86 5.7 4
knowledge
.
The opinion of selected employees in respect of 7 attributes of Big Bazar was obtained on a
five-point scale. The weighted indexes of each statement of all statements are presented in
Table 5.6.6.The indices of various attributes ranged from 6.4 to 4.0.According to the table the
highly favorable attributes of Big bazaar in employees opinion are , Communicate clearly
and respond quickly (6.4), Problem-solving and complaints-handling (5.9), Product and
organization knowledge (5.7.) Active listening (6.3) Get feedback (4.0) Deliver on what you
promise (4.5).and Handling stress(5.1). The attributes that secured the lowest index were Get
feedback (4.0) and Deliver on what you promise(4.5).
5.7 .7Overall, how satisfied are you working for The Company
Overall, how satisfied are you working for The Company is found in Table 5. 7.7
Table 5.7.7 Overall, how satisfied are you working for The Company
Respondents
Sl no Over all satisfaction
Number Percent
Somewhat
3
Dissatisfied 3 15
4 Dissatisfied 2 10
Total 20 100.0
Diagram 5.7.7 Overall, how satisfied are you working for The Company
Over all satisfaction
Somewhat Dissatisfied Dissatisfied
10%
15%
45%
30%
From this study it is clear that about 45% of the respondents are Fully satisfied with the
company. It shows that 10 % of them rate them as dissatisfied and 15% o them are of
Somewhat Dissatisfied.
Ch-square test
Ch-square test is used to check the Relationship between the working environment and
overall satisfaction of employees
NULL HYPOTESIS: (H0) There is a significant relationship between the two variables
ALTERNATIVE HYPOTHESIS: (H1) There is no significant relationship between the two
variables
Oij Eij Oij- Eij ( Oij- Eij)2 ( Oij- Eij)2/ Eij

6 4.05 1.95 3.8025 0.9389
1 3.15 -2.15 4.6625 1.4675
1 0.9 0.1 0.01 0.0112
1 0.9 0.1 0.01 0.0112
1 2.7 -1.7 2.89 1.0704
3 2.1 0.9 0.81 0.3857
1 0.6 0.4 0.16 0.2667
1 0.6 0.4 0.16 0.2667
1 1.35 -0.35 0.1225 0.0908
2 1.05 0.95 0.9025 0.8596
0 0.3 -0.3 0.09 0.3
0 0.3 -0.3 0.09 0.3
1 0.9 0.1 0.01 0.1
1 0.7 0.3 0.09 0.1286
0 0.2 -0.2 0.04 0.2
0 0.2 -0.2 0.04 0.2
Total 6.5973
Overall satisfaction
Working <10 10-15 15-20 20< Total
environment
<10 6 1 1 1 9
10-15 1 3 1 1 6
15-20 1 2 0 0 3
20< 1 1 0 0 2
Total 9 7 2 2 20
CALCULATED VALUE
X2= 6.5973
TABLE VALUE
Level of significance= 5% (0.05)
Degree of freedom= (4-1) (4-1) = 9
Therefore, the table value= 16.9
Here the calculated value is < table value. Hence we accept the null hypothesis.
INFERENCE: There is a significant relation between the working environment and overall
satisfaction of employees
.
2) Does any relation between sales persons guidance and customer service
NULL HYPOTESIS: (H0) There is a significant relationship between the two variables
ALTERNATIVE HYPOTHESIS: (H1) There is no significant relationship between the two
variable
Customer service
Guidance excellent good average Bad
Fully satisfied 11 7 2 2 22
Partially 5 5 2 0 12
Satisfied
Somewhat 2 2 0 0 4
Dissatisfied
Dissatisfied 2 0 0 0 2
20 14 4 2 20
Oij Eij Oij- Eij ( Oij- Eij)2 ( Oij- Eij)2/ Eij

11 11 0 0 0
7 7.7 -0.7 .49 0.6364
2 2.2 -0.2 .04 0.0182
2 1.1 0.9 .81 0.7364
5 6 -1 1 1
5 4.2 0.8 .64 0.1524
2 1.2 0.8 .64 0.5334
0 0.6 -o.6 0.36 .6
2 2 0 0 0
2 1.4 0.6 0.36 0.2572
0 0.4 -0.4 0.16 0.4
0 0.2 -0.2 0.04 0.2
2 1 1 1 1
0 0.7 -0.7 0.49 0.7
0 0.2 -0.2 0.04 0.4
0 0.1 0.1 0.01 0.1
Total 6.0713
CALCULATED VALUE
X2= 6.0713
TABLE VALUE
Level of significance= 5% (0.05)
Degree of freedom= (4-1) (4-1) = 9
Therefore, the table value= 16.9

Here the calculated value is < table value. Hence we accept the null hypothesis.
INFERENCE: There is a significant relation between sales persons guidance and customer
service. So we can say that sales persons guidance play a major role for the improvement of
customer service.
Major findings
The age wise classification of the data revealed that majority of the respondents
belonging to the age group of 20-40, ie. 55 percent of the respondents. And the least
number of respondents were below 20 years. Remaining 55 and 10 percent of the
respondents belong to the age group of 20-40 and above 60 years respectively. It may be
inferred that majority of the consumers are middle aged.
According to the study female respondents were more than males, that is, 24 respondents
(60 percent) were females and 16 respondents (40 percent) were males.
It can be inferred that the number of Weekly and Daily respondents are less compared to
the Monthly respondents. Table 5.3 depicts that majority of the respondents were Daily (5
percent), 35 per cent were Monthly and 10 per cent were occasionally visitors.
Vast majority (70 percent) of the customers opined that customers were purchase the
product due to the recommendation of employees. 30 percent of the customers opinioned
that employees recommendations were not convenient for them.
Most of the respondents surveyed (60 percent) were Fully satisfied with the
announcement..Followed by those Partially Satisfied customers in Big bazar 25 percent
and Somewhat Dissatisfied customers were in 10 percent. It may be observed that 5
percent of the respondents were not like announcement through mike.
Analyze the Opinion about Customer service most of the respondents opined that
customer service is excellent (50 percent) and 35 percent of the respondents marked that
customer service is Good. Among 40 has only 2 (5%) of the respondents opined that it is
bad.
In the case of residence wise classification of the respondents it can be observed that
majority of the respondents belongs to Fully satisfied category i.e., 30 percent and 10
percent of the respondents are from Partially Satisfied and Somewhat Dissatisfied
category respectively
Employees tell about the promotional schemes launched by the company Among these
majorities of the respondents (75per cent) prefer to opt yes opinion. Least number of
respondents(25 per cent) said that they were not got sufficient results
It is being observed that as much as 70 percent of them fully satisfied with the cleanliness
& hygiene maintained in the store .25 percent of the respondents were Partially Satisfied
and 5 percent of the respondents were Somewhat Dissatisfied respectively.
Majority of the respondents (80%) were not like when one employee follows (guides) at
the time purchase, Among these least number of the respondents (20per cent) prefer
guidance..
It is obvious that 60 percent of the respondents were Fully satisfied with the Customer
relations of employees. Out of this, 30 percent were Partially Satisfied and at the same
time 10 percent of the respondents they have Somewhat Dissatisfied with the service.
None of the respondents were Dissatisfied.
It is being observed that only 65 percent of customers are Fully satisfied with signages.
However, 30 percent respondents Partially Satisfied and 5 percent were Somewhat
Dissatisfied. None of them are dissatisfied.
Customers opined that they all were not satisfied with billing section. Though majority of
the consumers (35%) were dissatisfied with billing section. However, 20 percent Partially
Satisfied 30 percent are Somewhat Dissatisfied.
It was found that majority had either Dissatisfied (45%) and Somewhat Dissatisfied
(30%) included at the time of purchases. It gives an opportunity to analyze the response
on the biased approach. Most of the respondents opined that a biased approach is there in
the organization.
It may be observed that an employee clarifies regarding doubts during the purchase. 47
percent and 5 percent were the Somewhat Dissatisfied and Dissatisfied respondents
respectively. It is imperative from this analysis, which 15 percent of the respondents were
fully satisfied followed by Partially Satisfied 33 percent.
While analyzing the data, it was found that 55 customers are satisfied with uniform, 30
percent are partially and 10 percent are somewhat dissatisfied.
This analysis revealed that most of the customers fully satisfied (47%) with the
replacement of damaged product. According to this study 30 percent of customers were
Partially Satisfied, and the remaining 15 percent Somewhat Dissatisfied
It clearly indicates that vast number (80 percent) of the customers opined that Big bazaar
products are highly priced. 5 per cent are agreeing that poor quality is a problem.
Here we can see that 10-15 of the respondents can cater 45 percent of customers .That is
about 10% of them have been cater 10-15 in number.
While analyzing the data, it was found that about 45% of the respondents fully satisfied
with the working condition.10% of them dissatisfied. And about 35% of them are
partially agreed to this statement.
From this study it can be inferred that among 4 factors Service skills and Lack of
communication skills are the areas that require more improvements. Product knowledge
also requires improvements.
More than 70 percent respondents opined that it refers to the CSD wing. Only 15 percent
solve the problem at the spot
The opinion of selected employees in respect of 7 attributes of Big Bazar was obtained on
a five-point scale. The weighted index of each statement of all statement reveals it. The
indices of various attributes ranged from 6.4 to 4.0. highly favorable attributes of Big
bazaar in employees opinion are , Communicate clearly and respond quickly (6.4), The
attributes that secured the lowest index were Get feedback (4.0) and Deliver on what you
promise(4.5).
From this study it is clear that about 45% of the respondents are Fully satisfied with the
company. It shows that 10 % of them rate them as dissatisfied and 15% o them are of
Somewhat Dissatisfied.
Suggestions
Regular feedback improves the performance of employees and make them connected
to the organization
The organization can also focus on providing regular counseling every month or
quarter ,Periodic review of this skills and knowledge required to perform a particular
role ensuring they are complete and correct
Give additional training to employees, Employees only get an introduction program
like praramb ie, 3 day training. In the case of newcomers, most of them does not
aware about the product they were not have any additional information. If the
employee get an additional training after praramb, that will good for future.
Appoint experienced staffs at the electronics and toys section. If the customers are
approaching to the employees, even they were not able to explain the features of the
product because lack of product knowledge ,
CSD, Customer service dusk, only 3 persons are working in CSD. Increase the
number of person in the wing, so can easily take steps at the correct time
The competency evaluation can be more effective if it carried out at least twice a year.
So that it keeps reminding the employees re they stand and what they have to achieve
the required objectives.
Billing section is sometimes very poor. Customers have to wait more time in the
queue. Is in the ground floor. So try to introduce one more counter in the ground floor.
It is advisable that training and development program can be given to employees in
order to increase their efficiency, Through recognition & rewards the performance can
be improved
Suggestions from customers

Customers complained about the floor area that, it is a congested area, so try to
arrange all the product in a useful manner, so customer can pull the trolley easily
through the floor
Some customers opined that, employees should put a name plate
One of the customer opinioned that give additional salary at the over time section
Employees suggested that, should increase more employees at some particular

sections like, cloths, vegetables etc
Some of the employees also suggests to give additional salary based on the over
timework
Most o the employees have a suggestion to conduct seminars and other interesting
programmes
Conclusion
Human Resources Management (HRM) is the strategic management of the employees, who
individually and collectively contribute to the achievement of the strategic objectives of the
organization. Assuming that the employees of an organization are individuals with own mental
maps and perceptions, own goals and own personalities and as such they cannot be perceived as
a whole, HRM holds that the organization should be able to employ both individual and group
psychology in order to commit employees to the achievement of organizational goals. .
Aiming to enable the organization to achieve its strategic goals by attracting, retaining
and developing employees, HRM functions as the link between the organization and the
employees. A company should first become aware of the needs of its employees, and at a later
stage, understand and evaluate these needs in order to make its employees perceive their job as a
part of their personal life, and not as a routine obligation. To that end, HRM is very crucial for the
whole function of an organization because it assists the organization to create loyal employees,
who are ready to offer their best.
The study concluded that employees are the assets of the organization, so give more
attention and additional facilities to employees. Employees play a major role for the benefit of
organisation
REFERENCES
McConnell, Charles R. MBA, CM , Addressing Problems of Employee
Performance.Health Care Manager. 30(2):185-192, April/June 2011.[Article]
Van Iddekinge, Chad H. 1; Roth, Philip L. 2; Putka, Dan J. 3; Lanivich, Stephen E. 1
J, Are You Interested? A Meta-Analysis of Relations Between Vocational Interests
and Employee Performance and Turnover. Journal of Applied Psychology.

96(6):1167-1194, (November 2011)
Brayfield, Arthur H.; Crockett, Walter H. Employee attitudes and employee

performance. Psychological Bulletin. 52(5):396-424, September 1955.
King,S,B, King,M& Rothwell,W.J.(2002).The complete guide to training delivery: A

competancey basd approach newyork: American management association.
Riley, MaryEmployee Performance Reviews that Work. Journal of Nursing

Administration. 13(10):32-33, October 1983
Steers, Richard M.; Porter, Lyman W. The role of task-goal attributes in employee
performance. Psychological Bulletin. 81(7):434-452, July 1974.
Hall, Fredia BS, RRA , Employee Satisfaction as It Relates to Customer
Service.Topics in Health Information Management. 18(3):25-31, February 1998.
Dalal, Reeshad S. 1,*; Bashshur, Michael R. 2; Crede, Marcus 3 , The Forgotten
Facet: Employee Satisfaction with Management above the Level of Immediate
Supervision. Applied Psychology. 60(2):183-209, April 2011.
Websites
http://en.wikipedia.org/wiki/Big_Bazaar
http://www.peoplestreme.com/what-is-performance-management.shtml
http://www.jantareview.com/Thrissur/biz_26092/Big-Bazaar
http://www.employeeperformancesolutions.com/
http://www.businessdictionary.com/definition/human-resource-management-
HRM.html#ixzz2C3RVhiI8
http://yellowpages.webindia123.com/dpy/Kerala/Thrissur/Super+Markets/
www.ovidsp.com

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CHAPTER 1

DESIGN OF THE STUDY

Employee evaluations are an important part of maintaining a motivated and skilled

Employee performance s the process of examining and evaluating the performance of

To evaluate the performance of employees

Big bazaar in Thrissur City

Customers and employees of Big Bazaar,Thrissur.

Statistical tools used

Number of favouring respondants

Total number of respondent

Graphical tools used

Response Choice Scoring Weight

Total score of the statement

The following limitations have happened in the study:

of the study cannot be generalized.

Due to time constrain, it was difficult to conduct an extensive survey..

Unavailability of accurate information from the customers. Because Some employees

to hesitating to reveal the true information

district or state as a whole.

3.1 INDUSTRY PROFILE

latest form of non-shop retailing.

Variety and Volume

Retailing formats in India

urban outskirts ranges from 60,000 sq ft to

Stop, Pyramid, and Pantaloon etc.

market segments and have established themselves strongly in their sectors.

supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of

3.2 COMPANY PROFILE

portal, futurebazaar.com.A subsidiary company, Home Solutions Retail (India) Limited,

products and eZone focused on catering to the consumer electronics segment.

2007 at the World Retail Congress held in Barcelona.

entire Indian consumption space.

catering to the entire Indian consumption space.

present in consumer finance, capital, insurance, leisure and entertainment, brand

development, retail real estate development, retail media and logistics.

partners and Future Media, a retail media initiative.

Future Group Manifesto

consumer space and facilitate consumption because consumption is development. Thereby, it

will effect socio-economic development for our customers, employees, shareholders,

associates and partners.

launch of Pantaloons, Indias family store

Food Bazaar and Gold Bazaar to its range of offering.

Indian ness: confidence in ourselves.

Leadership: to be a leader, both in thought and business.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, knowledge and information.

Valuing and Nurturing Relationships: to build long term relationships.

Adaptability: to be flexible and adaptable, to meet challenges.

Flow: to respect and understand the universal laws of nature

India's first formal trouser brand.

1991:- Launch of BARE, the Indian jeans brand.

1995:- John Miller Formal shirt brand launched.

2002:-Food Bazaar, the supermarket chain is launched.

2004:- Central - India's first seamless mall is launched in Bangalore.

Clothing and Planet Retail.

of consumer finance products.

2007:- Future Group crosses $1 billion turnover mark.

technology services become operational.

Futurebazaar.com becomes India's most popular shopping portal.

Initial Public Offering in the Indian capital markets.

hypermarket format anywhere in the world.

Total operational retail space crosses 10 million square feet mark.

Chief Executive Officer of Future Group.