A TRAINING PROJECT REPORT

ON

"TO STUDY THE SATISFACTION LEVEL OF EMPLOYEES REGARDING THEIR

JOB WITH SPECIAL REFERENCE TO EMPLOYEES OF BIG BAZAAR FUTURE
RETAIL LTD. JABALPUR (M.P)"

In partial fulfilment of the requirement for the award of the degree of Master of Business
Administration (MBA)

Under the guidance of

MRS. SUSHMITA DAS MALLIK

(Assistant Prof.)

Submitted by

ALFISHA KHAN

MBA 3rd SEM

Roll no. 19126075

(Batch 2019-2021)

GYAN GANGA COLLEGE OF TECHNOLOGY (G.G.C.T.),

JABALPUR, M.P. 482001.

Submitted to

RANI DURGAVATI VISHWAVIDYALAYA (RDVV)

JABALPUR (M.P.)

2021
GYAN GANGA COLLEGE OF TECHNOLOGY

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 FORWARD

I hereby forward the Training project entitled on the topic " TO STUDY THE SATISFACTION

LEVEL OF EMPLOYEES REGARDING THEIR JOB WITH SPECIAL REFERENCE TO

EMPLOYEES OF BIG BAZAAR FUTURE RETAIL LTD JABALPUR (M.P) " submitted by

ALFISHA KHAN student of MBA 3rd semester, GYAN GANGA COLLEGE OF

TECHNOLOGY. In partial fulfilment of the requirement for the award of the degree of Master

of Business Administration for the subject MS- 303 Evaluation of On-site Training Report &

VivaVoce of the syllabus of Rani Durgavati Vishwavidyalaya, Jabalpur (M.P.).

DIRECTOR
MBA

GYAN GANGA COLLEGE OF TECHNOLOGY

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 DECLARATION
I hereby declare that the Training project entitled “to study the satisfaction level of employees

regarding their job with special reference to employees of Big Bazaar future retail Ltd. Jabalpur

(m.p)”, which is being submitted in partial fulfilment of the requirement for the award of the

degree of MBA Subject MS- 303 Evaluation of On-site Training Report & Viva Voce of the

syllabus of Rani Durgavati Vishwavidyalaya, Jabalpur, (M.P.) is an authentic record and all the

information and facts furnished by me are true to my knowledge and are based on the

information collected through primary and secondary research done by me.

The matter reported in this project is neither being used elsewhere nor has been submitted earlier

for the award of degree of Master of Business Administration.

Date - Signature -

Place -

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 ACKNOWLEDGEMENT

It is with the sense of gratitude; I acknowledge the efforts of several people who have helped me

directly or indirectly to conduct this project work.

I would like to thank Mr SANTOSH LODHI (HR Manager) without whom i would have not got

this exposure of learning.

Words fail to express adequately my feeling of deep sense of gratitude which I owe from deep of

my heart to Director MBA, and, Asst. Prof. Sushmita Das Mallik (Mentor) and all the faculty

members for their valuable support and counselling, constant help and guidance without which

the completion of the project would not have been possible.

I am grateful to my parents who brought me up with love and encouragement to this stage and

have always stood beside me as my pillars of strength and guidance.

And last but not the least I would like to thank almighty who has always guided me to walk on

the right path of life.

ALFISHA KHAN

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 INDEX

S.No. Particulars Page No.

1. Forward 
2. Certificate of Company 
3. Declaration 
4. Acknowledgement 
5. Executive Summary 6
6. Introduction 7-28
7. Company Profile 29-43
8. Objective of the Study 44-46
9. Research Methodology 47-50
10. Data Analysis and Interpretation 51-72
11. Findings 73-74
12. Conclusion 75
13. Suggestions 76
14. Bibliography 77

EXECUTIVE SUMMARY

This project report was undertaken with the perspective of fulfilling the MBA-HRM course. In
order to groom the student for coperate world and esteblish a stronger hold over the acedamic
knowledge they have gained, the student was required to undertake an internship for duration of
45 days.

The project was undertaken at the Human Resource and Adminstration Department of Big
Bazaar future retail Ltd Jabalpur. Big-Bazaar is one the leading retail chain in India. This retail

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chain is exemplary in terms of performance. It is considered epitome of operational and
efficiency excellence in India.

The project covers the topic "EMPLOYEE JOB SATISFACTION" at "BIG BAZAAR FUTURE
RETAIL LIMITED JABALPUR". It gave me experience and knowledge about the human nature
and their expectations related to their workplace .

The research provides an opportunity to a student to demonstrate knowledge, skill and

competencies required during project. The training project helps to understand the working in the
organisation, the challenges that are faced there and how to get rid off those problems. Although
I have tried my level best to prepare this report as an error-free report. Every effort has been
made to offer the most authenticate position with accuracy.

INTRODUCTION

Human resource management is also a management function concerned with hiring, motivating

and maintaining people in organisation. It focuses on people in organisations. The primary

objective of Human resource management is to ensure the availability of a competent and willing

work force to organisation. HRM objectives are four social, organisational, functional and

personal. HRM is management function that helps managers recruitment selection train and

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develop-members for an organisation.

HRM functions are not confined to business establishments only. They are applicable to non

business organisations too, such as education, health care, recreation, and the like. Employee job

Satisfaction is a prerequisite for the customer satisfaction. enhanced employee satisfaction leads

to higher level of employee retention. A stable and committed workforce ensures successful

knowledge transfer, sharing, and creation for continuous improvement, innovation, and

knowledge-based total customer satisfaction.

When companies are committed with providing high quality products and services; when

companies set high work standards for their employee; and when employees are empowered

through training and development provided with knowledge and information, permitted to make

mistakes without punishment, and trusted; they will experience an increase in their level of

satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary

leadership are introduced.

Continuous improvement comes from the efforts of the empowered employees-motivated by

visionary leadership. This is supported by the findings that empowerment and-visionary

leadership both have significant correlation with employee satisfaction. Teamwork is also

supported by the findings. In addition, the study found significant correlation between employee

satisfaction and employee's intention to leave. The success of a corporation depends very much

on customer satisfaction. A high level of customer service leads to customer retention, thus

offering growth and profit-opportunities to the organisation. There is a strong relationship

between customer satisfaction-and employee satisfaction. satisfied employees are more likely to

stay with company and become committed and have more likely to be motivated to provide high

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level of customer services by doing so will also further enhance the employee's satisfaction

through feeling of achievement. Enhanced employee satisfaction leads to improved employee

retention; and employee stability ensures the successful implementation of continuous

improvement and-customer satisfaction. Customer satisfaction will no doubt lead to corporate

success and-greater job security. These will further enhance employee satisfaction. Therefore,

employee satisfaction is a prerequisite for customer satisfaction.

Every employee is the asset of the organisation. Success of any organisation depends-upon how

well each employee in the organisation perform. Only a satisfied employee can-contribute more

towards the organisation for satisfying the organisational as well as his/her personal goal. One of

the main factors that determine the satisfaction of any employee is the quality of work life inside

the organisation.

In the present conditions people perform better when they are allowed to participate in managing

their work and make decisions. Quality of work life motivates people by satisfying not only their

economic needs but also their social and psychological needs. To satisfy the new generation

workforce, the organisation need to more concentrate on quality of work life. The organisation is

successful only when they provide proper facilities to balancing employee's work life with the

personal life. Organisations are enjoying quality of work life programs in the form of increased

productivity, and an efficient, satisfied employee's to achieve their goals and objectives. High

quality people are needed to take on the job towards prosperity and wellbeing.

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Meaning

Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job,

whether they like the job or individual aspects or facets of jobs, such as nature of work or

supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional),

and behavioural components. Researchers have also noted that job satisfaction measures vary in

the extent to which they measure feelings about the job (affective job satisfaction). or cognitions

about the job (cognitive job satisfaction).

One of the most widely used definitions in organisational research is that of Locke (1976), who

defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal

of one's job or job experiences" . Others have defined it as simply how content an individual is

with his or her job; whether he or she likes the job.

It is assessed at both the global level (whether the individual is satisfied with the job overall), or

at the facet level (whether the individual is satisfied with different aspects of the job), Spector

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(1997) lists 14 common facets: appreciation, communication, coworkers, fringe benefits, Job

conditions, nature of the work, organisation, personal growth, policies and procedures, promotion

opportunities, recognition, security, and supervision.

EMPLOYEE SATISFACTION
Employee satisfaction is a measure of how happy workers are with their job and working

environment.keeping morale high among workers can be tremendous benefit to any company,as

happy workers will be more likely to produce more , take few days off ,and stay loyal to the

company. There are many factors in improving or maintaining high employee satisfaction,which

wise employers would do well to implement.

To measure employee satisfaction , many companies will have mandatories surveys or face to

face meetings with employee to gain information. Surveys are often anonymous allowing

workers more freedom to be honest without fear of repercussion. Interview with company

management can feel intimidating but if done correctly can let the worker know that their voice

has been heard and their concerns addressed by those in charge surveys and meetings can truly

get to the centre of the data surroundings employee satisfaction and can e great tools to identify

specific problems leading to lowered morale.

JOB SATISFACTION

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Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of

one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Job satisfaction

describes how content an individual is with his or her job. It is a relatively recent term since in

previous centuries the jobs available to a particular person were often predetermined by the

occupation of that person’s parent. There are a variety of factors that can influence a person’s

level of job satisfaction. Some of these factors include the level of pay and benefits, the

perceived fairness o the promotion system within a company, the quality of the working

conditions, leadership and social relationships, the job itself (the variety of tasks involved, the

interest and challenge the job generates, and the clarity of the job description/requirements)

The happier people are within their job, the more satisfied they are said to be. Job satisfaction is

not the same as motivation, although it is clearly linked. Job design aims to enhance job

satisfaction and performance methods include job rotation, job enlargement and job enrichment.

Other influences on satisfaction include the management style and culture, employee

involvement, empowerment and autonomous workgroups. Job satisfaction is a very important

attribute which is frequently measured by organisations. The most common way of measurement

is the use of rating scales where employees report their reactions to their jobs

IMPORTANCE OF EMPLOYEE SATISFACTION

Increase productivity

2. Reduce turnover

3. Improve teamwork

4. Incease customer satisfaction

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5. More energetic employees

Factors affecting employee satisfaction

1. HYGIENE FACTORS
Hygiene factors are minimum working conditions that don’t boost employee satisfaction if they

are met. However, if they are absent they can result in extremely low employee satisfaction.

These are basic elements such as water, coffee, tea, comfortable chairs and a safe working

environment that employees expect.

2. EXTRINSIC MOTIVATION

Motivation driven by compensation, incentives, rewards, status and praise.

3. INTRINSIC MOTIVATION

Internalizing a firm's mission and believing you play an important role. In some cases,

employees feel pulled towards work and find it personally rewarding.

4. CERTAINITY

Many employees prefer working for leaders who provide certainty in the form of a stable

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strategy and plans that are clearly communicated. When strategy seems random, political and

unstable people tend to feel things are hopeless or absurd.

5. PRODUCTIVITY

Overworked people may be unhappy. Under-worked people may also be unhappy. Idle time can

be boring and lead employees to have a low sense of accomplishment.

6. CULTURE

The norms, values and expectations of an organisation. For example, office politics that is

reasonable and courteous as opposed to negative and uncivil.

7. JOB SECURITY

Employees who don't feel secure in their job tend to be dissatisfied. For example, rumours of a

layoff can reduce employee satisfaction.

8. QUALITY OF WORK LIFE

The quality of the job itself includes factors such as office location, interior design, tools and

processes. For example, a job with creative freedom in an appealing office using state of the art

tools.

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 EMPLOYEE DISSATISFACTION

Employee dissatisfaction is an employee who views their job in a negative light. This may be
dealt with in a positive way by the employee by seeking to expand their role and contributions.
Alternatively, it can lead to disengagement and neglect of duties. The following are illustrative
examples of employee dissatisfaction.

1. HYGIENE FACTOR

Hygiene factors are basic expectations an employee has for working conditions such as a
safe environment and appropriate tools. When such expectations aren't met, satisfaction is
typically low.

2. BOREDOM

Employees who don’t have enough work or who don’t find their work fulfilling.

3. AMBIGUITY AND UNCERTAINTY

Some employees will thrive in conditions of ambiguity and uncertainty by stepping

forward to define their own roles and lead. Others will find it stressful as they tend to sit
and wait to be told what to do.

4. CHANGE FATIGUE

Employees who find change stressful or who have experienced a large number of failed
changes such that they become cynical that things can be improved.

5. OFFICE POLITICS

The political conflicts and negative behaviours that is common in many organisations.

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 Some employees will develop personal resilience that allows them to engage in political
battles without much stress. Others are sensitive to the smallest criticism or insult and
vastly prefer roles that aren't political.

6. COGNITIVE DISSONANCE

People generally don't feel happy when they are doing things they don't believe in. A firm
where employees truly buy-in to the mission is likely to be more happy than a firm that
employees view as unethical, lost or pointless.

7. OVERWORK

Overworked employees are likely to be tired and physically drained leading to low life
satisfaction in general. This can occur even if employees are working hard because they
are passionate about their job.

8. OPPORTUNITY AND INCENTIVES

The sense that hard work, improvement and results will not be rewarded. For example, an
employee that receives about the same bonus whether they work hard or not is more likely
to drift towards disengagement.

• CONSEQUENCES OF EMPLOYEE DISSATISFACTION

 High degree of absenteeism

 High labour turnover

 Negative publicity about the organisation

 Decreased productivity

 Lower efficiency

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  Inferior quality work

 More errors while performing work

 Frustration

 Higher stress level

 Lack of enthusiasm

 Lack of resistance to change

EMPLOYEES EXPECTATIONS
Employee expectations are things that an employee expects of an organisation, team and role.

Expectations are the basis for employee satisfaction or dissatisfaction. Generally speaking,

employees are satisfied when expectations are met. As such, firms may take care to

manage employee expectations to improve engagement and productivity. The following are

illustrative examples of employee expectations.

1.ONBOARDING

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The expectation that an employee will be provided with everything they need to do their job from

the first day. An employee who is left to their own devices without assistance in navigating a new

organisation may quickly become disillusioned. For example, wasting days or weeks setting up

access to systems.

2. HYGIENE FACTORS

Hygine factore are basic expectations that do not increase satisfaction when they are met but

create significant dissatisfaction if they aren't met. A common example is an office that doesn't

provide a basic water, tea and coffee service. This may cause significant angst for some

employees.

3. WORKING CONDITIONS

Working condition such as terms of employment or controls that are used to monitor employees.

For example, an employee who is accustomed to a relationship of trust with employers may be

surprised by excessive monitoring and controls.

4. RESPONSIBILITIES

It is common for the responsibilities of a role to differ from employee expectations. This can be

due to a mismatch between the role description and the realities of the job. It can also be due to

change or unrealistic expectations that an employee has developed based on outside information

such as their previous responsibilities in a similar role.

5. OPPORTUNITY

Expectations related to opportunity such as the idea that a firm will promote from within as

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opposed to hiring external candidates for desirable job openings.

6. OFFICE POLITICS

Expectations regarding internal competition and behaviour. An employee who is accustomed to

a win- win environment where employees build upon each other's successes may be surprised by

a firm where everything is viewed as win-lose.

7. CULTURE

Expectations for organisational culture such as norms. For example, an employee who is

accustomed to receiving detailed work assignments from a boss may have trouble adapting to an

organisation where you are expected to define your own contributions and fight to stay relevant.

8. WORK LIFE BALANCE

Expectations for work life balance such as the ability to disconnect from work messages when on

holiday.

9. PROCESS AND PROCEDURE

Employees that have worked for an organisation for a long span of time may expect things to

work much the same at a new job at another firm. In some cases, an employee will assume a

particular practice is universally mandatory when it isn't. This can result in problems adapting to

a new role. For example, a manager in IT may be accustomed to developing 5 year plans for

technology. This may result in problems adapting to an organisation that never plans more than a

month in advance.

10. INFORMATION

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Information related expectations such as an employee who expects management to explain

strategy without needless secrecy. It is common for employees to want to know why things are

done. If strategy and plans are viewed as irrational, employees typically become disengaged.

11. FEEDBACK

The expectation that an employer provide regular performance feedback. Some individuals will

feel insecure if they haven't received recent feedback that indicates they are in good standing

with an employer.

Improving Employee Satisfaction

1. Be Flexible

Giving employees greater control, autonomy and responsibility for their own time within the

workplace (and externally) is paramount. With the rising popularity of work life balance as an

employee demand, particularly amongst the Millennial generation, empowering employees with

flexible work schedules and the option for telecommuting according to individual needs is a key

first step. Being open to staff coming in and leaving earlier or later also addresses the stress of

the daily commute

2. Allow employees to shape their own roles

Individuals who have the opportunity to shape their own roles and work according to their

strengths also demonstrate greater job satisfaction. Regular job reviews that allow the

opportunity for employee feedback and encourage a proactive approach to role development

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address this need; however, managers will need to exercise judgement in aligning an individual’s

wishes with the greater needs of the business.

3. Stop micro-management

Support middle management in achieving a balance between supporting their teams and stepping

over into the dangerous territory of micro-management. Evidence against the practice shows

managers who persistently make all the decisions, are unable to delegate and tend to assert their

authority at will just ‘because they can’ create a negative culture for employees: resulting in low

morale, lack of innovation, disengagement and ultimately, high staff turn-over.

4. Recognise and reward – outside financial remuneration

Employees need to know that their work and performance is both recognised and valued. 

Employee recognition process whether that be a company-wide intranet announcement, internal

newsletter or through a staff meeting, to ensure hard work is celebrated. Consider the ‘smaller’

yet equally significant perks your staff may appreciate: whether that be vouchers, a day’s

additional holiday, a lie-in, ad-hoc gifts or simply use of the best parking slot for the month. Set

stretching yet achievable targets employees can aim towards and strive for.

5. Drive communication and transparency

When change occurs within the workplace, dissatisfied employees are those who feel they

haven’t been kept informed. The result is disengagement and a potentially poisonous practice of

‘Chinese whispers’ amongst staff. Adopting a transparent approach to keeping employees

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informed is essential. Using internal communication tools or platforms such as intranets,

company e-mails/newsletters, manager cascade meetings or ‘town hall’ announcements, ensure

your staffs are in the know. Communication should also be a two-way process: adopt an open-

door policy to invite feedback, questions and encourage a collaborative culture in which

employees feel they are heard and their opinions respected.

6. Promote good health

Looking after employee health is no longer the sole responsibility of the individual; due to the

significant cost to employers, it now lies with organisations to promote and drive good health.

Workplace stress is attributed to $190billion in US healthcare costs (, The Relationship between

Workplace Stressors and Mortality and Health Costs in the United States) and causes associated

health concerns including hypertension, high blood pressure, gastrointestinal issues, fatigue and

substance abuse. Organisations can support employees by educating them on health issues

through materials or seminars, ensuring staff take regular breaks and annual leave, providing

kitchen facilities and healthier food choices in-office, offering discounted gym memberships or

company communities for weight-loss or fitness goals – for example, having employees

complete a race together for charity or similar.

7. Look after the work environment and housekeeping issues

Small things make a big difference. Employees are more likely to be disgruntled if they are

regularly using sub-standard facilities or facing frustration caused by slow servers, insufficient

software or broken equipment. Deal with staff complaints swiftly and embed reporting processes

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to identify issues. Additional personalised touches to the office, whether that be pictures on the

walls or a full-scale Google slide, will create an atmosphere that will engage employees and

improve their perception of coming to work. Allowing employees to take responsibility for their

own workspace and apply small individualised touches will embed a sense of belonging and

support job satisfaction.

8. Training and investment

Support your employees in striving for more and drive their career development. Investing in

employees by offering training, up-skilling, mentoring or coaching is proven to enhance their

satisfaction and engagement with the business. As an employer, you not only benefit from

happier employees, but the additional skills and expertise they are subsequently able to offer.

9. Embed a strong, sociable culture

According to a Gallup poll, close friendships at work improve employee satisfaction by as much

as 50%. Establishing and embedding a strong company culture isn’t achieved overnight;

however, employers can help facilitate its development by encouraging socialisation and

communication. An intranet that embodies social tools and encourages collaboration is a key

driver in achieving this, particularly for workforces that are not centralised in one location – a

growing theme with globalisation. Consider the workplace environment and whether colleagues

can talk and share ideas. Organised social activities outside of work hours are beneficial;

organisations who encourage birthday celebrations or attend events together demonstrate greater

engagement and contentment at work.

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10. Reduce bureaucracy, red tape and time-wasters

As organisations expand, processes must evolve to allow for the change. Failure to adapt will

result in frustrations and time wasted as individuals wait for the red tape. Is it really essential for

your CEO to personally approve every PO? Can your processes be streamlined, automated or

assisted, perhaps with the implementation of a company intranet system that digitalises HR

processes or provides a centralised point for communication and collaboration?

Finally, look at the greatest time-stealers within your business. Meetings rank as one of the

biggest causes for lost time: an average of 31 hours wasted every month, , who estimate the cost

to U.S businesses at a staggering $37 billion annually. Of those surveyed, 91% confessed to

daydreaming, while 45% felt overwhelmed by the number they attended. Removing time-wasters

relieves stress and anxiety, increases productivity and ultimately drives employee satisfaction in

the workplace.

Happier employees make for a more productive, innovative and engaged workplace. By even

implanting small changes to improve employee satisfaction, organisations will benefit from

significant long-term rewards.

EMPLOYEE JOB SATISFACTION AT BIG BAZAAR

FUN-ZONE AT BIG-BAZAR
A staff room is only space in the work place which belongs to the staff where they can unwind

without any hesitation , they can-regain their energy , get refreshed and get geared up for the

work.

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It is the organisational responsibility to provide working environment for the staff . The project

our fun-zone must ensure staff room in every store.besides the basic facilities that need to be

there the Space must be exciting for the staff. The employees can get fun by playing carom.

Between their lunch. Tea is also available in fun-zone .

BASIC AMENITIES FOR STAFF

SEATING Arrangement tables and chairs

Water dispenser

Tea,coffee at vending machine

Boards

Notice board for staff announcement targets

Employee recognition board

Folding bed

Prerna box suggestion box

Newspaper, magazines, ,motivational books, company[any newsletters.

Staff announcement facility.

POINTS TO BE REMEMBER

FUN-ZONE to be used for - a cafeteria restricted to staff member only

Staff meetings

Staff celebrate

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POLICIES AT BIG BAZAAR

WELLBEING OF EMPLOYEES

Future Retail Limited (“FRL” or “Company”) recognises the role of all its employees in

generating, growing and sustaining the business. Accordingly, it is committed to creating and

maintaining fair, safe, healthy, nurturing and vibrant work environment, across all its operations.

We expect that our commitment to well-being of all employees will also followed by our Joint

Ventures and Subsidiaries, if any, in future.

FRL respects the right to freedom of association, participation, and collective bargaining to all its

employees. It provides and maintains equal opportunities at the time of recruitment as well as

during the course of employment irrespective of caste, creed, gender, race, religion, disability or

sexual orientation. In keeping with the applicable regulations, the Company does not use child

labour, forced labour or any form of involuntary labour, paid or unpaid. The Company ensures

timely payment of fair living wages to meet basic needs and economic security of the employees.

The Company creates systems and practices to ensure a harassment free workplace where

employees feel safe and secure in discharging their responsibilities.

FRL takes cognisance of the work-life balance of its employees, especially that of women and

provides facilities for the wellbeing of its employees including those with special needs. FRL is

committed to providing a workplace environment that is safe, hygienic, humane, and which

upholds the dignity of the employees. To this end, the Company appropriately communicates and

trains the employees - permanent, temporary, contractual and casual, on a regular basis.

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FRL ensures continuous skill and competence upgrading of all employees by providing access to

necessary learning opportunities, on an equal and non-discriminatory basis. It promotes

employee morale and career development through enlightened human resource interventions.

The functional head is responsible for championing the adherence to this policy for the respective

function. The Company made provisions for listening and resolving employee’s grievances vis a

vis the provisions within the policy. In addition, the adherence to the provisions of this policy is

reviewed by the senior management on a regular basis besides the periodic audits, covering

directly/indirectly the areas of respective function. Any major deviations and need for review of

the policy are reported to the Board of Directors of the Company.

HUMAN RIGHTS

Future Retail Limited (“FRL“ or “Company”) recognises the human rights content of the

Constitution of India, national laws and policies and the content of International Bill of Human

Rights and appreciates that human rights are inherent, universal, indivisible and interdependent

in nature.

Accordingly, FRL is committed to integrating respect for human rights in management systems.

This is accomplished, through assessing and managing impacts on human rights of its operations,

and ensuring that all individuals impacted by the business have access to grievance mechanisms.

FRL expects that its commitment to human rights will also followed by its Joint Ventures and

Subsidiaries, if any, in future.

FRL recognises and respects the human rights of all relevant stakeholders and groups within and

beyond the workplace, including that of communities, consumers and vulnerable and

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marginalised groups such as women and girls, people with disabilities, children, tribal etc. In

addition, the Company, within their sphere of influence, promotes the awareness and realisation

of human rights across its value chain and will not be complicit with human rights abuses by any

third party.

The functional head is responsible for championing the adherence to this policy for the

respective function. The Company has made provisions for listening and resolving grievances

related to violation of Human Rights vis a vis the provisions within the policy. In addition, the

adherence to the provisions of this policy is reviewed by the senior management on a regular

basis besides the periodic audits, covering directly/indirectly the areas of respective function.

Any major deviations and need for review of the policy are reported to the Board of Directors of

the Company.

SAFETY & HEALTH POLICY

Future Retail Limited (“FRL” or “Company”) is committed to establish, deliver and display the

highest standards of safety in all its business processes.

Our Commitment

The organisation believes in caring for people who work for FRL, visit its facilities, live near its

establishments and is committed to fulfil its duty of care with full diligence. FRL recognises its

responsibilities to ensure safety and protection of health of all its stakeholders in and around all

its establishments which includes own sites and offices.

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The policy document defines the vision, mission, principles, required actions and scope of policy

application as well as the responsibilities for execution.

Our Vision

Our vision is to provide a safe and secure working environment for all our stakeholders i.e.

employees, contractors and visitors on all our establishments and communities living nearby and

enables a culture of “Safety First, Safety Always" to achieve our mission.

Our Mission

Zero Mission - Status of "Zero Injury Organization"

The above mission will be supported by demonstrated leadership and employees’ commitment at

all levels.

Safety Principles

FRL's occupational safety and health policy is based on and is supported by the following

principles.

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 COMPANY PROFILE

INTRODUCTION OF 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 12 million square-feet of retail space, has over 1000 stores

across 71 cities in India and employs over 30,000 people.

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 i.e., 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-

29 | P a g e
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 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 and entertainment, brand development, retail real estate development,

retail media and logistics.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 12 million square feet of

retail space in 71 cities and towns and 65 rural locations across India. 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.

30 | P a g e
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, Zone, home improvement chain, Home Town and rural retail

chain Aadhar, among others. It also operates popular shopping portal, futurebazaar.com

Future Capital Holdings, the group’s financial arm provides investment advisory to assets worth

over $1 billion that are being invested in consumer brands and companies, real estate, hotels and

logistics. It also operates a consumer finance arm with branches in 150 locations.

Other group companies include, Future Generally, the group’s insurance venture in partnership

with Italy’s Generally 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 centres, 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.

31 | P a g e
Future Group’s joint venture partners include, US-based stationery products retailer, Staples and

Middle East-based Axiom Communications.

The group’s flagship company, Pantaloon Retail was awarded the International Retailer of the

Year 2007, by the US-based National Retail Federation, the largest retail trade association and

the Emerging Market Retailer of the Year 2007 at the World Retail Congress in Barcelona.

Future Group believes in developing strong insights on Indian consumers and building

businesses based on Indian ideas, as espoused in the group’s core value of ‘Indian’s.’ The group’s

corporate credo is, ‘Rewrite rules, Retain values.’

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.

We, 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, we

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

and partners.

32 | P a g e
Our customers will not just get what they need, but also get them where, how and when they

need.

We will not just post satisfactory results, we will write success stories.

We will not just operate efficiently in the Indian economy, we will evolve it.

We will not just spot trends; we will set trends by marrying our understanding of the Indian

consumer to their needs of tomorrow.

It is this understanding that has helped us succeed. And it is this that will help us succeed in the

Future. We shall keep relearning. And in this process, do just one thing.

Rewrite Rules. Retain Values.

Group Vision:

Future Group shall deliver Everything, Everywhere, Every-time for Every Indian Consumer in

the most profitable manner

Group Mission:

We share the vision and belief that our customers and stakeholders shall be served only by

creating and executing future scenarios in the consumption space leading to economic

33 | P a g e
development.

We will be the trendsetters in evolving delivery formats, creating retail realty, making

consumption affordable for all customer segments – for classes and for masses.

We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in whatever we do.

We shall ensure that our positive attitude, sincerity, humility and united determination shall be

the driving force to make us successful.

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.

34 | P a g e
AWARDS:

2018

Silver at Effie 2018

Big Bazaar won Silver for its Grah pravesh campaign at Effie 2018 under the Retail section

Cold Chain Strategy Summit 2017

Future Supply Chain won Best Cold Chain 3PL Service Provider at Cold Chain Strategy Summit

2017 held by Kamikaze B2B Media

The Goa State Logistics, Supply Chain & Warehousing Leadership Awards 2017

Future Supply Chain won Best 3PL Company of the Year at The Goa State Logistics, Supply

Chain & Warehousing Leadership Awards 2017 endorsed by CSR and CMO Asia;

2016

The World's Largest Photo-book, Guinness World Record

fbb was awarded the Guinness World Record for the world's largest photo-book.

IMAGES Most Admired Food & Grocery Retailer of the Year: Effective Technology

Application

Future Group awarded with IMAGES Most Admired Food & Grocery Retailer of the Year:

Effective Technology.

35 | P a g e
2015

The HR Excellence Award

People Office team of Future Group Won 'The HR Excellence Award' For Innovation in

Technology Driven Talent Management initiatives in Asia at the Annual HR Technology

Congress Asia held in Kuala Lumpur.

Best Retail Shopping Destination Award

India's favourite Bazaar was awarded with the title of 'Best Retail Shopping Destination' for the

year 2015 at Retail India

'The Best International Business Partner'

Future Sharp Skills Ltd was awarded with 'The Best International Business Partner' by Plymouth

City College, UK

2014

A Hat-trick Of Awards at INTERIOR Awards 2014.

Business Technology Services Scores A Hat-trick Of Awards at INTERIOR Awards 2014.

Asia Pacific HRM Congress 2014

Future Learning triumphs at Asia Pacific HRM Congress 2014 in the 'Innovation In Retention'

category.

2013

Global Innovation Award for the year 2012- 2013

36 | P a g e
HomeTown became the first Indian retailer to bag Global Innovation Award for the year 2012-

2013

Best Run Award 2013

Future Retail Limited Won the Best Run Award in IT (Technology Solutions) at SAP ACE 2013

2012

Best FMCG 3PL Company of the Year 2012

Future Supply Chain awarded as Best FMCG 3PL Company at Express, Logistics and Supply

Chain Conclave.

CISO Award 2012

Future Group was felicitated for using Information security technology in the most effective and

innovative manner

Future Ventures:

Future Ventures, seeks to promote and participate in innovative and emerging business ventures

in India. The company intends to play a role in powering entrepreneurship, by promoting or

participating in diverse business activities, primarily in “consumption-led” sectors in the country,

which it defines as sectors whose growth and development will be determined primarily by the

growing purchasing power of Indian consumers and their changing tastes, lifestyle and spending

habits.

37 | P a g e
The company will also participate in businesses where it exercises control or influence, and can

add value as active shareholders, by utilising the experience and knowledge of the Future Group,

and specifically its parent, Pantaloon Retail.

Milestones

2019

• Amazon acquires 49% stake in Future Coupons

2018

• Future Retail Ltd. acquired Travel News Services India which holds the license of global

retail brand "WH Smith" in India

2017

• Central and SBI Card launched a unique co-branded credit card designed for the

aspirational urban shopper

• Future Group launched New Retail 3.0, a digital strategy aimed at making the

group Asia's largest leading integrated consumer company with a trillion dollars in

revenue by 2047

2016

• Big Bazaar Direct tied-up with Oxygen Services to sell the wide assortment of the

franchisees.

38 | P a g e
2015

• fbb became style partner of Asia's largest music festival, Sunburn

• Big Bazaar & Zone made to the Brand Equity's Top Retailer's List

2014

• Future Group partnered with the Fortune 500 company and one of the largest

online shopping destination, Amazon

2013

• Future Group successfully introduced 'Big Bazaar Direct' an assisted shopping

concept where franchises will sell Big Bazaar products through a catalogue on a

'tablet'.

2012

• Big Bazaar redefined the concept of customer service with the launch of the

Rajajinagar Family Centre in Bengaluru with its unique Seva initiative on 24th

February 2012

• Future Sharp Skills Ltd. launched its first skill centre in Kolkata with a vision to

train and provide sustainable livelihood to five lakh youth of West Bengal by 2022

2011

• Big Bazaar completed 10 glorious years and came up with a new brand identity

and tagline Naye India ka bazaar

• 2010

• Future Value Retail Limited is formed as a specialised subsidiary to spearhead

the group's value retail business through Big Bazaar, Food Bazaar and other formats

39 | P a g e
• 2009

• Big Bazaar initiated Maha Annasantarpane program at its stores in South India –

a unique initiative to offer meals to visitors and

• 2008

• Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of

the hypermarket format anywhere in the world.

Meet India's King of Retail:

Pantaloon's Kishore Biyani has become India's largest retailer, but still has several aces up his

John Miller shirtsleeves. In India's chaotic markets, Kishore Biyani is the unchallenged king of

retail. He has the knack of catching rivals off-guard and striking where it hurts most. And now

that he's set himself the task of retaining control of the largest retail space in the country, he won't

let anyone - suppliers or international promoters included - catch him slacking.

The latest to face the wrath of the 43-year-old is South African hypermarket Shop-rite, which

40 | P a g e
opened shop in Mumbai last month through a franchise agreement with local company Normal

Lifestyle.

The hypermarket began retailing products from big boys Nestle Unilever and Procter & Gamble

at consumer discounts of 20-30 per cent, lower than even Biyani's purchase prices in his Big

Bazaar and Food Bazaar stores.

Instead of chewing his nails, Biyani turned confrontationist, asking why the multinationals were

offering Shop-rite better prices, even withdrawing Nestle products from his stores when the

company did not respond.

Two days later the Nestle products were back, but not before the company had clarified its

stance. Says Biyani, "Shop-rite is involved in predatory pricing. There are rules against this in

every part of the world."

But as a result of his tough stance, the three MNCs have asked Shop-rite to roll back the offers or

face withdrawal of supplies, he says.

And he was proved right when the Kolkata Pantaloon store became a raging success and Biyani

stepped on to the turf as a super retailer.

Other professionals have wondered where Biyani picked up the tricks of the retailing trade. Some

he learned from his own mistakes, he admits. Others he picked up from the big boys of

international retail.

"I read every book on Sam Walton, Macy's, Marks & Spencer and management gurus like Tom

41 | P a g e
Peters whose book 'Reimagine' impressed me." Even now he reads a management book every

fortnight - Stephen Covey, Robert Kaplan or James Collins.

But unusual as it might seem, he also made it a point to stay away from these stores. The reason:

"By going to a Wal-Mart or a Macy's, you could get overwhelmed into thinking that was the best

model and stop learning," he says.

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). His banking career

spans over 31 years and he has served senior management position in Central Bank of India,

oriental Bank of commerce, SIDBI , Corporation Bank and SEBI.

42 | P a g e
STORE STRUCTURE

OBJECTIVE OF STUDY
43 | P a g e
To study of employee job satisfaction in big bazaar will be carried out with the following

objectives.

 To describe the various expectations that determines the satisfaction level of employee.

 To Measure the satisfaction levels of employees on various factors and give suggestions

for improving the same.

 To study the causes and consequences of dissatisfaction in employees

 To study the various factors which influencing employee satisfaction.

SCOPE OF THE STUDY:

44 | P a g e
My study was focused on job satisfaction of employees since it is necessary to focus on the

levels of satisfaction by smooth functioning of organisation are also to maintain and retain

employees for longer time. So my study encompasses both managerial and non-managerial

employees of Big bazaar.

Scope of the study is to carry out the study of the employee satisfaction at company and assess

the employee satisfaction level in present competitive environment of Industry to help knowing

and reading of the minds of the current generation professionals regarding their Company

Culture, Compensation, Work atmosphere, Management support, Job satisfaction, performance

appraisal and Career growth opportunities. This study refers employee satisfaction of Employees

at BIG BAZAAR. Employees are the basis of every organisation. Recruiting and retaining

knowledgeable people for the job is essential for an employer. But it works only if employee

satisfaction is considered more important because of it employees attracted and not leave the

company. It is require studying the various factors to assess employee satisfaction level.

NEED FOR THE STUDY ON EMPLOYEE JOB SATISFACTION

45 | P a g e
1. To study “employee job satisfaction” which helps the company to maintain standards &

increase productivity by motivating the employees.

2. To study how much the employees are capable & interest at work place.

3. "Human resource" is the most important resources for any organisation, so to study on

employees job satisfaction helps to know the working conditions & what are the things that

affect them not to work properly. So to study on employee satisfaction is necessary.

4. The employee satisfaction is the orientation of the industry towards his work role, which he is

presently playing. The organisation will only thrive and survive when its employees are satisfied.

5. This makes person says completely that he is fully satisfied with the job. This study conducted

so that the employees give their full, honest and frank opinion by remaining anonymous about

how they feel about their jobs.

6. The survey is also useful way to assess the training needs and also a tangible expression of the

management’s interest in the employee welfare, which would give the employee a cause to have

and feel better towards the management.

RESEARCH METHOLODOGY

46 | P a g e
RESEARCH METHODOLOGY:

The methodology that is adopted for the study is such that it facilitates the data accumulation.

The information is gathered through survey method. The survey method has been adopted for

collecting the data from employees.

RESEARCH DESIGN:

Research design is defined as the specification of methods and procedures for acquiring the

information needed. Generally the research design is any of the following three types-

 DESCRIPTIVE

 EXPLORATORY

 CASUAL

DESCRIPTIVE STUDY:

Descriptive study/research is marked by the prior formulations and specific research questions.

The investigator already knows a substantial amount about the research problem before the

project is initiated. Hence this is chosen for my research.

EXPLORATORY STUDY:

The major purpose of exploratory study is the identification of problem, the more precision

formulation of problem and the formulation of new alternative courses of action.

47 | P a g e
CASUAL

The study involves the determination of the causes of what the researchers are predicting. This is

mainly a cause and effect study. The research design selected by the researcher in the present

study is “DESCRIPTIVE” in nature.

RESEARCH INSTRUMENT:

HR research has a one main research instruments in collecting primary data. That is

questionnaires. In order to extract first hand information from the respondents, a pre-tested

questionnaire was prepared and the same was administered to the respondents.

DATA SOURCES:

Data means a collection of facts in real life statistical data is a collection of facts in numerical

figures. The data sources are usually identified using the type of data needed. There are two

types of data.

1. Primary data

2. Secondary data

PRIMARY DATA:

The first hand information by the investigator by means of observation face to face questioning,

telephone interview and mailing questionnaire is called primary data. Primary data consists of

original information gathered for a specific purpose.

48 | P a g e
SOURCES OF PRIMARY DATA:

For the purpose of present study, the primary data collected from respondents by contacting

them personally.

SECONDARY DATA:

Secondary data consists of information that already exists somewhere, has been collected for

another purpose.

SOURCES OF SECONDARY DATA:

For the purpose of present study, the secondary data was collected from published data of the

companies

RESEARCH METHODOLOGY:

1. Research design : Descriptive nature

2. Research method : Survey method

3. Research instruments : A well structured questionnaire

4. Source of data : Primary data and Secondary data

5. Primary data : Collection of primary data through

structured questionnaire

6. Secondary data : It is collected from the company

broachers and internet

7. Population size : 200

49 | P a g e
8. Sample size : 100

9. Sampling unit : Managerial and non-managerial

10. Sampling procedure : Convenience sampling

11. Statistical tool : Simple percentage method

DATA ANALYSIS AND INTERPRETATION

1) Are you receiving regular job performance feed back?

Yes 78 78%

No 22 22%

Total 100 100%

22

Row 1 Yes
78 Row 2 No

Interpretation:

From the above table it indicates that 78% of employees are receiving regular job

performance feed back in organisation, remaining 22% of employees specified that

50 | P a g e
the organisation need to take regular job performance feedback.

2) Are you satisfied with the company’s employee welfare program?

a) Highly satisfied b) satisfied c) neither or nor

d) Dissatisfied e) highly dissatisfied

Options No. of Responses Percentage

Highly satisfied 60 60%

Satisfied 20 20%

neither or nor 5 5%

dissatisfied 10 10%

highly dissatisfied 5 5%

Total 100 100%

20 5

10
Row 1 highly satisfied
Row 2 satisfied
5
Row 3 neither or nor
Row 4 dissatisfied
Row 5 highly
dissatisfied

60

Interpretation:

From the above table it indicates that 80%of the employees said that they are satisfied with the

employee welfare programmes in big bazaar remaining 20% of employees are to be satisfied

with these employee welfare programmes. Organisation should take initiation in conducting-

51 | P a g e
good welfare programmes so that the motivation levels of the people will increase.

3) How do you rate on treating employee problems fairly?

a) Excellent b)Very good c)Neutral

d) Average e) poor

Options Responses Percentage

Excellent 62 62%

Very good 18 18%

Neutral 7 7%

Average 8 8%

Poor 5 5%

Total 100 100%

18
7

8
excellent
5 very good
nuetral
average
poor

62

Interpretation:

From the above table we observe that 80% of employees felt that they are treated fairly by the

superiors as well as by the organisation members and remaining 20% of employees felt that they

are not properly treated by the organisation. The organisation should conduct some motivational
52 | P a g e
programmes in order to remove some of the employee’s misconceptions.

4. Are you satisfied with the employee’s policies at the company?

a) Extremely satisfied b) satisfied c) neutral d) dissatisfied

e) extremely dissatisfied

Options Responses Percentage

Extremely satisfied 54 54%

satisfied 20 20%

neutral 6 6%

dissatisfied 12 12%

extremely dissatisfied 8 8%

Total 100 100%

6
20 12
Row 1 Extremly satisfied
8 Row 2 satisfied
Row 3 neutral
Row 4 dissatisfied
Row 5 extremly dissatisfied

54

Interpretation:

 From the above graph 74% of respondents satisfied with the employee policies at the

company remaining 6% are neutral and 20% of respondents are dissatisfied.

 It is concluded that majority of the respondents are satisfied with the employee policies

which are provided by the organisation.

53 | P a g e
5. Are you satisfied with the salary structure prevailing in your company?

a) extremely satisfied

b) satisfied

c) neutral

d) dissatisfied

e) extremely dissatisfied

Option No. of Responses Percentage

Extremely 18 18%

Satisfied 62 62%

Neutral 7 7%

Dissatisfaction 13 13%

extremely dissatisfied 0 0%

Total 100 100%

13
Row 1 extremely satisfied
Row 2 satisfied
62 Row 3 neutral
Row 4 dissatiafied
Row 5 extremly dissatisfied
18

Interpretation:

 From the above given table it indicates that 62% of respondents are satisfied with the

54 | P a g e
 salary structure, 18% of respondents are extremely satisfied, 7% of the respondent are

neutral, 13% of the respondents are dissatisfied that the company offers a salary structure.

 It is concluded the majority of the respondents felt that they are happy with the salary

paid by the organisation but some other respondents they felt neutral and dissatisfied.

6. How do you rate the safety & health standard of the company?

a) Excellent

b) Very good

c) Poor

d) Average

e) Worst

Options No. of respondents percentage

Excellent 8 8%

very poor 42 42%

Poor 18 18%

Average 30 30%

Worst 2 2%

30

18
Row 1 excellent
Row 2 very poor
2 Row 3 poor
Row 4 average
8 Row 5 worst

42
55 | P a g e
Interpretation:

  From the above table and graph it is found that out of 100 respondents50% of

respondents said that good about the safety and health standard of the company remaining

respondents felt that it is poor and average and worst.

 For these it is concluded that half of the respondents they need high rate of the safety and

health standard of the company

7) How much important to you is the recognition you receive from the

company?

a) very important

b) important

c) unimportant

d) very unimportant

e) neutral

Options Responses percentage

very important 55 55%

important 35 35%

56 | P a g e
 unimportant 10 10%

very unimportant 0 0%

neutral 0 0%

Total 100 100%

35

10 Row 1 very important

Row 2 important
Row 3 unimportant
Row 4 very unimportant
Row 5 neutral

55

Interpretation:

 From the above given graph it indicates that 55% of respondents are giving very

importance towards the recognition and 35% of respondents are giving importance

remaining 10% respondents are neutral towards the recognition.

 It is concluded that most of the employees have expressive very importance towards

recognition be showed on them by the organisation.

8) How much are you satisfied with your position in this company?

a) highly satisfied

b) satisfied

57 | P a g e
c) neither or nor

d) dissatisfied

e) highly dissatisfied

Options no. of respondents percentage

highly satisfied 20 20%

Satisfied 30 30%

neither or nor 10 10%

Dissatisfied 30 30%

highly dissatisfied 10 10%

Total 100 100%

30

10 10 Row 1 highly satisfied

Row 2 satisfied
Row 3 neither or nor
Row 4 dissatisfied
Row 5 highly dissatisfied

20
30

Interpretation:

 From the above table we found 20% of the respondents are highly satisfied with their

position in the company and 30% of respondents are satisfied 10% are neither or nor

40% of respondents are dissatisfied with their position.

58 | P a g e
  It is concluded half percentage of the employees felt satisfied with their position and

other employees they dissatisfied with their position.

9. Are you satisfied with the vision and values of management?

 Highly satisfied

 satisfied

 neither or nor

 dissatisfied

 highly dissatisfied

Options No. of respondents percentage

Highly 18 18%

Satisfied 62 62%

neither or nor 8 8%

Dissatisfied 12 12%

highly dissatisfied 0 0%

Total 100 100%

12 Row 1 highly satisfied

Row 2 satisfied
62 Row 3 neither
Row 4 dissatisfied
Row 5 highly dissatisfied
18

59 | P a g e
Interpretation:

 From the above table it is found that out of 100 respondents 62% of the respondents

satisfied with the vision&values of management, 18% of the respondents are highly

satisfied, 8% of the respondents are neither or nor,12% of the respondents are dissatisfied

with the vision&values of management.

 It is concluded that the majority of the respondents satisfied that they have clarity

regarding vision & values of the organisation

10. How do you feel about your work load?

A) Relaxed

B) Normal

C) Burdened

options no. of respondents percentage

Relaxed 28 28%

Normal 58 58%

Burdened 14 14%

Total 100 100%

60 | P a g e
 58 14
Row 1 relaxed
Row 2 normal
Row 3 burdened

28

Interpretation:

 From the above table it indicates that 28% of the respondents felt relaxed, 58% arefelt normal,

and remaining 14% of the respondents felt the work is burdened for them.

 It is concluded that most of the respondents felt it is good for them.

11. career plan and growth opportunities in this organisation?

A) highly satisfied

B) satisfied

C) neither or nor

D) dissatisfied

E) highly dissatisfied

61 | P a g e
 options no. of respondents percentage

highly satisfied 52 52%

satisfied 20 20%

neither 10 10%

dissatisfied 11 11%

highly dissatisfied 5 5%

total 100 100%

10
20
11
Row1 highly satisfied
5 Row 2 satisfied
Row 3 neither
Row 4 dissatisfied
Row 5 very dissatisfied

52

Interpretation:

 From the above given graph it indicates that 72% of the respondents have expressed

satisfaction towards existing career plan & growth opportunities in big bazaar,12 are

neutral, remaining employees are dissatisfied.

 It is concluded that most of the respondents are satisfied of career plan & growth

opportunities in big bazaar.

62 | P a g e
12) Are you receiving cooperation from all other departments?

a) yes

b) no

options no. of respondents percentage

yes 65 65%

no 35 35%

total 100 100%

35

Row 1 Yes
Row 2 No

65

Interpretation:

From the above given graph indicates that 65% of employees are receiving cooperation from all

other departments remaining 35% of employees are not receiving cooperation from all other

departments.

13) Management provides any reward to your work effort if any. Are you satisfied with

these rewards?

 highly satisfied

 satisfied
63 | P a g e
  neither or nor

 dissatisfied

 highly dissatisfied

options no. of respondents percentage

highly satisfied 25 25%

satisfied 46 46%

neither 10 10%

dissatisfied 19 19%

highly dissatisfied 0 0%

total 100 100%

10

19
Row 1 highly satisfied
Row 2 satisfied
46
Row 3 neither
Row 4 dissatisfied
25 Row 5 highly dissatisfied

Interpretation:

 From the above given table and graph indicates that 71% of the respondents are satisfied

with the reward system which are provided by the company, 10% of the respondents are

neutral, 19% of the respondents are dissatisfied with the reward system.

64 | P a g e
  It is concluded that most of the respondents are satisfied with the reward system.

14. Are you satisfied with appraisal system in your organisation?

 Highly satisfied

 satisfied

 neither or nor

 dissatisfied

 highly dissatisfied

Options no. of respondents percentage

highly satisfied 32 32%

Satisfied 31 31%

Neither 10 10%

Dissatisfied 7 7%

highly dissatisfied 0 0%

Total 100 100%

10
31
Row 1 highly satisfied
7
Row 2 satisfied
Row 3 neither
Row 4 dissatisfied
Row 5 higly dissatisfied

32

65 | P a g e
Interpretation:

o From the above table and graph it indicates that out of 100 respondents 63% of respondents are

satisfied with the appraisal system of the company, 27% of respondents are dissatisfied, 10% of

respondents are neutral. It is concluded that some of the respondents need to satisfy with the

appraisal system of the company.

15. What do you feel about duty timing?

a) Convenient

b) Inconvenient

options no. of respondents percentage

convenient 65 65%

inconvenient 35 35%

total 100 100%

35

Row 1 convenient
Row 2 inconvient

65

Interpretation:

66 | P a g e
  From the above given table indicates that 65% of respondents felt duty timings schedule

is convenient remaining 35% of respondents felt duty timings schedule is inconvenient.

16) Do you agree the environment is suitable for developing your self

esteem?

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

options no of respondents percentage

strongly agree 63 63%

agree 17 17%

neutral 18 18%

disagree 2 2%

strongly disagree 0 0%

total 100 100%

17

18
Row 1 strongly agree
Row 2 agree
2 Row 3 nuetral
Row 4 disagree 67 | P a g e
Row 5 strongly disagree

63
Interpretation:

 From the above given graph indicates 80% of the employees agree the organisation

environment is suitable for developing their self esteem remaining are neutral and

disagree.

FINDINGS
The following details can be inferred after analysing the sample size of 100 Respondents of

Big bazaar by questionnaire method to find out the Employee Job Satisfaction

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 50% of the respondents agree that they are satisfied with their job.

 85% of the employees observed that the duty timing schedule is convenient.

 Majority of the respondents feel that their happy with the salary/perk structure paid by the

organisation.

 Most of the employees have expressed satisfaction towards the recognition showed on

them by the organisation.

 Majority of the respondents agreed that they have clarity regarding vision & values of the

organisation.

 Majority of the respondents have expressed satisfaction towards existing career plan and

growth opportunities in the organisation.

 Most of the respondents agree that the environment is suitable

 Majority of the respondents remain undecided regarding management safe guarding them

during risky situation.

LIMITATIONS OF THE STUDY:

 Sincere efforts were made to cover maximum departments of the employees, but the

study may not fully reflect the entire opinion of the employees.

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  Confidentially matter restricts for an in depth study.

 This study is only limited to this company.

 To create good image, respondents may give responses vary from the facts.

 Some respondents hesitated to give the actual situation; they feared that management

would take any action against them.

CONCLUSION
This project was aimed to prepare a written document of the job satisfaction for the employees of

Big bazaar. This project helps to understand the job satisfaction implemented in the organisation.

 Organisation needs to satisfy the employees who make better contribution to production,

quality and productivity.

 The employees should be given reasonable autonomy for their job. This makes them feel more

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responsible and challenging and work hard for achieving it.there exists a strong bond among the

employees, which helps them to work as team and make group accomplishments.

 As they have many clients there should be transfer of employees after the project completion

to another project that is the change of the topics as the training classes are given to everyone.

Training classes helps the employees to remember the languages and so it will not be difficult to

them when there will be the transfer of the project.

 Communication is very good between the employees. They share their ideas, views and help

the juniors when they have any doubts regarding their tasks. They have outings, centurion meets

and many recreation programmes just to reenergise their employees before they are assigned into

other project.

 There is high employee retention in the organisation. The employees are looking out for better

opportunities and so there is continuous process of appointments in the organisation the

management is taking necessary steps to keep their employees satisfied.

SUGGESTIONS:
1. Organisation should try to maintain the same level of satisfaction among employees through

better recognition & reward system mechanism.

2. The organisation may further try to create healthy competitive environment through Its

3. Programs like employee meeting.

a.) Organisation may go for facilitating the security for the employees and create awareness

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4. About the safety measures provided by the company

5. For improving the employees problem solving abilities company HR Manager has to take

Training sessions through the Case study Methods.

6. Company has to provide some more packages like Target achieve incentives, Cash Awards.

7. Company has to give the salaries through their performances and provide better positions to

best workers.

8. Mainly company has to decentralise the authority to take decisions for better growth and

Provide all above mentioned benefits to the employees.

BIBLIOGRAPHY

Name of the author : Name of the book

K. Aswathappa : Human Resource Management

P.Subbarao : Human Resource & Personnel Management

Web Sites:

www.humanresources.hrvinet.com

www.allbusiness.com

www.futuregroup.com

www.ask.com
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Annexure

1) Are you receiving regular job performance feed back?

a) yes

b) no

2) Are you satisfied with the company’s employee welfare program?

a) Highly satisfied b) satisfied c) neither or nor

d) Dissatisfied e) highly dissatisfied

3) How do you rate on treating employee problems fairly?

a) Excellent b)Very good c)Neutral

d) Average e) poor

4. Are you satisfied with the employee’s policies at the company?

a) Extremely satisfied b) satisfied c) neutral d) dissatisfied

e) extremely dissatisfied

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