Quality of Work Life at Big Bazaar 19-03-19

A
PROJECT REPORT ON
QUALITY OF WORKLIFE
AT
BIG BAZAAR
SUBMITTED BY
MD. ABDALLAH SIDDIQ

H.T.NO: 1211-1768-4013
PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF THE DEGREE
BACHELOR OF BUSINESS ADMINISTRATION
OSMANIA UNIVERSITY
HYDERABAD.
ST.PAUL’S DEGREE& PG COLLEGE
(AFFILIATED TO OSMAINA UNIVERSITY)
HIMAYATNAGAR, HYDERABAD.
(2019-2020)
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ST. PAUL’S DEGREE & PG COLLEGE
HIMAYATNAGAR, HYDERABAD. PH. NO: 27602533
WEBSITE: www.st-pauls.co.in, EMAIL ID: stpdge@yahoo.co.inph: 040-27602533
CERTIFICATE
This is to certify that Md. Abdallah Siddiq is a bonafide student of

BBA III YEAR of this institution with Hall Ticket No: 1211-1768-4013 for
this Academic year {2019-2020}. He has submitted a project on Quality of
Work life from the organization BIG BAZAR under the supervision of Mrs.
Pooja.
DATE: PRINCIPAL
2
CERTIFICATE
This is to certify that Md. Abdallah Siddiq of BBA III YEAR with
Hall Ticket NO: 1211-1768-4013 for the academic year {2019-2020} has
completed a project on QUALITY OF WORK LIFE from BIG BAZAR
under the supervision of Mrs. Pooja.
DATE: SIGNATURE OF THE GUIDE
3
CERTIFICATE
This is to certify that the project is submitted by Md. Abdallah Siddiq

bearing Hall Ticket No: 1211-1768-4013 of BBA III YEAR on the project
QUALITY OF WORK LIFE from BIG BAZAR during the academic year
{2019-2020}
External Examiner Internal Examiner
4
DECLARATION
I hereby state that the information related to my project on QUALITY

OF WORK LIFE from BIG BAZAR is the primary data related to my
subject and it is part of curriculum under the Osmania university jurisdiction
and it is not submitted to any organization or institute.
Date: Md. Abdallah Siddiq
5
ACKNOWLEDGEMENT
As a student of St. Paul’s Degree and P.G college is affiliated to Osmania

University. I express my heartfelt thanks to the BIG BAZAR organization for
providing the necessary information related to my project.
I also express my sincere thanks to the Sri. SIRAJUDDIN, Hon. Secretary &
correspondent of St. Paul’s Degree & P.G. College and Sri. M. HAYA
GREEVA CHARY, Principal, St. Paul’s Degree & P.G. College who
provided me the opportunity and complete cooperation facilities and all the
necessary infrastructure to complete my project.
Last but not the least it is my good fortune to have a dedicated faculty and
guide for my project, their whole-hearted co-operation helped in completing
the project in time and acquiring the knowledge.
Md. Abdallah Siddiq
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ABSTRACT
Quality of work life is becoming an imperative issue to achieve the goals of

the organization in every sector whether it is education, service sector, banking
sector, tourism, manufacturing, etc. Attrition, employees’ commitment,
productivity etc. depend upon the dimensions of Quality of work life i.e. job
satisfaction, organizational commitment, reward and recognition,
participative management, work life balance, proper grievances handling,
welfare facilities, work environment, etc. An organization provides a better
QWL then it develops the healthy working environment as well as satisfied
employee. High QWL can give a result in better organizational performance,
effectiveness, innovativeness, etc. Consequently, to contribute better life for
all those peoples whom organizational members serve and with whom they
deal and interact. Today, quality of work life also affects the corporate social
responsibility. Quality of work life is the corroboration between the employees
and their organization it improves the family life as well as work life of the
individual. This paper focuses and analyses the literature review on the quality
of work life and their dimensions.
Key Words: Quality of work life, job satisfaction, Organization commitment,

job security, participative management and salary.
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TABLE OF CONTENTS
CHAPTER NO CONTENTS PAGE NUMBER
INTRODUCTION 9-19
Need of the study 14
Objectives of the study 15

CHAPTER-I
Scope of the study 16
Research methodology 17-18
Limitations of the study 19
REVIEW OF LITERATURE
CHAPTER-II 20-31
COMPANY PROFILE 32-47

CHAPTER-III
DATA ANALYSIS AND

48-64
CHAPTER-IV INTERPRETATION
CHAPTER-V CONCLUSION & SUGGESTIONS 65-69
BIBLIOGRAPHY 70
APPENDIX 71-74
8
CHAPTER – I
INTRODUCTION
9
INTRODUCTION
The quality of work life(QWL) is a wide term covering an immense of programmers’ variety,
techniques, theories and management styles through which organizations and jobs are designed so
as grant employees more autonomy, responsibility and authority than is usually done.
It is a comprehensive, department- wide program designated to improve employee
satisfaction, strengthening workplace learning and helping employees (Anonymous, 2005). A high
quality of work life is essential for organizations to continue, to attract and retain employees
(Sandrick,2003).
Many factors contribute to QWL which includes adequate and fair remuneration, safe and healthy
working conditions and social integration in the work org. that enables an individual to develop and
use all his or her capacities; it holds that people are the most important resource in the organization
as they are trustworthy, responsible and capable of making valuable contribution and they should be
treated with dignity and respect. (Straw, R.J. and C.C.Heckscher, 1984).
Importance of Quality of Work Life

QWL is a multi-dimensional aspect. QWL has been more widely studied, The consideration of
quality of work life as the greater context for various factors in the work place such as job satisfaction
and stress,(may offer opportunity for more cost-effective interventions in work place).The quality of
work life is a wide term covering an immense variety programmers, techniques, theories and
management styles through which organizations and jobs are designed so as grant employees more
autonomy responsibility and authority than is usually done.
Quality of Working Life is a term that had been used to describe the broader job-related
experience an individual has whilst for many years, it has been much research into job satisfaction
and more recently, an interest has arisen into the broader concepts of stress and subjective well-
being.
The precise nature of the relationship between these concepts has still been little explored.
Stress at work is often considered in isolation, where in it is assessed on the basis that attention to an
individual's stress management skills or the sources of stress will prove to provide a good enough
basis for effective intervention. Alternatively, job satisfaction may be assessed, so that action can be
taken which will enhance an individual's performance.
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Somewhere in all this, there is often an awareness of the greater context, where upon the home-
work context is considered. for example, and other factors such as an individual's personal
characteristics and the broader economic or cultural climate might be seen as relevant. In this context
subjective well-being is seen as drawing upon both work and non-work aspects of life.
According to J. Richard and J. Loy, "QWL is the degree to which members of a work organization
are able to satisfy important personal needs through their experiences in the organization".
While the task force set in 1979 by the American Society for Training and Development [ASTD]
defined QWL as a process of work organization which enables its members at all levels of to actively
participate in shaping the organization's environments, methods and outcomes. This value-based
process is aimed towards meeting the twin goals of enhanced effectiveness of organization and
improved quality of life at work for employees. Quality of work life efforts are systematic efforts
made by an organization to give its employees a greater opportunity to affect the way in which they
do their jobs and the contributions they make to the overall effectiveness of their organization.
Richard Walton explains quality of work life in terms of eight broad conditions of employment that
constitute desirable quality of work life (QWL). He proposed the same criteria for measuring QWL.
Those conditions/criteria include :
• Adequate and fair compensation.
• Safe and healthy working condition.
• Opportunity to use and develop human capacities.
• Opportunity for career growth.
• Social integration in the work force.
• Constitutionalism in the work organization.
• Work and quality of life and
• Special relevance of work.
Work is an integral part of our everyday life, as it is our livelihood or career or business. On an
average we spend around twelve hours daily in the work place, that is one third of our entire life; it
does influence the overall quality of our life.
It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is
expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even
if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness
to look forward to the next day.
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Facts
Work-life balance describes the when, where and how individuals work, leading them to be able to
enjoy an optimal quality of life. Work-life balance is achieved when an individual’s right to a fulfilled
life inside and outside paid work is accepted and respected as the norm, to the mutual benefit of the
individual, business and society.
Human Resource Management ("HRM") is a way of management that links people-related activities
to the strategy of a business or organization. HRM is often referred as a "strategic HRM". It has
several goals:
❖ To meet the needs of the business and management (rather than just serve the interests of
employees)
❖ To link human resource strategies/policies to the business goals and objectives;
❖ To find ways for human resources to "add value" to a business;
❖ To help a business gain the commitment of employ Human resources
Management originally began as personnel management, but today it encompasses many well-
defined sub-streams of functions that can be listed as under:
(1) Workforce planning
(2) Recruitment
(3) Orientation & skills management
(4) Personnel administration & compensation
(5) Time management
(6) Employee benefits administration & personnel cost planning
(7) Performance appraisal
Each of these sub-streams is a more or less specialized function, yet one can say that HRM itself is
more than all of these put together.
The greatest challenge of Human Resource Management Unlike managing other resources like
machines, real estate and finance, managing human beings is a totally different ball game, simply
because unlike other assets, each employee has his own goal and will work first to attain that goal,
even if it is at the cost of the goals of the organization. Thus, no employee can ever be made to
provide his optimum output for the organization unless the goals of the organization are closely
aligned with his own goals.
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STATEMENT OF THE PROBLEM
The aim of the study includes the following factors towards the quality of Work life. They are such
as poor working condition environments, resident aggression, balance of work and family, work load,
inability to deliver quality of care preferred, shift timing, lack of involvement in work process and
decision –making, poor relationship between supervisor/ Team Leader, role conflict, lack of
recognitions and lack of opportunity to learn new skills.
Training is an important area were the employees can utilize for their self-development and updating
of their work knowledge. Ultimately every effort that the management takes for the employees and
perseverance of the worker on their physical and the mental well-being inside the organization that
help in maintaining their motivation and satisfaction level which is important for effective
performance of any worker. Thus, the present study is an attempt describing their factors as a tool
to access the Quality of work life of the employees.
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NEED OF THE STUDY
• The purpose of study is to learn the practical applicability of the theoretical knowledge gained
about work life.
• To gain knowledge about, the work life as well as to know the effectiveness or ineffectiveness
of the employees’ work atmosphere in Big Bazaar to provide suggestions if any for having an
effective working condition of Big Bazaar
• To Increase the effectiveness of different work life techniques and behaviors for all types of
employees’ in the organization.
• To identify the various types of employees’ behaviors.
• To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
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OBJECTIVE OF STUDY
• To understand the meaning and objectives of quality of work life at BIG BAZAAR .
• To gain insight of the quality of working performance of employees over all at BIG
BAZAAR
• It is always not necessary that the employees respond interestingly to the questions.
• As the respondents come from different walks of life, problems were faced while interviewing
them.
• To know the employees’ feed back towards the redressed of grievances by Big Bazaar .
• To ascertain the role of media in promoting and creating awareness towards the diversified
portfolio of Big Bazaar products.
• To find out the quality of service in terms of grievances handling, incentives, promotions,
rewards and recognitions and the various services that are being offered by Big Bazaar .
• To study the satisfaction levels of employees.
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SCOPE OF THE STUDY
• The scope of project work is to get the opinions from respondents on the issues
mentioned earlier.
• It is limited to the twin cities of Hyderabad and Secunderabad is confined to the urban
areas as the respondents are the subscribers of BIG BAZAAR services is one form or
the other.
• The principle of democracy: (meaning greater authority responsibility to employees, it
empires (QWL)
• Organizational changes.
• Employee’s participation in management.
• Security of employment.
• Rewards and recognitions
PERIOD OF THE STUDY

The period study will be accomplished in 30 days at Big Bazar.
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RESEARCH METHODOLOGY
Research methodology is the investigation of specific problem in detail. At first problem is defined
carefully for conducting research .There should be a good research plan for conducting research.
No research can be done without data collection. After all this analysis is made for getting solutions
for problem.
• Defining the problem
• Defining the sampling plan
• Collection of data
• Analysis and interpretation
Defining The problem :-
Defining the research problem is first necessary step for any research. This work should be done
Carefully .Here research problem is to know quality of work life at BIG BAZAAR
SAMPLING DESIGN :-
Sample element/sample unit
Our sample element consists of HR dept employees of BIG BAZAAR

Sample extent
BIG BAZAAR , INDIA, PVT, LTD(HYD)

Sample size
Across 100 employees of BIG BAZAAR are covered.
DATA COLLECTION:
Sources of data collection:
Primary data Primary data are collected afresh and for the first time. It is the data originated by the
researcher specifically to address the research problem.
In this study, primary data is collected primarily to understand the existing recruitment and selection
process the organization is using.
Secondary Data Secondary data is collected from internet, registers, records, journals, articles,
magazines and annual reports of the organization.
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Data collection Instrument: Questionnaire Design begins with an understanding of the capabilities
of a questionnaire and how they can help in research. If it is determined that a questionnaire is to be
used, the greatest care goes into the planning of the objectives.
DATA SAMPLING:
Data sampling process includes the following steps that are sequentially shown
▪ Define the Target Population
▪ Define the Sampling frame
▪ Determine the sample size
▪ Execute the sampling process
Sample Size Design

It refers to the number of elements to be included in the study. A sample design is a definite plan
for obtaining a sample from a definite population. It refers to the technique or the procedure the
researchers would adopt in selecting items for the sample. It is determined before data is collected.
In this study
100 samples are collected from the employers.
Sampling Process
Convenience Sampling: A convenience is obtained by selecting ‘convenient’ population units. The
method of convenience sampling is also called the chunk. A chunk refers to that fraction of the
population being investigated which is neither by probability nor by judgement but by convenience.
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LIMITATIONS OF THE STUDY
The below are the limitations faced by me when undergoing this project on quality of work
life at Big Bazaar.
• It is always not necessary that the employees respond interestingly to the questions. As the
respondents come from different walks of life, problems were faced while interviewing them.
• The information which I gathered isn’t purely based on primary data but also based on
secondary data from the website of the company and magazines.
• It isn’t necessary that the information given by the respondents are very much true. This
analysis is purely based on the responses of the employees. No information is either included
or excluded from it.
• The sample size is 100. The study was confined to it.
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CHAPTER – II
REVIEW OF LITERATURE
20
REVIEW OF LITERATURE-
Introduction
Human resources play a very important role in success of an organization and thus,
Management of human resource assumes importance. Many aspects affect the
management of human resources. One such aspect is Quality of Work Life (QWL). It is
a philosophy, a set of principles which holds that people are the most important resource
in the organization as they are trustworthy, responsible and capable of making valuable
contribution and they should be treated with dignity and respect. The elements that
are relevant to an individual’s quality of work life include the task, the Physical work
environment, social environment within the organization, administrative system and
relationship between life on and off the job. QWL consists of opportunities for
active involvement in group working arrangements or problem solving that are of mutual
benefit to employees or employers, based on labor management cooperation. People also
conceive of QWL as a set of methods, such as autonomous work groups, job enrichment,
and high involvement aimed at boosting the satisfaction and productivity of workers. It
requires employee commitment to the organization and an environment in which this
commitment can flourish.
Human resource management:-evolution
The early part of the century saw a concern for improved efficiency through careful design
of work. During the middle part of the century emphasis shifted to the employee's
productivity. Recent decades have focused on increased concern for the quality of working
life, total quality management and worker's participation in management. These three
phases may be termed as welfare, development and empowerment.
Thus, QWL is a comprehensive construct that includes an individual’s job
related well-being and the extent to which work experiences are rewarding,
fulfilling and devoid of stress and other negative personal consequences.
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Humanised Work Through QWL
One option was to re-design jobs to have the attributes desired by people and re-design
organizations to have the environment desired by the people. This approach seeks to
improve QWL. There is a need to give workers more of a challenge, more of a whole task,
more opportunity to use their ideas. Close attention to QWL provides a more humanized
work environment. It attempts to serve the higher-order needs of workers as well as their
more basic needs. It seeks to employee the higher skills of workers and to provide an
environment that encourages them to improve their skills. The idea is that human
resources should be developed and not simply used. Further, the work should not have
excessively negative conditions. It should not put workers under undue stress. It should
not damage or degrade their humanness. It should not be threatening or unduly dangerous.
Finally, it should contribute to or at least leave unimpaired workers’ abilities to perform in
other life roles such as citizen, spouse and parent. That is work should contribute to general
social advancement.
❖ Job Enlargement vs. Job Enrichment:-

The modern interest in quality of work life was stimulated through efforts to change the
scope of people’s jobs in attempting to motivate them. Job scope has two dimensions –
breadth and depth. Job breadth is the number of different tasks an individual is directly
responsible for. It ranges from very narrow (one task performed repetitively) to wide
(several tasks).Employees with narrow job breadth were sometimes given a wider variety of
duties in order to reduce their monotony; this process is called job enlargement. In order
to perform these additional duties, employees spend less time on each duty.
Another approach to changing job breadth is job rotation, which involves periodic
assignment of an employee to completely different sets of job activities. Job rotation is an
effective way to develop multiple skills in employees, which benefits the organization while
creating greater job interest and career options for the employee.
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The Human Resource Department’s Role
The role of human resource department in QWL efforts varies widely. In some
organizations, top management appoints an executive to ensure that QWL and
productivity efforts occur throughout the organization. In most cases, these executives have
a small staff and must rely on the human resource department for help with employee
training, communications, attitude survey feedback, and similar assistance. In other
organizations, the department is responsible for initiating and directing the firm’s QWL
and productivity efforts.
Perhaps the most crucial role of the department is winning the support of key
managers. Management support- particularly top management support appears to be an
almost universal prerequisite for successful QWL programs. By substantiating employee
satisfaction and bottom-line benefits, which range from lower absenteeism and turnover to
higher productivity and fewer accidents, the department can help convince doubting
managers. Sometimes documentation of QWL can result from studies of performance
before and after a QWL effort. Without documentation of these results, top management
might not have continued its strong support.
Both employers and employees now better appreciate the importance of the Quality of
work life in an organization. Quality of work life is important to organizational
performance (Grayson,1973). Quality of work life is an important factor that affects
motivation at work (Ghosh, 1992). Quality of work life programmers has two objectives:
To enhance the (i)productivity and the (ii)satisfaction of employees (Garden, 1984).
Quality of work life is the quality of the content of relationship between employees total
working environment with human dimensions added to the usual technical and economic.
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Article
Websites
https://pdfs.semanticscholar.org/dedf/915da8b7b39c4068ed2466ef13cc0314f831.pdf
1. Lau (2000)studied on Quality of work life and performance to provide ad hoc analysis of
two key elements of the service profit chain and find out the relation between in growth and
QWL. This research evaluated the performances, in terms of growth and profitability, based
on a sample of QWL and S&P 500 companies. 29 QWL companies remained for the
purpose of this study. The control group consisted of 208 service companies selected from
the list of S&P 500. The results showed QWL companies have a higher growth rate,
measured by the five-year trends of sales growth and asset growth than that of the S&P 500
companies. The results also indicated that QWL companies indeed enjoyed higher growth
rates than those of S&P 500 companies, and their differences are statistically significant. On
average, QWL Service companies have an average sales growth rate while the control group
companies have below average.
2.David Lewis et al (2001)studied on the extrinsic and intrinsic determinants of quality of

work life. The objective of the research was to test whether extrinsic or intrinsic or prior traits
test predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or
other tangible, intrinsic traits: skills, level, autonomy and challenge, prior traits: gender and
employment traits, co-workers, support, supervisor, treatment and communication. Survey
was conducted in 7 different health care and respondents was 1,819/5486 staff (33%). Data
was gathered from the circulate questionnaire and test applied for data analysis was regression
method and factor analysis. The findings showed pay, supervisor style, commitment and
discretion, all play a role in determining QWL. Female employees were less satisfied with
these traits than male.
3.Md. Zohurul Islam et al (2006)investigated of QWL and organization performance in

Dhaka processing zone .The objective of research is QWL is hypothesized to directly or
indirectly influenced organizational performance and identify the relation between QWL
with OP = Organizational Performance QWL = Quality of Work Life JS = Employee Job
Satisfaction WAGPOL = Company wage policy COMPOL = Company policy UNION =
Union. The variables of the research used OP,JS, WP and UP. Simple random sampling
24
method used for data collection and the test applied to data analysis was chi-sq.uare test and
regression .Finding of the research showed QWL is not significant relation with OP, union,
wage, job satisfaction and company policy is highly significant with OP with the level of
significant 5%. When dependent variable is job satisfaction then company policy, QWL has
positive significant relationship with Job satisfaction. Variable Union policy has positive
relation but no significant with JS QWL is related to Job Satisfaction. Organizational
performance taken as a dependent variable then it showed that QWL has no significant
relationship with Organizational Performance.
4. Linda K. Johnsrud (2006)studied on Quality of faculty work life: The University of Hawaii
to describe the changes in QWL from 1998 to now. The objective of the study was to find
out the current level of satisfaction. Variables were used Relations with the department chair,
campus service, community service, faculty relation, salary and demographic factor. The
study included all 3,490 members of the UH faculty and /marks the first time that this survey
was conducted entirely online and yielded 1,340 responses for a 38% return rate and to
analyze the data T- test was used by the researcher. The result showed that salary was the
main variable for satisfaction from year 1998 to 2006. Faculty relations and community
services is the most positive elements in faculty work life and other finding was campuses’
faculty are generally more satisfied than others.
5. J. Gnanayudam & AjanthaDharmasiri (2008)studied Influence of quality of work life on

organizational commitment by investigated on unsatisfactory level of commitment among
workers in medium and large organizations in the apparel industry in Sri Lanka. A convenient
sampling technique was adopted for the research. The sample size was limited to 87 workers
and Pearson correlation used for data analysis. The result showed that QWL has a positively
significant relation with the commitment and moderator effect of HRDC on the relationship
between QWL and Commitment.
6. Normal and Daud (2010)investigated the relation between QWL and Organizational
Commitment amongst employees in Malaysian firms. The objective was to investigate the
relationship between QWL and Organizational Commitment and to identify the extent of
QWL of employees. A random sample of 500 employees was taken at the supervisory and
executives’ levels in various firms in Malaysia received the questionnaire. Of these, 360
25
useable responses were returned and analyzed, which represented a 72% response rate.
Research based on the Quantitative approach and random sampling method used for data
collection. Variables adopted for the research were Dimensions of QWL: growth and
development, participation, physical environment, supervision, pay and benefits social
relevance and workplace integration, dimensions of OC: affective commitment
7.W.N. Thalang et al (2010)studied on quality of work life indicators as a corporate social

responsibility of electrical and electronics private Organizations in Thailand. Objective of the
research was finding out the quality of Work Life Indicators as a Corporate Social
Responsibility. It is a documentary research and data were collected from the in-depth
interview with experts and specialist and multiple research method. Health environment,
total life span, work life balance, adequate and fair compensation, social integration support
used as dimensions of QWL and four major dimensions of CSR, namely: economic,
environmental, social and ethics used as a parameter. The result showed that QWL indicates
perception about for a more effective CSR, developing a good Quality of Work Life (QWL)
is crucial.
8. T. Ayesha et al (2011)have done worked on QWL among male and female employees of
private commercial banks in Bangladesh to find out there is any significant difference among
male and female bank employee’s perception over QWL issues. Researcher adopted
convenient sampling to data gathering over a sample 192 employees and factor analysis and
consistency Wilcoxon analysis, Mann –Whitney- U test and Bartlett test for analyzed data.
The dimensions of QWL used job design, employee relation, working environment,
socialization efforts, adequate and fair compensation, opportunities to develop human,
growth and development, flexible work schedule, job assignment, work and total life span
and in demographic factor age , gender and experience was used. Finding of the research
showed male employee’s perception differs from the female employees its means
management of banks are more concerned about the job design of the male employees. The
second finding about perception said that male’s perception more positive compared
female’s employees except in the terms of socialization.
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9.B.Alireza et al (2011)researched on the Relationship between Quality of Work Life and
Demographic Characteristics of Information Technology Staffs Relationship b/w QWL and
demographic characteristics of IT staff with objective Measure the relation b/w QWL and
demographics. The dimensions of QWL used as fair compensation, safe and healthy
environment, growth and security, social relevance, life span, social integration, development
of human capacities and age, gender, work experience income has taken as demographic
factors. Data gathered from the 5 IT companies over 292 employees and ANNOVA one
way used for the data analysis. Result showed there is no significant relation found between
gender and QWL but positive significant relationship between IT staff and QWL, work
experience and QWL and income and QWL.
10. D. Chitra et al (2012)focused on Employees’ Perception on Quality of Work Life and

Job Satisfaction in manufacturing organization – an Empirical study. The objective was to
find the perception of employee’s impact on Job satisfaction. Convenience sampling method
used for the data collection and questionnaire received 251 employees out of 460 employees.
Three variables of QWL were used such as meaningfulness, pessimism about organizational
change and self- determination and job satisfaction. Test used for data analysis were factor
analysis, Bartlett test and Kaiser-Meyer-olkin. The Findings showed that three QWL
variables are significantly related to job-satisfaction and perception of employees towards
QWL also directly related to Job satisfaction. There is no satisfaction towards other job-
related aspects such as health care benefits, working environment, flexible work, relationship
with peers and superiors.
11. ChandranshuSinha (2012),factors affecting quality of work life: Empirical Evidence from
Indian Organizations. Sampling size was taken for this research was 100 employees and
Career growth & development, Organizational Culture, emotional supervisory support,
flexible work arrangement, employee motivation, Organizational commitment, job
satisfaction, rewards and benefits and compensation used as a dimension of QWL. Data
analyzed through Kaiser Meyer Olkin which determine the sufficiency of the sample size and
Bartlett test of sphericity was calculate the meaningfulness of the correlation matrix and factor
analysis. According to this research paper comes on conclusion that profit of successful
organization is not achieved at the expense incurred to the employee by organization.
27
12.Ayesha T. (2012)evaluated the quality of work life of the faculty members of private
universities in Bangladesh with the objective is to investigate the factors affecting the overall
perception of QWL. Dimensions of QWL was taken fair competition, growth security, work
and life system, development human capacities, social integrate, social relevance. The
method used for data collection was cluster sampling. Spearmen’s rank correlation technique
was applied which is suitable for ranking data and also the test is non-parametric. Results after
test showed dimensions are significantly co-related with QWL. There is highly satisfaction in
the female regarding QWL dimensions compared to male. Teaching experience of less than
one year is more positive about their QWL and its related dimensions compared to
experienced teachers.
13. S. Mortazavi (2012)studied the Role of the Psychological Capital on Quality of Work
Life and organization performance. Data was collected from nurses of four hospitals in which
two hospitals were private and two hospitals were public. Sample size was 207 nurses which
were selected random sampling method and Self-efficacy, Optimism, Hope, Resiliency,
Survival Needs, Belonging Needs and Knowledge Needs are treated as exogenous variables
and Psychological Capital and QWL are treated as endogenous variable. For data analysis
researcher used scale means, reliability, and inter-scale correlations. One of the most
important factors that plays positive role is Psychological Capital of human resource of that
organization. Research shows that Psychological Capital is a more state-like factor than
personality traits and QWL has positive and significant relation with organization
performance.
14. Mina. P et al (2013)studied on Relationship between self –esteem, organizational

attachment and perceptions of QWL in Jihad-e-Keshavarz Organization of Isfahan. The
objective of the research was to find out the relationship between self-esteem organizational
attachment and perception of QWL. Sample size has taken 195 employees and simple
random sampling for data collection. Pearson correlation coefficient and multiple regressions
were used to analysis the data. Variables studied that were dimensions of QWL: Employee
participation, career development, problem solving, job security, employee communication,
job pride, fair pay, industrial safety and protection, and organizational identity, Dimensions
of self-esteem: self-acceptance, living consciously, self-responsibility, living purposely,
personal integrity and self- assertiveness, dimensions of Organizational attachment:
28
Organizational Commitment, Job Satisfaction, intend to leave the organization, group
coherence, organizational identity and organizational interest Findings showed that positive
relationship between dimensions of Organizational Attachment and QWL. There is a
Positive relationship between pillars of self-esteem and dimensions of QWL. Self-
responsibility, integrity, fair pay with living purposefully, living consciously, self-acceptance,
job security with purposefully are not co-related with each other. Self –esteem is co-related
with organizational Attachment.
15. Noushin Kamali Sajjadet al (2013)studied on relationship QWL and Organizational

Commitment due to this research researcher wanted to recognize relationship between
QWL and OC and its components. The methods used were random stratified sampling for
data gathered. To analyze the data, Pearson correlation coefficient used to calculate the rate
of significant relationship between components Kolmogorov-Smirnov test to identify the
statistical population normality. Variable used the findings pertained that there is direct and
significant co-relation between fair and enough payment (salary and allowances) and
Organizational Commitment and also significant correlation between health security and
work conditions and Organizational Commitment and balance in work and other life aspects
with organizational commitment. Researches gave the ranking of dependent and
independent variable due to which social integration, cohesion and general space of life had
most related with job-performance .fair and enough payment and growth opportunity and
continuous security had least related with job-performance. Salary and allowance have at least
effect on Organizational Commitment. Health and security, work condition most important
factor affecting OC. Development is not least not important factor affecting OC.
16.Aloys.N.K (2013)studied on working Environment Factors that Affect QWL among

Attendants in Petrol Stations in Kitale Town in Kenya. The objective was to identify working
environment affect QWL. The method used was exploratory survey with coefficient of co-
relation test for data analysis. Findings showed that positive co-relation between work
environment and mode of QWL job enrichment, job rotation, autonomous, flexible working
time, workgroups, career growth and development, relation with supervisor. The result
showed that there is no significance relation between experience, career growth and
development. There was the most significant relationship between work environment and
29
organizational trust then physical environment. The relationship between colleagues and
supervisor affects the work environment on QWL.
Empirical Review
For the better understanding of the nexus between QWL and Commitment, the researchers
have articles from 1970’s onwards. Assuming of the articles received are listed below. QWL
has its own impact in various dimension and industry. International views a study has
undertaken in different part of the world and found remarkable outcomes. In a Canadian
textile industry employees of midrange companies were more satisfied with “working
conditions”, “social integration”, “constitutionalism” and meanwhile in active companies
“work and life components found to be in a better place (Wilcock, A., & Wright, M.
1991).Quality of work life enhances workforce productivity
and intern contribute organization (Cummings, T. G., & Molloy, E. S. 1977).
Transformational and transactional leadership styles were significant predictors of quality of
work life and gender and income were not significant antecedents of QWL (D Kara et al.
2018), There are several factors that influences Quality of work life. Positive relationship
between implicit ethics institutionalization and quality of work life (Huynh, P. N. 2017). One
of the key factors are the demographic variable, significant difference between the means of
ages, experiences and qualification of the employees and the factors influencing the quality
of work life. There was no significant difference between the means of designations of the
employees and the quality of work life (Krishna, V. M. 2017). In India by exploring quality
of work life functions in various public-sector unit found to be positive correlation between
the variable and indicated one among the powerful management tool which significantly
contribute to employee motivation (Singh, P. 2017).The problems associated with stress and
job satisfaction are evident for healthcare workers and nurses, a reliable tool to assess
employees’ quality of working life is required. Factors like Job and Career Satisfaction,
General Well-Being, Home–Work
Interface, Stress at Work, Control at Work and Working Conditions are highly influence
QWL (D Van Laar et al. 2007), There is significant relationship between quality of work life
(QWL) programs and quality of life (QOL). The most influencing factors on quality of life
(QWL)work environment followed by job facets and factors like emotional wellbeing,
personal development, social inclusion and interpersonal relations found to be most
influence factors (HNarehan et al. 2014).Similarly, significant difference exists between the
30
local private and foreign commercial bank’s employees’ perception over QWL and in the
following factors of QWL; adequate and fair compensation, work and total life space,
opportunity to develop human capacities, flexible work schedule and job assignment, and
employee relations (A Tabassum et al. 2011). Four dimensions namely QWL labeled,
favorable work environment, personal growth and autonomy, nature of job, and stimulating
opportunities and co-workers (TA Wyatt et al. 2001).
31
CHAPTER – III
COMPANY PROFILE
32
HISTORY OF INDIAN FOODS INDUSTRY
Retailing is one of the pillars of the economy in India and accounts for 35% of GDP.
The retail industry is divided into organized and unorganized sectors. Over 12 million outlets operate
in the country and only 4% of them being larger than 500 sq. ft (46 m2) in size. Organized retailing refers
to trading activities undertaken by licensed retailers, that is, those who are registered for sales tax,
income tax, etc. These include the corporate-backed hypermarkets and retail chains, and also the
privately owned large retail businesses. Unorganized retailing, on the other hand, refers to the traditional
formats of low-cost retailing, for example, the local kirana shops, owner manned general stores,
paan/beedi shops, convenience stores, hand cart and pavement vendors, etc.
Most Indian shopping takes place in open markets and millions of independent grocery shops called
kirana. Organized retail such supermarkets accounts for just 4% of the market as of 2008. Regulations
prevent most foreign investment in retailing. Moreover, over thirty regulations such as "signboard
licenses" and "anti-hoarding measures" may have to be complied before a store can open doors. There
are taxes for moving goods to states, from states, and even within states.
Growth
An increasing number of people in India are turning to the services sector for employment due to the
relative low compensation offered by the traditional agriculture and manufacturing sectors. The
organized retail market is growing at 35 percent annually while growth of unorganized retail sector is
pegged at 6 percent.
The Retail Business in India is currently at the point of inflection. Rapid change with investments to the
tune of US $ 25 billion is being planned by several Indian and multinational companies in the next 5
years. It is a huge industry in terms of size and according to management consulting firm Technopak
Advisors Pvt. Ltd., it is valued at about US $ 350 billion. Organized retail is expected to garner about
16-18 percent of the total retail market (US $ 65-75 billion) in the next 5 years.
India has topped the A.T. Kearney’s annual Global Retail Development Index (GRDI) for the third
consecutive year, maintaining its position as the most attractive market for retail investment. The Indian
economy has registered a growth of 8% for 2007. The predictions for 2008 is 7.9%. The enormous
33
growth of the retail industry has created a huge demand for real estate. Property developers are creating
retail real estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in the
country.
With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011, India will need
additional retail space of 700,000,000 sq.. ft (65,000,000 m2) as compared to today. Current projections
on construction point to a supply of just 200,000,000 sq. ft (19,000,000 m2), leaving a gap of
500,000,000 sq. ft (46,000,000 m2) that needs to be filled, at a cost of US$15–18 billion.
According to the ICRIER report, the retail business in India is estimated to grow at 13% from $322
billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is expected to grow at about
10% per annum with sales expected to rise from $ 309 billion in 2006-07 to $ 496 billion in 2011-12.
The Indian Retail Market
Indian market has high complexities in terms of a wide geographic spread and distinct consumer
preferences varying by each region necessitating a need for localization even within the geographic
zones. India has highest number of outlets per person (7 per thousand) Indian retail space per capita at
2 sq. ft (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent is highest in the world.
1.8 million households in India have an annual income of over 45 lakh
Delving further into consumer buying habits, purchase decisions can be separated into two categories:
status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing machines, dishwashers,
microwave ovens and DVD players fall in the status category. Indulgence-oriented products include
plasma TVs, state-of-the-art home theatre systems, iPods, high-end digital cameras, camcorders, and
gaming consoles. Consumers in the status category buy because they need to maintain a position in their
social group. Indulgence-oriented buying happens with those who want to enjoy life better with products
that meet their requirements. When it comes to the festival shopping season, it is primarily the status-
oriented segment that contributes largely to the retailer’s cash register.
While India presents a large market opportunity given the number and increasing purchasing power of
consumers, there are significant challenges as well given that over 90% of trade is conducted through
independent local stores. Challenges include: Geographically dispersed population, small ticket sizes,
34
complex distribution network, little use of IT systems, limitations of mass media and existence of
counterfeit goods.
Major Indian Retailers
Indian apparel retailers are increasing their brand presence overseas, particularly in developed markets.
While most have identified a gap in countries in West Asia and Africa, some majors are also looking
at the US and Europe. Arvind Brands, Madura Garments, Spykar Lifestyle and Royal Classic Polo are
busy chalking out foreign expansion plans through the distribution route and standalone stores as well.
Another denim wear brand, Spykar, which is now moving towards becoming a casualwear lifestyle
brand, has launched its store in Melbourne recently. It plans to open three stores in London by 2008-
end.
The low-intensity entry of the diversified Mahindra Group into retail is unique because it plans to focus
on lifestyle products. The Mahindra Group is the fourth large Indian business group to enter the
business of retail after Big Bazaar Industries Ltd, the Aditya Birla Group, and Bharti Enterprises Ltd.
The other three groups are focusing either on perishables and groceries, or a range of products, or
both.
Vivek Limited Retail Formats: Viveks, Jainsons, Viveks Service Centre, Viveks Safe Deposit
Lockers
PGC Retail -T-Mart India Switcher , Respect India , Grand India Bazaar ,etc.,
REI AGRO LTD Retail-Formats:6TEN Hyper & 6TEN Super
RPG Retail-Formats: Music World, Books & Beyond, Spencer’s Hyper, Spencer’s Super, Daily
& Fresh
Pantaloon Retail-Formats: Big Bazaar , Food Bazaar, Pantaloons, Central, Fashion Station,
Brand Factory, Depot, aLL, E-Zone etc.
The Tata Group-Formats: Westside, Star India Bazaar, Steel junction, Landmark, Titan
Industries with World of Titans showrooms, Tanishq outlets, Chroma.
K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit
Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International Franchise
brand stores.
Pyramid Retail-Formats: Pyramid Megastore, TruMart
Nilgiri’s-Formats: Nilgiris’ supermarket chain
35
Subhiksha-Formats: Subhiksha supermarket pharmacy and telecom discount chain.
Trinethra- Formats: Fabmall supermarket chain and Fabcity hypermarket chain
Vishal Retail Group-Formats: Vishal Mega Mart
BPCL-Formats: In & Out
Big Bazaar Retail-Formats: Big Bazaar
Big Bazaar ADAG Retail-Format: Big Bazaar
German Metro Cash & Carry
Shoprite Holdings-Formats: Shoprite Hyper
Paritala stores bazar: honey shine stores
Aditya Birla Group - more Outlets
Kapas- Cotton garment outlets
36
COMPANY PROFILE
Type Private
Industry Retail
Founded
2001; 19 years ago.
Founder Kishore Biyani
Headquarters Mumbai, Maharashtra, India
Number of 295 stores nationwide

locations (August 25, 2019)
Area served India
•
Sarvesh Shivnath
Shukla (Founder)
• Sadashiv Nayak
Key people
(President & CEO)
• Umashankar Shukla
(Director)
• Electronics
• Movies and music
• Home and furniture
• Home improvement
Products • Clothing
• Footwear
• Jewelry
• Toys
• Health and beauty
37
• Pet supplies
• Sporting goods and
fitness
• Auto
• Photo finishing
• Craft supplies
• Party supplies
• Grocery
Services Future Pay
Parent Future Group
Website www.bigbazaar.com
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India's leading
business houses with multiple businesses spanning across the consumption space. While retail forms
the core business activity of Future Group, group subsidiaries are present in consumer finance,
capital, insurance, leisure and entertainment, brand development, retail real estate development, retail
media and logistics.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 12 million sq. feet of retail
space in over 71 cities and towns and 65 rural locations across India. The group owns several leading
formats including Pantaloons, Big Bazaar , Food Bazaar, Home Town, eZone and Central. 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 'Indianness'. The group's corporate credo is,
'Rewrite rules, Retain values'.
About FutureBazaar.com
38
FutureBazaar.com is the e-commerce arm of the Future Group. FutureBazaar provides an integrated
shopping site where consumers are able to buy products from our flagship stores including eZone,
Pantaloons and Big Bazaar online and get home delivery of products.
FutureBazaar delivers across more than 1500 cities and towns in India covering 16,000 pin codes.
FutureBazaar carries genuine products and offers manufacturer's warranty (as opposed to Seller's
warranty) which most other sites offer. FutureBazaar offers products where the complete supply chain
is managed by Future Group entities unlike other sites that are marketplaces.
By the virtue of being a part of Future Group, FutureBazaar is able to offer a wide range of genuine
products at very competitive prices, confidence of buying from a trusted source and the convenience of
returning in our physical stores.
About Big Bazaar
Big Bazaar is not just another hypermarket. It caters to every need of your family. Where Big Bazaar
scores over other stores is its value for money proposition for the Indian customers.
At Big Bazaar , you will definitely get the best products at the best prices - that's what we guarantee.
With the ever-increasing array of private labels, it has opened the doors into the world of fashion and
general merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much
more at prices that will surprise you. And this is just the beginning. Big Bazaar plans to add much more
to complete your shopping experience.
About Pantaloons
Pantaloons are among India's largest chains of fashion stores. Pantaloons Fresh Fashion, with its focus
on 'fresh look, feel and attitude' offers, trendy and hip collections that are in sync with the hopes and
aspirations of discerning young and 'young-at-heart' consumers.
Pantaloons Fresh Fashion stands out as a fashion trendsetter, on the lines of how fashion is followed
internationally. This 'fresh fashion' destination allows customers to shop for the latest in fashion apparel
and accessories throughout the year in an attractive and visually stimulating ambience.
39
Pantaloons Fresh Fashion stores have presence with stores not just in Metros but also in smaller towns.
All stores have a wide variety of categories like casual wear, ethnic wear, formalwear, party wear and
sportswear for Men, Women and Kids.
About eZone
eZone, with the catch phrase 'experience electronics' is an experience led lifestyle format that brings
together the best in national and international consumer electronic and durables brands in a family-
centric environment.
Typically, in excess of 12,000 sq. feet in size, an eZone store truly enables you to experience electronics,
through three dedicated zones - Liberation Zone, Experience Zone and Home Zone. The Liberation
Zone offers personal products like computers, laptops, handy cams, MP3 players and mobile phones.
While entertainment products such as Plasma / LCD, Flat TV's, Home Theatre systems, DVD players,
and Stereo systems are displayed in the Experience Zone. And in the Home Zone segment, one gets
to pick electronic goods of his or her choice including Refrigerators, Air Conditioners, washing
machines and Microwave ovens among other kitchen related appliances.
eZone is not only about showcasing electronics products and gadgets, but providing you with a complete
shopping experience through touch & feel, allowing you to pick and choose from an array of best of
brands under one roof. eZone are primarily stand-alone concepts, but are also present within the
Central malls.
The Big Bazaar is a useful place to find cheap household items, clothes, and food all under one roof.
However, the chaos and crowds often make shopping there a challenge.
Pros
Low prices.
Great sales and promotions.
40
Wide range of products under the one roof.
Many stores.
Cons
Overcrowded.
Checkout can be extremely slow.
Complaints of poor customer service and overcharging.
Quality is variable.
Description
Outlets in around 60 locations across India.

Sells furniture, electronics, clothes, cookware, cosmetics, household items, food, gifts, jewelry,
and books.
Also has special Food Bazaar outlets.
Most stores open from 10 a.m. until 9.30-10 p.m. daily.
Guide Review - Review of Big Bazaar India
There was a time not so long ago that large department stores were a completely foreign concept in
India -- but not anymore. The Big Bazaar is one such department store to have set up shop across the
country. Since its first outlet opened in Kolkata in late 2001, the Big Bazaar has spread to towns and
cities at an alarming rate.-
These multi-level shopping meccas stock everything from food to fridges, and cookware to clothes.
However, the Big Bazaar isn't your ordinary department store. It's been especially designed to appeal
to the Indian consumer. You may be thinking, what does that mean? In short, organized chaos.
With a slogan of "Is se sasta aur accha kahin nahi!" ("Nowhere cheaper or better than this!"), the Big
Bazaar targets itself directly at the average Indian's love of following the crowd and scrambling for a
good discount.
You won't find neatly ordered aisles at the Big Bazaar . Instead, stores are laid out to replicate a market
environment, with items all thrown in together. Promotions such as “Sabse Sasta, Sirf ek bazaar”, "Sabse
Saste Teen Din" (Cheapest Three Days) and "Purana Do, Naya Lo" (Give Old, Take New) result in
41
shoppers flooding the stores, to the point that some stores have become so overcrowded they've had to
close.
If you visit the Big Bazaar in the daytime during the week, it is possible to have a deceptively pleasant
and hassle-free shopping experience.
However, don't make the mistake of going there during a sale, on holidays, evenings, or on Sunday.
When I did this, I had to wait for almost an hour just to be served at the checkout. Forget about getting
the all items I wanted, I was happy to get out of there in one piece!
I've also found that the full price is all too often charged on sale items, so do check your receipt to make
sure that discounts have been properly recorded.
Timeline
2018
The Desi Atta Company - The Golden Spoon Award

The Desi Atta Company - The Golden Spoon Award for Images Most Admired Food
Innovation of the Year – Ingredients, Products & Processes
2017
Big Bazaar wins Best Search Marketing Campaign for Big Bazaar
Big Bazaar wins Best Search Marketing Campaign for Big Bazaar- Smart Search at CMO Asia
fbb wins Social Media campaign of the Year for fbb
fbb wins Social Media campaign of the Year for fbb – World Shorts Day at CMO Asia
Swiss Tempelle Wins 'Best Use of Social Media Award'
Swiss Tempelle Wins 'Best Use of Social Media Award' for #GetSwissed campaign at The
Digital Industry Awards 2017
Future Retail Awarded as Marketer of The Year
Future Retail Awarded as Marketer of The Year at the Leadership Awards for Excellence in
Marketing, Advertising & Media
fbb wins GOLD award for 'India did the Denim Dance campaign
fbb wins GOLD award for 'India did the Denim Dance campaign at The Exchange 4 Media
Awards 2017
Big Bazaar wins SILVER award for 'Pujo Activation'
Big Bazaar wins SILVER award for 'Pujo Activation' – Shera Pada at The Exchange 4 Media
Awards 2017
42
Big Bazaar Profit Club was declared as the Best Loyalty Program in Retail Sector –
Single/Specialty Format at the 10th Customer Loyalty Summit (2017)
The event was hosted from 8th - 9th February 2017 at Taj Lands’ End, Mumbai. Award
received on 8th Feb 2017.
'Most Admired Fashion Brand of the Year in Men's Western Wear' – 17TH Annual
IMAGES Fashion Awards
Indigo Nation was awarded the Most Admired Fashion Brand of the Year in Men's Western
Wear, at the India Fashion Forum.
'Most Admired Brand of the Year – New Launch' – 17TH Annual IMAGES Fashion Awards
Cover Story was awarded the Most Admired Brand of the Year – New Launch, at the India
Fashion Forum.
'Most Admired Multi Fashion Retailer of the Year' – 17TH Annual IMAGES Fashion Awards
Brand Factory's recent 'Free Weekend Sale' won them the Most Admired Multi Fashion
Retailer of the Year award, at the India Fashion Forum.
'Design Concept of the Year – Theme Store' – 17TH Annual IMAGES Fashion Awards
Central in High Definition was awarded the Design Concept of the Year – Theme Store, at
the India Fashion Forum.
'Most Admired Fashion Company of the Year' – 17TH Annual IMAGES Fashion Awards
Future Lifestyle Fashions (FLF) was awarded the Most Admired Fashion Company of the
Year award, at the India Fashion Forum.
Awards for Retail Excellence, Retail Marketing Campaign of the Year
Brand Factory's Marketing Campaign for its 'Free Shopping Weekend' was awarded the Retail
Marketing Campaign of the Year 2017 award.
2016
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 Application
Images Most Admired Food & Grocery Retailer of the Year: Retail Expansion – Increase in store
count and retail space
Future Group awarded with Images Most Admired Food & Grocery Retailer of the Year:
Retail Expansion – Increase in store count and retail space
43
2015
DQ Live Business Technology Award
'DQ Live BUSINESS TECHNOLOGY AWARDS' by Cyber Media was awarded to the
ITSS Team for their work in Unified communications initiative.
Innovative Initiatives in Retail Stores
At 16th Annual CIO & Leader Conference ITSS team was awarded with 'Innovative
Initiatives in Retail Stores'
Digital Transformation Czar 2015
At CIO100's 10th Annual Edition of IDG, ITSS- Business Technology team of Future Group
was awarded with the title of 'Digital Transformation Czar 2015' for Unified Communications
Initiative
IMAGES Retail Technology Awards
ITSS- Business Technology team of Future Group was honored with 'Images Most Admired
IT Security & Operations' at the first-ever IMAGES Retail Technology Awards (IRTA)
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 favorite 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
Talent Management Innovation Award 2015
Future Group is awarded with Management Innovation Award for Innovation in Technology
Driven Talent Management initiatives in Asia by Centre of Business Strategy and Tactics
CIO Power List 2015 – Retail Icon
44
Business Technology Services team of Future Group was awarded by the Centre Of
Recognition & Excellence.
PC Quest Awards 2015
PC Quest awarded the Future Group's Project Manthan with as the Best Data Center
Transformation Project in IT.
Dun & Bradstreet (D&B) Corporate Award 2015
Future Retail won the Dun & Bradstreet (D&B) Corporate Award 2015 for its leading
performance in the Retail sector.
CII SCALE Award for the year 2015
FSC was honored with the CII SCALE Award 2015 in the 3 PL and Retail /Industrial
Warehousing category.
Supply Chain provider of the Year under categories FMCG & Hi Tech
FSC was honored with Supply Chain provider of the Year under categories FMCG & Hi Tech
at the 4th Asia Manufacturing Supply Chain Awards of the Year 2015
Indian Industrial Development Award
Indian Economic Development & Research Association awarded Future Supply Chain with
Indian Industrial Development Award
Business Leadership Award
International Achievers Conference recognized Future Supply Chain with Business

Leadership Award of the year 2015.
Best 3PL Solutions Award by Indian Chamber of Commerce
Future Supply Chain awarded with Best 3PL Solutions Award by Indian Chamber of
Commerce for the year 2015.
Top 100 Most Talented Global HR leaders
Future Group's Chief People Officer, Mr. Kaustubh Sonalkar ranked amongst the top 100
Most Talented Global HR leaders at the 23rd edition of the World HRD Congress
Images Excellence Awards for Largest National Expansion
Food Bazaar won the 'Images Excellence Awards for Largest National Expansion' for the year
2014
45
Images Most Admired Food & Grocery Retailer of the Year
Big Bazaar won the 'Images Most Admired Food & Grocery Retailer of the Year in Food &
Grocery category.
2014
IMAGES Most A Hat-trick Of Awards at INTEROP Awards 2014.
Business Technology Services Scores A Hat-trick Of Awards at INTEROP Awards 2014.
Asia Pacific HRM Congress 2014
Future Learning triumphs at Asia Pacific HRM Congress 2014 in the 'Innovation in Retention'
category.
Best Performing Strategic Partner
Indus League was adjudged as the Best Performing Strategic Partner by Reliance's fashion and
accessories brand Reliance Trends.
The most admired Men's Brand for its Unique Design Concepts
Indigo Nation, the fashion retailer for the youth was awarded as the most admired Men's
Brand for its Unique Design Concepts.
Prestigious 7th Coca Cola Golden Spoon Awards 2014
The premium lifestyle food destination, Food hall bagged the 'Images Most Admired Food &
Grocery Retailer - Success with New Concept Award' at the prestigious 7th Coca Cola Golden
Spoon Awards 2014.
'Power to The People' and 'From Grocery to Gift' at the esteemed EFFIE Awards
Big Bazaar was awarded with 'Power to The People' and 'From Grocery to Gift' at the
esteemed EFFIE Awards.
CII- Supply Chain and Logistics Excellence Awards
Future Supply Chain awarded with CII- Supply Chain and Logistics Excellence Awards of the
year 2014.
Supply Chain Personality of the Year
46
Mr. Anshuman Singh, Managing Director & CEO, Future Supply Chains awarded with
Supply Chain Personality of the year 2014.
Operational Excellence in Warehousing of the year
Future Supply Chains awarded with Operational Excellence in Warehousing of the year 2014.
Emerging Player of the Year 2014
Indian Chamber of Commerce recognized FSC as Emerging Player of the Year 2014.
India Retail Award 2014
Big Bazaar Direct Retail store of the year honored with eRetailer of the Year 2014
Indian eRetail Award 2014
Big Bazaar Direct, our eRetailing format awarded with Disruptive Retailer of the Year 2014
Past Performance
Pantaloon Retail (India) Limited was incorporated as Manz Wear Private Limited in the year 1987. It
became a public limited company in 1991 and was renamed Pantaloon Fashions (India) Limited and
then Pantaloon Retail (India) Limited in 1999. Over the years the company has accelerated growth
through its ability to manage change. It integrated backwards into garment manufacturing and expanded
its retail network at the same time. It launched three successful brands – Pantaloon trouser bar denims
and John Miller shirts between 1987 and 1993. The company introduced the concept of The Pantaloon
Shoppe, an exclusive men’s wear retail store, which expanded across India from 1994- 1998 . In the
year 1997, Pantaloon moved to large format lifestyle retailing with the launch of Pantaloons India’s
family Store. Pantaloon has grown to a 29 stores network and occupies 2,63,000 sq. ft of the retail space.
They contributed Rs 174 crores to the total turnover of the company.4 Big Bazaar owned by Pantaloon
Retail India Limited, the flagship retail chain of the Future Group, achieved a unique milestone in the
history of world retail - by being the first hypermarket format in the globe to roll-out the fastest 101
stores in a short span of seven years. This hypermarket chain was introduced in India by Pantaloon
Retail (India) Limited. The year was 2001. The first store opened in Kolkata and was followed by stores
in Hyderabad, Bangalore and Aurangabad in a short span. It works on the same economy model as
Wal-Mart and has had considerable success in many Indian cities and small towns. The Group is
confident of the Indian retail story.
47
48
CHAPTER – IV
DATA ANALYSIS &

INTERPRETATION
49
DATA ANALYSIS AND INTERPRETATION OF QUALITY OF
WORKLIFE
PERCENTAGE ANALYSIS
One of the simplest methods of analysis is the percentage method. It is one of the traditional statistical
tools. Through the use of percentage, the data are reduced in the standard form with the base equal to
100, which facilitates comparison. The formula used to compute Percentage analysis is,
50
1. Why have you chosen to remain employed with the BIG-BAZAAR?
a) Career advancement opportunities
b) Challenging work
c) Salary
d) Employee benefits
e) Less travel
f) Supervision/management
Table No- 1
S. No OPTIONS RESPONSES PERCENTAGE
1 Career advancement 33 27%
2 Challenging
opportunitieswork 19 16%
3 Salary 24 20%
4 Employee benefits 24 20%
5 Less travel 12 10%
6 Supervision/management 8 7%
TOTAL 120 100
CHART - 1
Career advancement opportunities
career advancements
7%
10% 27% challenging works
20% salary
16% employee benefits
20%
less travel
supervision
INTERPRETATION
From the above table it is interpreted that 27% of the employees responded that they have
been provided with career advancement opportunities, 16% respondents said that they have
been provided with challenging work, 20% of the employees said that are fairly and equal
justice was given in the remuneration provided, 16% of the respondents were satisfied with
the benefits and other allowances of the organization.
51
2. Please rate the following items regarding your employment with the BIG BAZAAR?
Positive work environment (relationships, values and culture)
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 2
1 Excellent 66 55%
2 Good 39 32%
3 Average 14 12%
4 Poor 1 1%
5 Very poor 0 0%
TOTAL 120 100
CHART – 2 Positive work environments
Positive work environments

0%
12%
1% Excellent
Good
32% 55%
Average
Poor
Very poor
INTERPRETATION
From the above table, it is confined that 55% of the respondents said that there is healthier
working environment (relationships, values and culture) existed. 12% of the employees said
that the working conditions of the organization are average. These employees have to be
given proper guidance and have to be encouraged by the superiors.
52
3. Equitable compensation
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No – 3

1 Excellent 48 40%
2 Good 46 38%
3 Average 24 20%
4 Poor 2 2%
5 Very poor 0 0%
TOTAL 120 100
CHART – 3 Equitable Compensation
Equitable Compensation
2%
0% Excellent
20%
33% Good
Average
40%
Poor
Very Poor
INTERPRETATION
From the above table, it is interpreted that 73% of the respondents fully satisfied with their
compensation. 20% of the respondents are said that equitable compensation is average.
These employees have to be given fair compensation to their work.
53
4. Appropriate balance of work/life issues
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 4
1 Excellent 18 15%
2 Good 66 55%
3 Average 30 25%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100
CHART - 4
work life balance

5%
0%15%
25% Excellent
Good
Average
55%
Poor
Very Poor
INTERPRETATION
From the above table, it is confined that 15% of respondents said that Excellent, 55%
respondents said that good, 25% of respondents said that average in balance of work/life
issues. 5% of respondents hadn’t satisfied. So that organization needs to provide appropriate
balance of work.
54
5. Flexibility in work schedule/telecommuting
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 5
1 Excellent 48 40%
2 Good 60 50%
3 Average 6 5%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100
CHART - 5
Work Flexibility
5%
5%
0% Excellent
40% Good
50% Average
Poor
Very poor
INTERPRETATION
Form the above table, it is observed that 95% of the respondents are satisfied with their
flexible work schedule. 5% of respondents are not satisfied. These employees have to be
given proper guidance and have to be encouraged by the management.
55
6. Training/educational opportunities
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 6

1 Excellent 44 36%
2 Good 48 40%
3 Average 28 24%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100
CHART – 6
Training opportunities
0%
24% 0% Excellent
36%
Good
Average
40% Poor
Very poor
INTERPRETATION
From the above table, 36% of respondents said that excellent, 40% of respondents said that
good, 24% of respondents said that average on training opportunities. All respondents were
satisfied with their training opportunities given by the organization.
56
7. On-the-job training and developmental experiences
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 7
1 Excellent 38 32%
2 Good 38 32%
3 Average 44 36%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100
CHART - 7
On-the-job training and developmental

experiences
0%
0%
Excellent
36% 32%
Good
Average
32% Poor
Very poor
INTERPRETATION
good, 36% of respondents said that average on On-the-job training and development. So
finally, all of the respondents satisfied with their On-the-job training and development.
57
8. Opportunities for advancement
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 8
1 Excellent 32 26%
2 Good 50 42%
3 Average 38 32%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100
CHART - 8
Opportunities for advancement
0%
32% 26% Excellent
0%
Good
Average
42% Poor
Very poor
INTERPRETATION
good, 32% of respondents said that average on Opportunities for advancement. Organization
need to provide career advancement opportunities to employees.
58
9. Appropriate resources and equipment to perform the job
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 9
1 Excellent 28 23%
2 Good 48 40%
3 Average 38 32%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100
CHART - 9
Appropriate resources and equipment to

perform the job
0%
5% Excellent
23%
32% Good
Average
40% Poor
Very poor
INTERPRETATION
good, 32% of respondents said that average on Appropriate resources and equipment to
perform the job. 5% of respondents did not satisfy. Organization need to provide appropriate
resources in work environment.
59
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always
b) Sometimes
c) Never
Table No - 10
S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 86 72%
2 Sometimes 34 28%
3 Never 0 0%
TOTAL 120 100
CHART - 10
Supervision received
0%
28%
Always
Sometimes
72% Never
INTERPRETATION
From the above table, 72% of responded always, 28% of responded rarely they set clear
goals/performance expectations. Organization should facilitate an opportunity in taking
employees expectations into consideration.
60
11. Distributes workload equitably
a) Always
b) Sometimes
c) Never
Table No – 11
RESPONSES
1 Always 54 45%
2 Sometimes 66 55%
3 Never 0 0%
TOTAL 120 100
CHART - 11
Workload Equitably
0%
45%
55% Always
Sometimes
Never
INTERPRETATION
From the above table, 45% of responded always, 55% of responded sometimes on
distribution of workload.
61
12. Provides information needed to perform job
a) Always
b) Sometimes
c) Never
Table No- 12
RESPONSES
1 Always 72 60%
2 Sometimes 48 40%
3 Never 0 0%
TOTAL 120 100
CHART - 12
Provides information needed to perform

job
0%
40%
Always
60%
Sometimes
Never
INTERPRETATION
information provided by management.
62
13. Recognizes employees for their achievements
a) Always
b) Sometimes
c) Never
Table No - 13
RESPONSES
1 Always 83 69%
2 Sometimes 37 31%
3 Never 0 0%
TOTAL 120 100
CHART - 13
Employee Recognition
0%
31%
Always
Sometimes
69%
Never
INTERPRETATION
recognizing the employees by management for their achievement.
63
14.Welcome suggestions and encourages feedback
a) Always
b) Sometimes
c) Never
Table No - 14
RESPONSES
1 Always 68 57%
2 Sometimes 52 43%
3 Never 0 0%
TOTAL 120 100
CHART - 14
Welcome suggestions and encourages

feedback
0%
43%
Always
57%
Sometimes
Never
INTERPRETATION
Welcomes suggestions and encourages feedback of employees.
64
qqs15. Please rate the following statements regarding the leadership to the BIG-BAZAAR?
Sets clear goals/objectives for the organization
a) Always
b) Sometimes
c) Never
Table No 15
RESPONSES
1 Always 68 57%
2 Sometimes 52 43%
3 Never 0 0%
TOTAL 120 100
CHART - 15
Sets clear goals/objectives for the

organization
0%
43%
Always
57%
Sometimes
Never
INTERPRETATION
From the above table, 57% of responded always, 43% of responded sometimes on setting the
clear goals/objectives for the organization.
65
CHAPTER – V
FINDINGS, SUGGESTIONS, &

CONCLUSIONS
66
FINDINGS
• Social security scheme as well as welfare measures that are undertaken by the
company are appreciable. These measures are not only for the company but also for
the employees through satisfaction levels a company can ascertain whether an
employee has shown his/her best performance on given job. Welfare measures of
the employees should be taken seriously by the top management to improve the
satisfaction level by providing various benefit field facilities to them.
• Each employee of Big Bazaar is responsible for the quality and constant
improvement of their work, environmental protection and protection of the
company’s property and information.
• The management of Big Bazaar supports its employees in their personal
development creating a favorable environment. In accordance with the principles of
occupational health and safety in order for them to be content and deliver competitive
• Big Bazaar creates mutually beneficial and balanced relations with its employees,
contractual partners as well as the public.
• Big Bazaar is very particular about the prevention of environmental pollution and
the economical exploitation of natural
• Resources, using environmentally friendly materials and technologies. And it requires
the same from its contractors.
67
SUGGESTIONS
• Improving more policies and some good entertainment and relaxation programs
for employees.
• Improving good relationship with employees and providing friendly environment in the
organization.
• Making the employees to enjoy the work.
• Regular rewards and recognitions to be conducted.
• Establish career development systems.
• Help to satisfy the employees esteem needs.
• Gift vouchers for the top performers in the department for giving an innovative
idea for solving problems which is cost saving, time saving and is beneficial to the
organization.
68
CONCLUSION
• The study was conducted in Big Bazaar, Hyderabad, Telangana. The Quality of Work Life
was studied with respect to individual plants and as a whole comparing these two plants.
• The Quality of Work Life was correlated with demographic factors of respondents’
employees and studied in detail.
• The most influencing factors of Quality of Work Life are ranked. While ranking, it was
found that Compensation of Employees, Opportunity for Growth and Development and
Working Conditions prevailed in the company dominated all other factors and was ranked
I, II and III respectively.
• Discriminant Function Analysis was applied to the respondents based on the classification
of employees based on the felt impact like low impact group and high impact group. Length
of Service, Cadre, Educational Qualification and Monthly Income were found significantly
discriminate the two groups.
Positive Impact
• High brand equity enjoyed by Big Bazaar

• State of the art infrastructure
• A vast variety of stuff available under one roof
• Everyday low prices, which attract customers
• Maximum percent of footfalls converted in sales
• Huge investment capacity
• Biggest value retail chain in India
• It offers a family shopping experience, where entire family can visit together.
• Available facilities such as online booking and delivery of goods.
69
BIBLIOGRAPHY
70
BIBLIOGRAPHY
Books referred :-
1. Anita, B., and Subba Rao, P., (1998), Quality of Work Life in Commercial Banks,
Discovery Publishing House, New Delhi.
2. Batra, G. S., and Dangwal, R. S., (2004), Human Resource Management New
Strategies, Deep and Deep Publications Pvt. Ltd, New Delhi.
3. Blue, Stone, Towards New Freedom of Work Place, in Ghosh and Kumar (Ed),
(1980), Encyclopedia of Commerce and Management, Anmol Publications, New
Delhi.
4. Cascio, W.F., (1995), Managing Human Resources, 4th den, McGraw-Hill, New
York.
Website:-
www.futuregroup.com
www.bigbazaar.in
www.google.com
Newspapers:-
Times of India
Deccan Chronicle
71
APPENDIX
72
1. Why have you chosen to remain employed with the BIG-BAZAAR?
a) Career advancement opportunities [ ]
b) Challenging work [ ]
c) Salary [ ]
d) Employee benefits [ ]
e) Less travel [ ]
f) Supervision/management [ ]
2. Please rate the following items regarding your employment with the BIG BAZAAR?
Positive work environment (relationships, values and culture)
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
3. Equitable compensation
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
4. Appropriate balance of work/life issues

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
5. Flexibility in work schedule/telecommuting

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
73
d) Poor [ ]
e) Very poor [ ]
6. Training/educational opportunities
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
7. On-the-job training and developmental experiences

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
8. Opportunities for advancement

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
9. Appropriate resources and equipment to perform the job

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always [ ]
74
b) Sometimes [ ]
c) Never [ ]
11. Distributes workload equitably
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
12. Provides information needed to perform job

a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
13 Recognizes employees for their achievements
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
14.Welcome suggestions and encourages feedback

a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
15. Please rate the following statements regarding the leadership to the BIG-BAZAAR?
Sets clear goals/objectives for the organization
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
75

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A

MD. ABDALLAH SIDDIQ

PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

BACHELOR OF BUSINESS ADMINISTRATION

ST.PAUL’S DEGREE& PG COLLEGE

(AFFILIATED TO OSMAINA UNIVERSITY)

This is to certify that Md. Abdallah Siddiq is a bonafide student of

DATE: SIGNATURE OF THE GUIDE

This is to certify that the project is submitted by Md. Abdallah Siddiq

External Examiner Internal Examiner

I hereby state that the information related to my project on QUALITY

Date: Md. Abdallah Siddiq

As a student of St. Paul’s Degree and P.G college is affiliated to Osmania

Md. Abdallah Siddiq

Quality of work life is becoming an imperative issue to achieve the goals of

Key Words: Quality of work life, job satisfaction, Organization commitment,

CHAPTER NO CONTENTS PAGE NUMBER

Need of the study 14

Objectives of the study 15

Research methodology 17-18

Limitations of the study 19

COMPANY PROFILE 32-47

DATA ANALYSIS AND

CHAPTER-V CONCLUSION & SUGGESTIONS 65-69

Importance of Quality of Work Life

PERIOD OF THE STUDY

Defining The problem :-

Sample element/sample unit

Our sample element consists of HR dept employees of BIG BAZAAR

BIG BAZAAR , INDIA, PVT, LTD(HYD)

Across 100 employees of BIG BAZAAR are covered.

Sample Size Design

❖ Job Enlargement vs. Job Enrichment:-

2.David Lewis et al (2001)studied on the extrinsic and intrinsic determinants of quality of

3.Md. Zohurul Islam et al (2006)investigated of QWL and organization performance in

5. J. Gnanayudam & AjanthaDharmasiri (2008)studied Influence of quality of work life on

7.W.N. Thalang et al (2010)studied on quality of work life indicators as a corporate social

10. D. Chitra et al (2012)focused on Employees’ Perception on Quality of Work Life and

14. Mina. P et al (2013)studied on Relationship between self –esteem, organizational

15. Noushin Kamali Sajjadet al (2013)studied on relationship QWL and Organizational

16.Aloys.N.K (2013)studied on working Environment Factors that Affect QWL among

The Indian Retail Market

Major Indian Retailers

Founder Kishore Biyani

Headquarters Mumbai, Maharashtra, India

Number of 295 stores nationwide

Area served India

Services Future Pay

Parent Future Group

About Big Bazaar

Outlets in around 60 locations across India.

Guide Review - Review of Big Bazaar India

The Desi Atta Company - The Golden Spoon Award

DQ Live Business Technology Award

Innovative Initiatives in Retail Stores

Digital Transformation Czar 2015

IMAGES Retail Technology Awards

The HR Excellence Award

Best Retail Shopping Destination Award

'The Best International Business Partner'

Talent Management Innovation Award 2015

CIO Power List 2015 – Retail Icon

PC Quest Awards 2015

Dun & Bradstreet (D&B) Corporate Award 2015