EMPLOYEE JOB SATISFACTION

CHAPTER-1

1.1 INTRODUCTION
Employee job satisfaction implies doing a job one enjoys, doing it well, and being
suitably rewarded for one’s efforts. Job satisfaction further implies enthusiasm and happiness
with one’s work. To the worker, job satisfaction brings a pleasurable emotional state that
often leads to a positive work attitude. Satisfied worker is more likely to be creative, flexible,
innovative, and loyal. For the organization, job satisfaction of its workers means a work force
that is motivated and committed to high quality performance. So, in essence, job satisfaction
is a product of the events and conditions that people experience on their jobs. “If a person’s
work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is
supportive, and her coworkers are friendly, then a situational approach leads one to predict
she is satisfied with her job’’. Very simply put, if the pleasures associated. With one’s job
outweigh the pains, here is some level of job satisfaction.

JOB SATISFACTION

Job satisfaction is a set of favorable of unfavorable feelings

and emotions with which employees view their work job satisfaction is an effective attitude a
feeling or relative or dislike like towards something. The term job satisfaction not only covers
the satisfaction derived from the job by work but their surroundings, supervisors and
managers, his way of approaching and handling workers, nature of communication, work
place, work facilities etc., if one company want to sustained permanently in the market that
concerns should work with satisfied employees not only increase the companies corporate
status in the society but also increase the social values.

MEANING OF JOB SATISFACTION

Job satisfaction refers to a persons feeling of satisfaction on

the job, which acts as a motivation to work it is not to self-satisfaction, happiness are self-
containment but the satisfaction on the job.

The term relates to the total relationship between the

individual and employer for which he is paid. Satisfaction thus mean the simple feeling- state
accompanying the attainment of any goal, the end-state is feeling accompanying the
attainment by an attainment by impulse of the objectives. Job dissatisfaction thus means

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absence of motivation at work. Research workers differently described the factors

contribution to job satisfaction and job dissatisfaction. Hop pock describes job satisfaction as,
“any combination of psychological, psychological and environment circumstances that cause
the person truthfully to say I am satisfied with my job”.

Job satisfaction is defined as the “pleasurable emotional state

resulting from the appraisal of once job as achieving of one’s job values”. In contrast job
dissatisfaction is defined as “the unpleasurable emotional state resulting from the appraisal of
ones job as frustrating or blocking the attainment of ones job values.

In this project ‘A STUDY ON LEVEL OF JOB SETISFACTION AT Big

Bazaar PVT Ltd., TIRUPATI’’ deals mainly to identify the satisfaction level of the
employee on their pay, recognition, facilities, relationship with superior and with the
colleagues. The respondents are the employee of Big Bazaar Pv Ltd. The scope of the study
leads to make good managerial decision to the BIG BAZAAR.

As this project goes on finally with the findings and suggestions about their pay,
performance, facilities and recognition. It finally concluded that “By paying constant
attentions towards to contributory factors of job satisfaction BIG BAZAAR., can make their
employee a wiling work force for the well-being and growth organization

Job Satisfaction refers to one’s feeling towards ones job. An individual having
satisfaction is said to possess positive attitudes towards the job. Conversely, adissatisfied
person will have negative attitude towards his her job. When people speak of employer
attitudes they invariably refer to job satisfaction. In fact the two terms are used
interchangeably. Job satisfaction is one of the important factors that have drawn attention of
managers in the organization as well as academicians. Various studies have been conducted
to find out the factors, which determine job satisfaction and the way; it influences
productivity in the organization. Though there is no conclusive evidence that job satisfaction
affects productivity directly because productivity depends on so many variables, it is still a
prime concern for the mangers. Job Satisfaction is the mental feeling of favorableness which
one individual has about his job.

One of the tasks of managers is to provide satisfaction to employees from their

respective jobs. The term job-satisfaction refers to an individual’s general attitude towards his
job. A person with high job-satisfaction holds a positive attitude towards his job. While a

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person who is dissatisfied with his job holds a negative attitude about his job. When people
speak of employee attitudes more often than not they mean job-satisfaction.

Definitions of Job satisfaction:

1. Job satisfactions defined as a Pleasurable or positive emotional state resulting from

the appraisal of one’s job or job experience.
2. Job satisfaction will be defined as the amount of overall positive affect (or feelings)
that individuals have towards their jobs.
-D.C.FELDMAN & H.J.ARNOLD

3. Job satisfaction is the amount of pleasure on containment associated with a job. If

you like your job intensely you will experience high job Satisfaction. If you
dislike your job intensely, you will experience
- ANDREW

4. Job satisfaction is a set of favorable or unsavory roble feelings with which

employees view their work. -KEITH DEVIS

“Job satisfaction as an attitude that results from balancing and summation of many specific
likes and dislikes experienced in connection with the job”.
 Bullock(1952)
“Job satisfaction as the employee’s judgment of how well his Job on the whole is satisfying
his various needs.

 ”Smith (1955)
“Job satisfaction as the pleasurable or positive emotional state resulting from the appraisal of
ones job or job experiences.”

 Lock(1969)
The above definitions seem to indicate that job satisfaction is
essentially an effective attitude resulting from the intrinsic aspect of the job.Gradually, it was
realized the like any- other attitude, job satisfaction represents a complex assembling of
conditions, emotions and behavioral tendencies.Job satisfaction focuses on employee’s
attitude towards their job and the discussion of organization.

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Smith and Hulin have suggested that there are five job
dimensions that represent the most important characteristics of a job about which people have
effective responses. These are:
1. The work itself- the extent to which the job provides the individual with interesting
tasks, opportunities for learning, and the chance to accept responsibility.
2. Pay- the amount of financial remuneration that is received and their degree to which
this is viewed as quotable vis-a-vis that of others in the organization.
3. Promotion opportunities- the chances for advancement in the organization.
4. Supervision- the abilities of the supervisor to provide technical assistance and
behavioral SUPPORT.
5. Co-Workers - the degree to which fellow workers are technically proficient and
socially supportive.
Level of job satisfaction:

The level of job satisfaction across groups is not constant, but

is related to a number of variables. The key variables revolve around age, occupational level
and organizational size; the important aspects of job satisfaction for many people are the
amounts of personal closeness, friendship and small group team work.

The simple path of “satisfaction leads to performance”

accurate statement is that high performance contributes to high job satisfaction. Better
performances in turn leads to higher economic, sociological, and psychological rewards. If
these rewards are seen as fair and equitable, then improved satisfaction develops because
employees feel that they are receiving rewards in proportion to their performance.

Stability of job satisfaction:

Attitudes are generally acquired over a long period of time.

Similarly, job or dissatisfaction emerges as am employee’s gains more and more information
about the work place. Nevertheless, job is dynamics, for it can decline even more quickly
than it develops. Managers cannot establish the condition leading to high satisfaction now
and later neglect it. For employee, needs may fluctuate suddenly. Managers need too pay
attention to employee attitudes week after week, month year.

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Determination of Job Satisfaction:

According to Abraham. A. korman there are two types of

variables, which determine the job satisfaction of an individual.

1. Organization variables
2. Personal variables
1.Organization variables:

Occupational level: the higher the level of the job greater the satisfaction of the individual,
this is because higher –level jobs carry greater prestige and self control.

This relationship between occupation level and jobs satisfaction stem from social reference
group theory is that our society values some jobs more than others. People in higher level
jobs find most of their needs satisfied than when they are in lower level ones.

Job content: greater the variation in job content and the less repetitiveness with which the
task must be performed, the greater the satisfaction of the individuals involved.

Considerate leadership: people like too be treated with consideration. Hence consideration
leadership results in higher job satisfaction than in considerate leadership.

Interaction in the work group:Interaction in more satisfying when

1. It results in being accepted by others.

2. It facilities the achievements of goals.
2.Personal variables:

Age: holding factors like occupational level constant that these is generally a positive
relationship between the age and job satisfaction upon the per retirement years and then there
is a sharp decrease in satisfaction individual aspires between and more prestigious jobs in
later years of his life. Findings his channels for advancement blocked his satisfaction decline.

Educational level: with occupational level held constant there is a negative relationship
between the education level and job satisfaction.

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Effects of Job Satisfaction:

Job satisfaction has a variety of effects. These effects may be

seen in the context of and individual’s physical and mental health, productivity, absenteeism,
and turnover.

Physical and mental health:

The degree of job satisfaction affects individuals physical and

mental. Since job satisfaction is a type of mental feeling.Its favorableness or unfavorableness
affects the individual psychologically, which untimely affects his physical health. For
example, lawyer has pointed out that drug abuse, alcoholism, and mental and physical health
result from psychologically harmful job.further, since a job is an important part of life. Job
satisfaction influences general life satisfaction. The result is that there is spillover effect,
which occurs in both directions between job and life satisfaction.

Theories Of Job Satisfaction:

There are vital differences among experts about the concept of job satisfaction. Basically,
there are four approaches/theories of job satisfaction. They are

(1) Fulfillment theory

(2) Discrepancy theory

(3) Equity theory

(4) Two factor theory.

1.Fulfillment Theory:

The proponents of this theory measure satisfaction in terms of rewards a person receives
or the extent to which needs are satisfied. Further they thought that there is a direct/positive
relationship between job satisfaction and actual satisfaction of the expected needs. The main
difficulty in this approach is that satisfaction as observed by willing is not only function of
what a person receives but also what he feels he should receives as there would be
considerable difference in the actual an expectations of the persons. Thus, job satisfaction
cannot be regarded as merely function of how much a person receives from his job. Another
important factor/variable that should be includes to predict job satisfaction. Accurately is the

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strength of the individual’s desires of his levels asaspirations in a particular area. This led to
the development of the discrepancy- theory of job satisfaction.

2.Discrepancy Theory:

The proponents of this theory are that satisfaction in his

function of what a person actually receives front the job satisfaction and what he thinks he
should receive or what he expects to receive. When the actual satisfaction derived is less than
expected satisfaction, it results in dissatisfaction. As discussed earlier, “job satisfaction, it
results in dissatisfaction.

As discussed earlier,” job satisfaction and dissatisfaction are functions of the perceived
relationship between what one wants from ones job and what one perceives it is offering.
“This approach does not make it clear whether or not over satisfaction is a part of
dissatisfactions and if so. How dies’ it differ from dissatisfaction. These led to the
development of equity theory of job satisfaction.

3.Equity Theory:

The proponents of these theory are of the view that persons

satisfaction is determined by his perceived equity, which interm is determined by his input-
output balance compared to his comparison of others person receives from his job relative
and what he contributes to the job this theory is of the view that both under the over rewards
leads to dissatisfaction while the under-reward caused feelings of unfair treatment, over-
reward lead to feelings of guilty and discomforts.

4.Two factor Theory:

As discussed earlier this theory was developed buy Herzberg,

Peterson Manusnerand Capwell who identified certain factors as satisfies and dissatisfies.
Factors such as achievement recognition, responsibility etc, are satisfiers, the presence of
which causes satisfaction. On the other hand, factors such as supervision, salary, working
conditions etc. Are dissatisfies, the absence of which caused dissatisfaction. Their presence
however does not result in job satisfaction. The studies designed to test their theory failed to
give any support to this theory, as it seems that a person can get both satisfaction and
dissatisfaction at the same time, which is not valid.

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Factors of Job Satisfaction:

Job satisfaction refers to a general attitude, which an employee

retains on account of many specific attitudes in the following areas:

1. Job satisfaction

2. Individual characteristics

3.Relationships outside the job.

There are different factors on which job satisfaction depends.

Important among them is discussed here under.

Personal Factors:

They include workers sex age education, marital status and

their personal characteristics, family background, socio-economic backgrounds and the like.

Factors inherent in the job:

These factors have recently been studied and found to be in

the selection of employees. Instead of being guided by their co-workers and superiors, skilled
workers would rather like to be guided by this own inclination to choose jobs in consideration
of what they have to do. These factors include: the work itself, conditions, influence of
internal and external environment of the job which are uncontrolled by the management etc.

Factors Control by Management:

They include the nature of supervision, job security, kind of

work group, wage rate, promotional opportunities, transfer policy, duration of work and sense
of responsibilities’ all these factors influence the workers. Their presence in the organization
motivates the worker as provides a sense of job satisfaction.Through performance and job
satisfaction are influenced by different set of factors, these two can be related if management
links rewards to performance.

It is viewed that job satisfaction is a consequence of

performance rather than a cause of it. Satisfaction strongly influence it productivity efficiency
of an organization whereas absenteeism, employee turn over alcoholism, irresponsibility,

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commitment are the result of job dissatisfaction. However, job satisfaction or dissatisfaction
forms opinions about the job and organization which results in employee morale.

Improving Job Satisfaction:

Job satisfaction plays significant roles in the organization.

Therefore, managers should take concrete steps to improve the level of job satisfaction. These
steps may be in the forms of job redesigning to make the job more interesting and
challenging, improving quality of work life, linking rewards with performance, and
improving overall organization climate.

Consequences of satisfaction

Job satisfaction has both functional and dysfunctional consequences. The positive
consequences of job satisfaction have already been stated above. An often overlooked
dimension of job satisfaction is its relationship to employee health. Employees who are
dissatisfied with their jobs are hope to health setbacks ranging from headaches the heart
disease. For managers, this means that even of satisfaction did not lead to less voluntary
turnover and absences the goal of satisfied workforce might be justifiable because it would
reduce medical costs and the primitive loss of valued employees by way of heart disease and
stroke. The effect of job satisfaction goes beyond organizational settings. When employees
are happy with their jobs their lives away from jobs will be better off. In contrast the
dissatisfied employer carries that negative attitude home. Some benefits of job satisfaction
accrue the every citizen in society. Satisfied employees are more likely to be satisfied
citizens. These people will to hold a more positive attitude towards life in general and make
for a society of more psychologically health people. Thus job satisfaction help management in
terms of reduced turnover educed absences reduced job stress and reduced medical and life
insurance costs. Additionally there are benefits for society in general. Satisfied employees
are happy and better citizens. However, job satisfaction has been over emphasized. Its
benefits to the management are contingent upon fulfillment of several other variables. Take
turnover for instance. Job satisfaction may not directly lead to reduced turnover. Other factors
like age, financial positions number of dependents and the like will have their own way.

It seems that only academicians and researchers are interested in because of the
lectures he or she has to deliver. For researchers, job satisfaction is a good topic for survey.
For them job satisfaction is important and they except that it is important for other too. For

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many people, job is only a source of earning nothing more, nothing less. A dissatisfied
employee has any number of off the job activities to find satisfaction.

Non job oriented people tend not to be emotionally involved with their work. The
relative indifference allows them to accept frustrating conditions at more willingly.
Unfortunately the non-job-oriented people are more than those who take job or everything in
life. So while job satisfaction might be important the lowers, surgeons, professors, researchers
and other professionals. It may be irrelevant to the average worker who is more attracted by
the pay cheese, satisfaction or dissatisfaction

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1.2 INDUSTRY PROFILE

ORGANIZED RETAIL
INTRODUCTION
An important aspect of the current economic scenario in India is the emergence of organized
retail. There has been considerable growth in organized retailing business in recent years and
it is poised for much faster growth in the future. Major industrial houses have entered this
area and have announced very ambitious future expansion plans. Transnational corporations
are also seeking to come to India and set up retail chains in collaboration with big Indian
companies. However, opinions are divided on the impact of the growth of organized retail in
the country. Concerns have been raised that the growth of organized retailing may have an
adverse impact on retailers in the unorganized sector. It has also been argued that growth of
organized retailing will yield efficiencies in the supply chain, enabling better access to
markets to producers (including farmers and small producers) and enabling higher prices, on
the one hand and, lower prices to consumers, on the other. In the context of divergent views
on the impact of organized retail, it is essential that an in-depth analytical study on the
possible effects of organized retailing in India is conducted.
The Indian retail sector is highly fragmented, consisting predominantly of small, independent,
owner-managed shops. The domestic organized retail
industry is at a nascent stage. At the macro level
factors such as rising disposable income, dominance of
the younger population in spending, urbanization, shift
of the traditional family structure towards the nuclear
family are buttressing the organized retail growth in
India. Being considered as a sunrise sector of the
economy, several large business houses are entering the retail industry under multiple modern
retail formats. On the one hand, the advancement of information technology is improving
end-to-end business processing by integrating the entire value chain, backward and forward,
for operational efficiencies. On the other hand, rising real estate prices, infrastructure
constraints, and expensive technology are making the retail industry capital intensive.

Malls: The new face of retail market

Robust GDP growth, stronger currency reserves and ever-improving market and operating

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environments are propelling the Indian market through a period of stellar growth - and the
retail community is responding with newer formats and innovative products. The economy of
India has shown a remarkable increase driven by overall political and social stability.
The decade-old economic reforms have engendered a new, shop-till-you-drop breed of
middle class Indians who, having tasted the shopping experience of big cities overseas, have
fuelled a demand that was inevitable - the rise of the shopping malls. Big Bazaarly air-
conditioned malls with piped music, high-speed lifts and escalators, underground parking
space, a multiplex movie theater, multi-cuisine restaurants and a host of national and
international brands, these malls generates approximately 25,000 footfalls each, per day, with
figures doubling on weekend
Retail in organized sector of India (segment wise): 2013
India Retail Value Organized Retail % Organized in
Retail Segments
(Rs.Crore) (Rs.Crore) 2006
Clothing, Textiles & Fashion
113,500 21,400 18.9
Accessories
Jewellery 60,200 1,680 2.8
Watches 3,950 1,800 45.6
Footwear 13,750 5,200 37.8
Health & Beauty care services 3,800 400 10.6
Pharmaceuticals 42,200 1,100 2.6
Consumer Durables, Home
48,100 5,000 10.4
Appliances/equipments
Mobile handsets. Accessories
21,650 1,740 8.0
& Services
Furnishings, Utensils,
40,650 3,700 9.1
Furniture-Home & Office
Food & Grocery 743,900 5,800 0.8
Catering Services (F & B) 57,000 3,940 6.9
Books, Music & Gifts 13,300 1,680 12.6
Entertainment 38,000 1,560 4.1
Total US$ 270 Billion US$ 12.4 Billion

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Categories of retail segments in organized sector

 Food and Grocery
This is the largest vertical of 74.4 percent of retail size compromising fruits and vegetables,
milk and milk products, staples, cereals, grains, pulses, processed food, ready to cook and
ready to eat meals, spices and other eatables. This is least penetrated segment across all
verticals of around 1percent, being the most untapped pie.
 Apparels
Clothing and textile is a large organized vertical dominated by textile manufacturers
Raymond, Bombay Dyeing, Vimal, and by big retailers like Pantaloon, Pyramyd, Koutons
having around 19 percent penetration level. Increasing disposable incomes and change in the
lifestyle needs has pushed the segment.
 Consumer Durables
The electronics and consumer durable is the biggest organized segment penetrated to around
10 percent. There lies more unearthed growth in the verticals as the craze for electronic
gadgets have been picking up with the advent of nuclear families.
 Home Décor and furnishing
The demand for furnishing is going to be spearheaded by a huge demand for the real-estate,
paving way to tap the unorganized segment. Presently only a few players like Gautier,
Godrej, & Durian function as organized entities.
 Jeweler and Watches
Titan is the early entrant in the segment followed by MNCs Oyzterbay, Tanishq, Swaroski,
Orra, Gitanjali, & D’damas driven by demand for fashion accessories, and huge advertising
and promotion campaigns.
 Beauty Care
The organized players in Beauty Care are HUL (Lakme Salons), Marico (Kaya), Health and
Glow are having a huge growth impetus.
 Footwear
Leaving aside the Apparel, Footwear segment is forming a big pie in the organized retail
sector, expected to grow to greater heights with foreign payers like Crocs Inc.
 Books, Music and gifts
In addition to Tier-II and Tier-III cities, the habit of reading books and listening to music is
picking up among the Tier-I cities. The stores like Oxford Bookstore etc are experiencing this

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upswing.

E-tailing
The increase in the PC and internet penetration along with the growing preference of Indian
consumers to shop online has given a tremendous boost to e-tailing-the online version of
retail shopping. An estimated 10 per cent of the total e-commerce market is accounted by e-
tailing.
With todays, net-savvy Indians making online purchases like never before, both the number
and variety of products sold online have grown exponentially. According to the Indian
Marketing Research Bureau (IMRB) and Internet and Mobile Association of India (IAMAI),
the e-tail market is estimated to grow by 30 per cent to US$ 273.02 million in 2007-08, from
US$ 210.01 million in 2006-07.
In fact, there has been a continuous rise in the number of people accessing the internet.
According to online research and advisory firm Juts Consult's 'India Online 2008', there are
over 49 million internet users in India. Significantly, internet penetration (as a percentage of
population) has grown to 12 per cent, up 3 per cent from last year's 9 per cent.

In modern retailing, a key strategic choice is the format. Innovation in formats can provide
an edge to retailers. Organized retailers in India are trying a variety of formats, ranging from
discount stores to supermarkets to hypermarkets to specialty chains.
FORMATS ADOPTED BY INTERNATIONAL PLAYERS IN INDIA
 Franchise
Franchise route involves granting of rights by one party, the franchiser to another, the
franchisee in return for a sum of money. The franchisee is allowed to conduct business using
the franchiser’s know-how and brand name. There are various levels of franchisee: Unit
franchisee, multiple franchises, master franchisee and regional franchisee. The foreign
players which have opened franchisee across various verticals of fast food, apparels, and
entertainment are Nike, Pizza Hut, Subway, Tommy Hilfiger, Marks and Spencer, Swarovski
and Hugo Boss.

 Cash and Carry Wholesale Trade

In Cash and Carry Wholesale Trading, 100 percent FDI has been allowed under the automatic
route by FIPB to encourage efficiency in back end supply chain management. The players

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like Metro, Shoprite and Wal-mart have forayed to strengthen the supply-chain management
as done by the manufacturers and wholesalers till now.
 Joint Venture
Multi National like McDonalds, Reebok, and Wal-mart has entered into joint venture with
Indian companies with share not exceeding 49 percent.
 Manufacturing
The foreign manufactures sets up its Indian unit to manufacture and forward integrated to
retailing its products like Bata and Benetton.

LEADING RETAIL CHAINS

Food and grocery retail segment has highest retail value and is least explored by organized
retail sector. But now a day many big companies like Reliance (Reliance Fresh), Aditya Birla
Group (More), Godrej (Nature’s Basket) have entered in this segment. Following are some of
the food retail chains present in India
Food World has become India’s largest and fastest growing supermarket chain. Today, over
89 stores offer customers a variety of brands at a very reasonable price. FoodWorld in India
is an alliance between the RPG Group in India with Dairy Farm International of the Jardine
Matheson Group. Food World aims at establishing 100 stores all over Tamil Nadu, Andhra
Pradesh, Karnataka and Maharashtra by mid-2004 with a turnover of Rs.500 crores.
Trinethra is a supermarket chain that has predominant presence in the southern state of
Andhra Pradesh with 66 stores spread over 8 districts of the state. Their turnover was Rs.
78.8 crores for the year 2002-03. This figure is expected to touch the Rs.100 crores mark by
2003-04. The Trinethra group came into being as a single store in the year 1986. They plan to
saturate their presence throughout the state of Andhra Pradesh before venturing into two
more southern states of the country. The group plans to venture into the lower level regions
like smaller towns and mandals by using the franchisee-model. They are also very clear that
they would be setting up three hypermarkets in the state soon.
Apna Bazaar, the Rs 140-crore consumer cooperative society with a customer base of over
12 lakh, plans to cater to an upwardly mobile urban population – a first for the 55-year-old
chain that has mostly been identified with the ‘middle class’. The plans include trimming and
training the workforce, opening new outlets and focusing on the FMCG sector. Now, the
cooperative has 80 outlets in Mumbai, Thane and the neighboring Konkan region. It has
recently opened its first shop outside the state in Goa. The revenue target for 2003-04 is Rs

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150 crore. The chain plans to remain open all days of the week and this itself is expected to
fetch about Rs 10 crore a year.
Big Bazaar – Pantaloons (Food Bazar)
After Tirupati, Hyderabad and Kolkata, BIG Bazaar, a division of Pantaloon Retail (India)
Ltd has stretched its brand to Mumbai by opening hyper markets in the city. Offering
discounts ranging from 5 per cent to 60 per cent, discount stores are still a nascent concept in
India. Big Bazaar launched its stores in Tirupati, Hyderabad and Kolkata in 2001. Marking an
investment of Rs 10 crore into this new division, Pantaloon is expects to record the highest
turnover from its Mumbai stores to the tune of almost Rs 80 crore from Mumbai alone within
the first year of operations. But the turnover from its other Big Bazaar stores in Tirupati,
Hyderabad and Kolkata is Rs 50 crore this year. Big Bazaar claims to be India's first chain of
hypermarket discount stores.
Margin Free
The Kerala-based Margin Free discount stores, the `pure retail' chain with arguably the
largest presence in the country. The retail store chain is uniformly spread across the 240-odd
Margin Free franchisees in Kerala, Tamil Nadu and Karnataka. Margin Free draws
inspiration from the undying loyalty of its customers who have wholeheartedly welcomed all
its growth plans in the past.
Subhiksha
The Chennai-based retail food and pharmacy chain Subhiksha supermarket sells household
items and medicines at significant discount to normal prices. The first Subhiksha store was
opened in Tiruvanmiyur in Chennai in March 1997. In 2003 it has grown to Rs 224 crores
turnover and Rs 3 crores profit.
Nilgiris
Muthusamy Mudaliar opened a small bunk shop in Ooty. That was in 1905 and the beginning
of a long story in procurement and customer satisfaction. In 1936, the shop moved to Tirupati
with its registered office on Brigade Road, a small shop exactly where the huge mother store
is now located. The first expansion happened when Muthusamy Mudaliar's son Chenniappan,
also the chairman, established Nilgiris as a modest store carrying Nilgiris' own products,
mostly dairy and bakery. Eventually, it evolved into a supermarket when Mr Chenniappan
visited the U.S. and Europe and was influenced by the old supermarket concept in the west.
This chain has now blossomed to cover a vast region in South India
RETAIL IN SMALL TOWNS
Retailer inspired by the Wal-mart story of growth in small town America, are tempted

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to focus on smaller towns and villages in India

It's raining malls in small-town India. Whether it's Kanpur, Ahmedabad, Indore, Agra,
Baroda or Surat, the mall and multiplex culture has caught on in the country's smaller cities,
powered by the burgeoning purchasing power of India's middle-class. From a handful of
malls in the mid '90s, India today has nearly 200 malls spread across large and small cities.
And 700 new malls are coming up all over India-40% of them concentrated in the smaller
cities.
Small-town India is the next big thing in the retail business. Consider these numbers: in 2005,
the contribution of smaller cities to total organized retailing sales was 15%. By the end of this
year, that proportion is expected to grow to 25%. Organized retailing in small-town India is
growing at a staggering 50-60% a year compared to 35%-40% in the large cities. The striking
point is that it is the big names in the organized retail business that are eyeing these new
opportunities.
The Kishore Biyani-owned Future Group, India's largest retailer, plans to invest Rs 3,600
crore in 100 stores in 30 cities, increasing its retail space from 3.5 million square feet to 30
million sq feet. The RPG group plans to open malls in all cities with a population of over 8
lakh.
Similarly, Wills Lifestyle, the garments and accessories retailing division of ITC Ltd, plans to
increase its footprint by doubling the number of stores from 50 to around 100 in the next two
to three years, mostly in smaller cities. Even Sunil Mittal's Bharti group has announced plans
to get into food and farm products retailing. All these plans, however, are dwarfed by Mukesh
Ambani's ambitions to do a Wal-Mart in India by investing $5.60 billion (Rs25, 000 crore)
and covering 1,500 cities and towns.

The small-town retail boom could be considered a show-case of India's free-market

prosperity. It is being powered by healthy economic growth that is making more Indians
more prosperous. Organized retailers have understood this and are hoping to ride the wave,
exploit the first-mover advantage and establish strong brand loyalties in these relatively
under-served markets.
Indeed, this is probably the most compelling example of the trickle-down impact of
liberalization in India. Looking ahead, retail analysts suggest that the sustained success of the
IT and IT industries in small towns is expected to create more jobs and enhance spending
power.

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Typically, small cities offer a 15% to 30% cost advantage over larger cities, not just in terms
of employee costs but real estate costs as well, not to speak of the gains that accrue from
reduced staff attrition rates. This gap is expected to widen over the next few years, creating a
pull for smaller towns that will, in turn, power the small-town retail revolution.

At present, real estate costs present a major incentive for India's organized retailers. Average
rental values for ground-floor space are Rs 50-60 per square foot a month, against Rs 100-
120 per sq foot a month in the bigger cities. However, a strong demand for retail space has
more than doubled rentals in cities like Jaipur, Chandigarh, Surat and Lucknow. While in the
metros, retailers are filling gaps by increasing more stores, in small towns, these malls are
way beyond the expectations of the consumers. These cities are untapped markets and
retailers find it important to establish their brands.

Most smaller cities are seeing plenty of action. For instance, Ludhiana can already boast
worldwide restaurant chains like KFC, McDonald's, Pizza Hut, Domino's Pizza, Ruby
Tuesday and Subway. A new world-class, 25-acre commercial centre and some seven new
shopping malls-cum-entertainment centers are under construction.

The Indian retail market is estimated at $350 billion. But organized retail is estimated at only
$8 billion. However, the opportunity is huge—by 2010, organized retail is expected to grow
to $22 billion. With the growth of organized retailing estimated at 40% (CAGR) over the next
few years, Indian retailing is clearly at a tipping point. India is currently the ninth largest
retail market in the world. It is names like Dehradun, Vijayawada, Lucknow and Nasik that
will power India up the rankings soon.
Challenges for organized retail:
Customer convenience
 Unorganized retailers provide convenience to customers as they are located near by
residential area. They also have good relationship with customers to allow them buy the
goods on credit which organized retailers cannot provide.
Surplus of labour / Shortage of Skilled manpower
 Organized retailers, in India, worry about losing out to their micro, unorganized
competitors. In India, unlike in the industrialized countries, labor is typically not the
critical cost factor in establishing a business, and this may make a business model based

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on replacing labor with technology vulnerable. India has surplus of manpower which will
be left unutilised there by leading to increase in unemployment. The manpower needed by
this sector is mainly skilled labour which is limited in our country.
High price of Retail Space
 Real estate prices in India’s urban areas are skyrocketing. The efficiency gains of
organized retail may not be sufficient to counteract these costs.
Inadequate Infrastructure
 In addition, large retail franchises depend on reliable and integrated infrastructure.
Telecommunications modernization has been a success story in India. The other critical
sectors, notably roads, ports, air cargo facilities, and electric power, are seeing increased
investment but are still well below international standards.
Government Policies – different priorities in different states
 Organized retailers, like other businesses, face the constraints of red tape and intrusive
government regulations. A 2003 study estimated that new retail stores require an average
of 15 different licenses from different national and state governing bodies. Also,
environmental regulations, generally not very stringent in India, have fallen more heavily
on the retail sector.
IMPACT OF ORGANIZED RETAIL
Impact on Unorganized Retailers
 Unorganized retailers in the vicinity of organized retailers experienced a decline in
their volume of business and profit in the initial years after the entry of large
organized retailers.
 The adverse impact on sales and profit weakens over time.
 There was no evidence of a decline in overall employment in the unorganized sector
as a result of the entry of organized retailers.
 There is some decline in employment in the North and West regions which, however,
also weakens over time.
 The rate of closure of unorganized retail shops in gross terms is found to be 4.2 per
cent per annum which is much lower than the international rate of closure of small
businesses.
 The rate of closure on account of competition from organized retail is lower still at 1.7
per cent per annum.
 There is competitive response from traditional retailers through improved business

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practices and technology up gradation.

 A majority of unorganized retailers is keen to stay in the business and compete, while
also wanting the next generation to continue likewise.
 Small retailers have been extending more credit to attract and retain customers.
 However, only 12 per cent of unorganized retailers have access to institutional credit
and 37 per cent felt the need for better access to commercial bank credit.
 Most unorganized retailers are committed to remaining independent and barely 10 per
cent preferred to become franchisees of organized retailers.

IMPACT ON CONSUMERS
 Consumers have definitely gained from organized retail on multiple counts.
 Overall consumer spending has increased with the entry of the organized retail.
 While all income groups saved through organized retail purchases, the survey revealed that
lower income consumers saved more. Thus, organized retail is relatively more beneficial
to the less well-off consumers.
 Proximity is a major comparative advantage of unorganized outlets.
 Unorganized retailers have significant competitive strengths that include consumer
goodwill, credit sales, and amenability to bargaining, ability to sell loose items,
convenient timings, and home delivery.

IMPACT ON INTERMEDIARIES
 The study did not find any evidence so far of adverse impact of organized retail on
intermediaries.
 There is, however, some adverse impact on turnover and profit of intermediaries
dealing in products such as, fruit, vegetables, and apparel.
 Over two-thirds of the intermediaries plan to expand their businesses in response to
increased business opportunities opened by the expansion of retail.
 Only 22 per cent do not want the next generation to enter the same business.

IMPACT ON FARMERS
 Farmers benefit significantly from the option of direct sales to organized retailers.
 Average price realization for cauliflower farmers selling directly to organized retail is
about 25 per cent higher than their proceeds from sale to regulated government mandi.

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 Profit realization for farmers selling directly to organized retailers is about 60 per cent
higher than that received from selling in the mandi
 The difference is even larger when the amount charged by the commission agent
(usually 10 per cent of sale price) in the mandi is taken into account.

Impact on Manufacturers
 Large manufacturers have started feeling the competitive impact of organized retail
through price and payment pressures.
 Manufacturers have responded through building and reinforcing their brand strength,
increasing their own retail presence, ‘adopting’ small retailers, and setting up
dedicated teams to deal with modern retailers.
 Entry of organized retail is transforming the logistics industry. This will create
significant positive externalities across the economy.
 Small manufacturers did not report any significant impact of organized retail.
Impact on India
 The emergence of organized retail gives consumers a wider choice of goods, more
convenience, and a better shopping environment.
 Traditional retailers (kirana stores, street hawkers, and wet market stall operators)
occupy an overwhelmingly large space in Indian food retail; almost 99 percent of
food and grocery being sold in this country is through traditional retailers. These
traditional retailers are upgrading their stores to compete with organized retailers.

UNDERSTANDING THE RETAIL CUSTOMER

To understand the purchasing patterns of customers, it is vital to understand the

customer nature and examine the external factors that influence their buying behavior. The
increasing value perception among customer is putting more pressure on the retailer to offer
merchandise of superior quality that is valuable to the consumer’s eye. Retailers explore
investment opportunities after analyzing the customer’s needs, aspirations, shopping
preferences and buying behavior.

In India, there are huge differences in the social practices and food habits of people in
the various regions. The cultural difference in India, when compared to the rest of the world,
and even other countries within Asia, is striking.

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Before liberalization, the Indian market was a seller-driven market. But liberalization
has changed the face of the Indian retail market, especially in the Fast Moving Consumer
Goods (FMCG) and consumer durables sector. Liberalization also witnessed the entry of
multinationals resulting in the radical improvement in the models, features, technology and
sizes of consumer durables available in India. Since 1991, the FMCG sector in India has been
trying to cater to the consumers, according to the mindset of the Indian customer, and to
deliver quality products at low costs. In short, consumers have gained much significance in
the market with a wide range of products, a multitude of brands (Indian and foreign), various
financing options, large onestop shops, colorful stores and shopping malls.

Retailing includes the purchasing and selling of products and services to the
consumer, who buys them for individual and household consumption. The consumption of
goods and services depends on the individual’s preferences and choices. Thus, consumer
behavior plays an important role in the determining the success and growth of retail stores.
THE MARKET

A market can be defined as a group of consumers or organizations that is interested in a

particular product, has the resources to purchase the products, and is permitted by the law to
acquire these products. A market definition begins with the total population and progressively
narrows down to the target market and then to the penetrated market.

A retail market is a place where all the retailers compete with each other for recognition
acceptance through various merchandise promotional activities. Thus, to understand the retail
market, one has to understand the structure of the buying population and their behavior.

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DIAGRAMATICAL REPRESENTATION OF MARKET

TOTAL POPULATION

POTENTIAL MARKET

AVAILABLE MARKET

QUALIFIED AVAILABLE
MARKET

TARGET MARKET

POTENTIAL MARKET

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STRUCTURE OF THE BUYING POPULATION AND THEIR BEHAVIOR

A retailer should understand the structure of the population and their buying behavior,
so that he can cater to the needs of the buyer in a better way. Buying behavior deals with the
process a consumer undergoes while deciding whether to purchase a product/ service or not.
Based on the customer’s nature and his intentions behind purchasing the merchandise, the
buying population can be divided in to two categories – the consumer market and the
organizational market.

CLASSIFICATION OF BUYING POPULATION

BUYING POPULATION

ORGANISATIONAL MARKET

CONSUMER MARKET

CORPORATES RESELLERS

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WHY RETAIL SECTOR IS BOOMING?

The Growth Drivers
Much spoken about industry in India today is retail and every big foreign retail brand
wants to have a share of it. Why are they so eager to capture this market? Due to the
following reasons
The economy is growing by 8% a year, its stock market rose by nearly 40% in 2005 and
foreign investors are flooding in. There are about nine million small grocery shops in India
whichever way you measure it, business in India is booming. And as the economy grows so
does India's middle class.
It is estimated that 70 million Indians in a population of about 1 billion now earn a salary of
$18,000 a year, a figure that is set to rise to 140 million by 2011. Many of these people are
looking for more choice in where to spend their new-found wealth. This has led to increase in
purchasing power of Indians.
India's consumer market is riding the crest of the country's economic boom. A young
population with access to disposable income seems to have facilitated a growth in the retail
industry as global super marts make India their favored destination.
Also, the rise in the working population which is young, pay- packets which are hefty, more
nuclear families in urban areas, rise in the number of women working, more disposable
income and customer aspiration, western influences and growth in expenditure for luxury
items. All these are the factors for the growth in Indian organized retail sector.

The Indian Retail growth can be attributed to the several factors including

Demography Dynamics: Approximately 60 per cent of Indian population below 30 years of

age.
Higher disposable income: The disposable income has been showing a rapid increase from
the last few years and is expected to grow steadily
Double Incomes: Increasing instances of Double Incomes in most families as both the
partners are working coupled with the rise in spending power.
Adoption of Nuclear Family culture: The increase in per capita income paved way to
increase the nuclear-family culture. The proportion of nuclear families as a percentage of
total household population has increased
Robust Outlook towards Branded products: Due to liberalization of manufacturing sector,

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various organized branded products have entered into Indian markets, thereby developing and
widening the basket for branded finished goods.
Growth in Retail Malls and various other new Formats: Real Estate players like Raheja’s,
Future Group, DLF, Omaxe, Piramal Group, Parsvnath, Unitech are developing retail malls
and leasing out the retail spaces to various retailers of varied products making it a one-stop
shopping destinations in urban and semi-urban cities. These shopping-cum-entertainment
malls are wooing young buyers to increase their conversion rate backed by increasing foot-
falls.
Plastic Revolution: Increasing use of credit cards for categories relating to Apparel,
Consumer Durable Goods, Food and Grocery etc.
Urbanization: increased urbanization has led to higher customer density areas thus enabling
retailers to use lesser number of stores to target the same number of customers. Aggregation
of demand that occurs due to urbanization helps a retailer in reaping the economies of scale.

Drivers of growth in organized retail

India is currently in the second phase of the retail evolution, with domestic customers
becoming more demanding with their rising standard of living and changing lifestyles.
Change in customers' focus from just buying to broad shopping (buying, entertainment and
experience) has led to a pick-up in momentum in organized formats of retailing. The
following are the drivers for organized retail in India:
 The spread between yield on property and its financing cost has turned positive
with the fall in interest rates. Attractive yields on investments have resulted in a
sharp increase in property development. It is estimated that India will have over
600 malls by 2010, with as much as 100 million sq ft retail space.
 Pro-active steps taken by the government permitting use of land for commercial
development in various cities, including Mumbai and Delhi, have also contributed
to increased availability of retail space in the country.
Availability of retail space is expected to increase further whenever property funds and
investment trusts are permitted, which will help create a secondary market for real estate in
the country.
 Consumerism and brand proliferation also enhanced organized retailing in the
country. Most of the world's leading brands, including like L'Oreal, Espirit, Louis
Vuitton, Marks & Spencer, Tommy Hilfiger, Louis Phillipe, Levis, Pepe, Lee, Arrow,

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Dockers, Red Tape, Clairns, Hugo Boss, Tiffany, Bulgari, Ecco, Chambor, Revlon,
Philips, Corelle, Magppie, Nike, Reebok, Parker, Ray Ban, Lego and Mattel, are now
present in India.
 Another factor that accelerated the growth of organized retailing is media
proliferation. Increased advertisements and brand promotions have led to a growing
consumer spending across a wide range of product categories.

Investment Opportunities
The total estimated Investment Opportunity in the retail sector is around US$ 5-6 Billion in
the Next five years. The following are the areas for investment:
 In Location: with modern retail formats having made their foray into the top cities
namely Hyderabad, Coimbatore, Ahmedabad, Mumbai, Pune, Chennai, Tirupati,
Delhi, Nagpur there exists tremendous potential in two tier towns over the next 5
years.
 In Sectors with High Growth Potential: Certain segments that promise a high
growth are Food and Grocery (91 per cent), Clothing (55 per cent), Furniture and
Fixtures (27 per cent), Pharmacy (27 per cent), Durables, Footwear & Leather, Watch
& Jewellery (18 per cent).
Fastest Growing Formats that offer good growth potential are: Specialty and Super Market
(45 per cent) Hyper Market (36 per cent) Discount stores (27 per cent) Department Stores (18
per cent) Convenience Stores and E-Retailing (9 per cent)
 In Supply Chain Infrastructure: Supply chain infrastructure in terms of cold chain
and Logistics.
 In Rural Retail: Retail sector offers opportunities for exploration and investment in
rural areas, with Corporate and Entrepreneurs having made a foray in the past. India's
largely rural population has caught the eye of retailers looking for new areas of
growth. ITC launched the country's first rural mall 'Chaupal Sagar', offering a diverse
product ranges from FMCG to electronics appliance to automobiles, attempting to
provide farmers a one-stop destination for all of their needs. There has been yet
another initiative by the DCM Sriram Group called the 'Hariyali Bazaar’ that has
initially started off by providing farm related inputs and services but plans to
introduce the complete shopping basket in due course. Other corporate bodies include
Escorts and Tata Chemicals (with Tata Kisan Sansar) setting up agri-stores to provide

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products/services targeted at the farmer in order to tap the vast rural market.
 In Wholesale Trading: Wholesale trading also holds huge potential for growth.
German giant Metro AG and South African Shoprite Holdings have already made
headway in this segment by setting up stores selling merchandise on a wholesale basis
in Tirupati and Mumbai respectively. These new-format cash-and-carry stores attract
large volumes from a sizeable number of retailers who do not have to maintain
relationships with multiple suppliers for all their needs.
 In Cheap Consumer Credit: it has great opportunity for retailers to provide credit to
consumers with low or no interest on it.
Growth in support industries
India’s retail boom has seen several beneficial spin-offs for a variety of allied industries
such as logistics and air-conditioning. Newer industries are seeing a boom arising from the
rapid growth of the retail industry in India. With an expected $412 billion investment
projected to come into the Indian retail industry by the year 2011, there are several sectors
that will continue to profit from this boom.
Both Indian and foreign companies in sectors such as airlines, commercial refrigeration
and air-conditioning, logistics, smart card makers are all tying up with retailers to be part of
the growth. One of the first industries to see this growth is the commercial refrigeration and
air-conditioning sector, due to the rise o

f organized food retailer.

Logistic companies are also poised for significant growth and several foreign companies such
as Bax Global, Prologis and PWC Logistics are expanding operations in India. Indian
operators include The Tata Group which as tied up with DHL for its Croma Stores, Air
Deccan which is in talks with several retailers and Go Air which is soon launching its cargo
division.

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1.3 COMPANY PROFILE

BIG BAZAR

At Big Bazaar we have always tried understanding our customer’s better keeping in m
ind their love for better bargains and getting maximum value out of each rupee they spend. T
his has always pushed us to think innovatively and striving to continuously giving our custom
ers additional reasons to shop.
Times are tough and we understand that this is the time when we need to stand by our
customers. Hence, to share the burden of running our customer’s household the idea of Big B
azaar PROFIT CLUB was born.
Big Bazaar PROFIT CLUB is the most innovative product that the Indian Retail Mark
et has ever witnessed. It offers an unmatched value proposition to its customers. A unique me
mbership program where one can pay Rs. 10,000 and can shop for Rs. 1000 per month for the
next 12 months i.e Rs. 12,000 over a period of 12 months. After the huge success of ‘Profit
Club Rs 10000’, Big Bazaar launches its new program “Profit Club Rs 5000 card”. On payin
g Rs 5000, customers will get a membership card topped up with Rs 6000, with which they c
an shop for Rs 400 every month for 15 months This card can be used across 240 + Big Bazaa
rs, Food Bazaars and fbb- Fashion at Big Bazaar stores across the country.
In case you miss shopping in a particular month, the amount can be carried forward to the nex
t month.
Members of the Big Bazaar PROFIT CLUB will also receive the benefit of existing of
fers on their Payback cards and T24 mobile services.
The Big Bazaar PROFIT CLUB Card can be used as a Gift Card for your friends and
family, like children living away from home or parents residing in other cities etc.
The Big Bazaar PROFIT CLUB Card can also serves as an excellent Employee Incentive pro
gram for your employees. It can also be extended to your business partners as a gift.

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History of big bazar

2001
 Three stores launched within a span of 22 days in Kolkata, Tirupati and Hyderabad
2002
 ICICI Bank Card is launched.
 Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at
High Street Phoenix
2003
 Enters Tier II cities with the launch of the store in Nagpur
 Welcomes its 10 millionth customer at its new store in Gurgaon
2004
 Wins its first award and national recognition. Big Bazaar and Food Bazaar awarded
the country’s most admired retailer award in value retailing and food retailing
segment at the India Retail Forum
 A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million
turnover on a single day
2005
 Implementation of SAP and pilots a RFID project at its central warehouse in Tarapur
 Launch of a shopping program: the Big Bazaar Exchange Offer, inviting customers to
exchange household junk at Big Bazaar
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card
program to reward its loyal customers.
2011
 Enters the rural wholesale and distribution business through 'Aadhaar Wholesale'
store at Kalol, Gujarat.
 Big Bazaar has come up a new logo with a new tag line: 'Naye India Ka Bazaar'.
 200th store opened in India

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Schemes and innovations

Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as 'Hafte Ka Sabse Sasta Din' (Cheapest Da
y of the Week). Initiated in January 2007, the idea behind this scheme was to draw customers
to stores on Wednesdays, the day when consumer presence is usually less. According to the c
hain, the aim of the concept was 'to give homemakers the power to save the most'.
maha bachat
The concept of 'Maha Bachat' (Mega Saving) was introduced in the year 2006 as a single day
campaign with promotional offers across the company outlets. Over the years, the concept ha
s grown to become a six-day biannual campaign. During the campaign, offers are given in all
the value formats including Big Bazraar, Food Bazaar, Electronic Bazaar, and Furniture Baza
ar
The Great Exchange Offer
Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers to exchange t
heir old goods for Big Bazaar coupons. The coupons can be redeemed later for buying brand
new goods from Big Bazaar outlets across the nation.

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CHAPTER-2

2.1 REVIEW OF LITERATURE

Lu, While, and Barriball (2005) mentioned the traditional model of job satisfaction focuses
on all the feelings about job of an individual. However, what makes a job satisfying or
dissatisfying does not depend only on the nature of the job, but also on the expectations that
individuals have of what their job should provide.

Maslow (1954 cited in Huber, 2006) arranged human needs along a fivelevel hierarchy from
physiological needs, safety and security, belonging, esteem to self-actualization. In Maslow’s
pyramid, needs at the lower levels must be fulfilled before those rise to a higher level.
According to Maslow’s theory, some researchers have approached on job satisfaction from
the perspective of need fulfillment (Regis & Porto, 2006; Worf, 1970).

Job satisfaction as a match between what individuals perceive they need and what rewards
they perceive they receive from their jobs (Huber, 2006).

However, overtime, Maslow’s theory has diminished in value. In the current trend, the
approach of job satisfaction focuses on cognitive process rather than on basic needs in the
studies (Huber, 2006; Spector, 1997).

Herzberg et al., 1959; cited in Huber, 2006 is based on the Maslow’s theory. Herzberg and
colleagues built Herzberg’s motivation-hygiene theory of job satisfaction. Theory proposed
that there are two different categories of needs, which are intrinsic (motivators) and extrinsic
(hygiene) factors. Theory postulates that job satisfaction and/or is dissatisfaction is the
function of two need systems. Intrinsic factors are related to the job itself. Intrinsic factors
seem to influence positively on job satisfaction. The motivators include advancement, growth
and development, responsibility for work, challenging, recognition, and advancement. In
other words, extrinsic factors are closely related to the environment and condition of the
work. The hygienes relate to job dissatisfaction including supervision, company policy and
administration, working condition and interpersonal relation (Lephalala, Ehlers, &
Oosthuizen, 2008; Shimizu et al., 2005).

This theory has dominated in the study of job satisfaction, and become a basic for
development of job satisfaction assessment (Lu et al., 2005).

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The Review Of Job Satisfaction Deepakkumar N. Parmar Librarian at Lokniketan

Institute, Ratanpur Abstract Job satisfaction represents one of the most complex areas
facing today’s managers when it comes to managing their employees. Many studies have
demonstrated an unusually large impact on the...
PaaryveanthanVellasamy (100227571) Introduction “Job satisfaction does not seem to
reduce absence, turnover and perhaps accident rates”. -Robert L. Kahn “Job satisfaction is a
general attitude towards one’s job: the difference between the amount of reward workers...
Literature review In pursuing this research, there are several studies that have made
significant contribution in designing the research. The following literature reviews attempt to
demonstrate and support the hypothesis. In a research article by Rhodri Thomas and Vicky
Harris (2000)...

Word Count: 2917 words Articles Reviewed: The Impact of Age and Education on the
Level of Satisfaction and Motivation Among Employees Employee satisfaction,
intrapreneurship and firm growth: a model Job satisfaction and quality...
Job satisfaction means different things to different people, but at its simplest, it reflects a
person’s overall assessment of their job, particularly their emotions, behaviors, and attitudes
about their work experience. On the surface, it bears a lot of resemblance to employee
engagement, but the two...

Realistic Job Previews Prior to the commencement of any occupation, every potential
employee will want to know what jobs/duties they will be expected to undertake. However,
how much information should potential employees have and to what degree does giving a
realistic job preview...
Review of Related Literature Online banking first introduced in the UK was early 1990s
when number of banks conduct test with their own Internet services. The first major financial
institutions to offer a web-based banking service in the UK was Nationwide Building
Society’s Online Banking websites...
business is performing. "It is not unreasonable to aspire to, if you are a worker, to want to
have a good job where you don't feel like taking sick leave, where you don't feel like
changing jobs on a regular basis, where you feel valued, where you feel that what you do is
an intrinsically worthwhile...

theories of job satisfaction have been extensively researched in the organisational

psychology literature, researchers are yet to agree on the major predictors of jobsatisfaction.

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Several predictors have been investigated such as needs, values, expectations and
specific job characteristics such as job autonomy...

Measuring job satisfaction: The definition of job satisfaction is a positive feeling about
a job resulting from an evaluation of its characteristics. A job is more than just shuffling
papers, writing programming code, waiting on customers. Job requires interacting with co-
workers and bosses, following...

The Royale Chulan, Kuala Lumpur, Malaysia, 5-6 December

2012 JobSatisfaction Levels among Academic Staff at KolejProfesional MARA, Seri
Iskandar, Perak, Malaysia NorulhudaAwang a aUniversiti Malaysia Kelantan ...

Awais ali ...Job satisfaction among employees study investigates the level
of job satisfactionamong pakistani employees awais ali laraibshoukat syed asad ali
gardezisadafmanzoor job satisfaction among employees study investigates the level
of jobsatisfaction among pakistani employees

viet nam phanthiluyen, master of education in educational management mahidol university,

thailand introduction: can tho university of medicine and pharmacy has been established
since december (2001)...

Report for observation task consumer's behavior in may boutique (clothes and accessories
shop) object: the object that we focused on is women * location: we chose may boutique
(108 b6 pham ngoc thach) as final destination. Because, may is one of the biggest chain of
clothes shops in hanoi...

Job satisfaction: Job satisfaction means the feelings and attitudes of individual about their
work, (Armstrong, 2003). Sometime individual feel about their job on different aspect such as
employee’s emotional response to his work environment, (Dole and Schroeder,
2001). Job satisfaction as an employee’s...

pportunity for Advancement Employees are more satisfied with their current job if they see a
path available to move up the ranks in the company and be given more responsibility and
along with it higher compensation. Many companies encourage employees to acquire more
advanced skills that will lead to...

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In summary, some previous theories have proposed many factors contributed to job
satisfaction such as the Maslow’s hierarchy of needs and the set of Herzberg’s 14 motivation-
hygiene theory.

This study is going to measure job satisfaction in two categories, including motivator and
hygiene factors, which are related to Herzberg’s theory.

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CHAPTER-3

3.1 NEED FOR THE STUDY

The importance of Job Satisfaction is obvious because if the employees are satisfied
then only the organization can function smoothly, increasing its production & face
competition.

Therefore, the organization needs information on Job satisfaction of their employees

in order to make sound decisions and to enhance their performance to high level. Hence, the
present study has been undertaken in this direction.

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3.2 SCOPE OF THE STUDY

The job satisfaction refers to a person’s feeling of satisfaction on their job. It is

different from person to person. The researcher has chosen to measure the level of job
satisfaction in BIG BAZAAR.

The study considers the impact of 10 factors on job satisfaction it concentrates on the
effect of factors in general, but no exclusive study is made on them. The study considers only
the perceptual elements of employees and does not focus on ground realities.

The scope of study cover: work conditions, compensation, extra benefits, conveyance
treatment of superiors, colleagues, duly timings, and grievance reprisal mechanism and
promotion policy.

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3.3 OBJECTIVES OF THE STUDY

 To study the Job satisfaction level of employees working in BIG BAZAAR.

 To indicate the specific factors of satisfaction and dissatisfaction.
 To suggest the measures for improved Job satisfaction of employees.
 To list the additional benefits required by the employees and convey the same to the
management.

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3.4 RESEARCH AND METHODOLOGY

Research Methodology is a way to solve the research problems systematically.
Research may be in common parlance referred to as knowledge. In research methodology

we not only talk of the research methods, but also consider the logic behind the
methods we use in the content of our research study and explain why we are using a
particular method at technique. Hence in this study various steps that are generally adopted in
studying research problem along with the logic behind them. It is a broad outline of the
method and procedure adopted for the purpose of the study.

Research Design:
A Research Design used in the study is descriptive research. Descriptive research
includes surveys and fact-finding enquiries of different kinds. The main characteristics of this
method is that the researcher has no control over the variables: he/she can only report what is
happening. In this descriptive design, we get information from most accessible population.
Descriptive method is adopted to study the job satisfaction in BIG BAZAAR.

Research Instrument
A well-structured questionnaire and schedule was being administered to the respondents
to carry out the research.

Data collection
Data is collected from primary and secondary sources. Collection of the data is primary
aspect in research process. Data which is collected for the purpose of research helps in proper
analysis to develop findings which are helpful to conduct research effectively. The data source
which is very important in the collection of data is both primary and secondary data.

Both primary and secondary data are taken into consideration for the study of job
satisfaction.

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Primary data
This consists of original information gathered for specific purpose. The normal procedure
is to interview the people individually or in groups to get the required data. Primary data is
collected through administering the questionnaire by direct contact and also through direct
observation to obtain insights of the information.

Secondary data
This consists of information that already exist and which has been collected by some other
persons, at some other time, for some other purpose. The secondary data is collected from
records, manuals and brochures maintained by the personnel department.

Sampling method:

Convenience sampling
The sampling which along the researcher to carry out his research based on his
convenience and respondents availability of constraints. The research sampling studies every
respondent response according to time, place and situation. This sampling provides ease of doing
his research.

Population size : 260

Sample size : 100

Statistical tools : simple percentage analysis

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3.5 LIMITATIONS

There are certain limitations in the study of job satisfaction in BIG BAZAAR. They are :-

 Time is important constraint as it was restricted only to a period of 45 days.

 Only a limited number of respondents are considered for study as the sample size
is only 100.
 Another important constraint is the hesitation from the side of employees.

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CHAPTER-4

4.1 DATA ANALYSIS & INTERPRETATION

1.Gender wise classification

Table1
S.NO Gender No. of Respondents Percentage(%)

Male 74 74%
1
Female 26 26%
2
Total 100 100%
3

Graph-1

80 74
70
60
50
40 No. of Respondents
30 26 Percentage
20
10
0
Male Female

Inference:
From the above table out of 100 respondents 74 percent are Males and 26
percentages are females.

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2.Age wise classification

Table2
S.NO Age No. of Respondents Percentage(%)
24-28 yrs 33 33%
1
Above 28 yrs 27 27%
2
21-24 yrs 24 24%
3
18-21 yrs 16 16%
4
Total 100 100%
5

Graph-2
35 33

30 27
24
25
20 16 No. of Respondents
15
Percentage
10
5
0
24-28 yrs Above 28 yrs 21-24 Above 28 yrs

Inference:
From the above table out of 100 respondents 33 percent are belong to 24-28
yrs age group, 27 percentage are belongs to Above 28 yrs age group, , 24percentage
are belongs to 21-24 yrs age group and , 16 percentage are belongs to 18-21 yrs age
group

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3. Marital Status wise classifications

Table3
No. of Respondents Percentage(%)
S.NO Marital Status

Married 81 81%
1
Unmarried 19 19%
2
Total 100 100%
3

Graph-3
90
81
80

70

60

50
No. of Respondents
40 Percentage

30
19
20

10

0
Married Unmarried

Inference:

From the above table out of 100 respondents 81 percent are married and only
19 percentage are unmarried

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1. Regarding respondents in Salary wise classification

Table4
S.NO Salary No. of Respondents Percentage(%)
8000-10000 56 56%
1
Above 20000 24 24%
2
15000-20000 18 18%
3
10000-15000 12 12%
4
Total 100 100%
5

Graph-4
60 56

50

40

30 No. of Respondents
24
18 Percentage
20
12
10

0
8000-10000 Above 20000 15000-20000 10000-15000

Inference:

From the above table out of 100 respondents 56 percent are drawing between
RS 8000-10000, 24 percent are drawing Above RS 20000, 18 percent are drawing
between RS 15000-20000 and 12 percent are drawing RS 10000-15000.

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EMPLOYEE JOB SATISFACTION

2. Regarding respondents in Qualification wise classification

Table5
S.NO Qualification No. of Respondents Percentage(%)
UG 46 46%
1
PG 21 21%
2
Intermediate 20 20%
3
PhD 13 13%
4
Total 100 100%
5

Graph-5
50 46
45
40
35
30
25 21 No. of Respondents
20
20 Percentage
15 13
10
5
0
UG PG Intermediate PhD

Inference:
From the above table out of 100 respondents 20 percent are qualified
Intermediate Education,46 percentage are qualified UG,21 percentage are qualified
PG and 13 percent are PhD qualified respondents.

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3.Regarding respondents Job Type in this Organization

Table6
S.NO Job Type No. of Respondents Percentage(%)
Permanent 52 52%
1
Employees
Seasonal Employees 40 40%
2
Consolidated 08 08%
3
Employees
Total 100 100%
4

Graph-6
60
52
50
40
40

30 No. of Respondents

20 Percentage

10 8

0
Permanent Seasonal Consolidated
Employees Employees Employees

Inference:
From the above table out of 100 respondents 52 percentage are permanent
Employees, 40 percentage of employees are seasonal Employees and only 8
percentage are consolidated employees.

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EMPLOYEE JOB SATISFACTION

4.Regarding respondents Job Satisfaction Level at this Organizsation

Table 7 Represents details regarding respondents Job Satisfaction level

Table7
No. of
job satisfaction level Percentage(%)
S.NO Respondents
1 Satisfied 43 43%
2 Dissatisfied 25 25%
Neither satisfied nor
3 dissatisfied 13 13%
4 Highly satisfied 12 12%
5 Highly Dissatisfied 7 7%
6 Total 100 100%

Graph-7
50
45 43
40
35
30
25
25 No. of Respondents
20 Percentage
15 12 13
10 7
5
0
Highly Satisfied
Neither
Satisfied
satisfied nor Dissatisfied
dissatisfied
Highly Dissatisfied

Inference:

From the above table out of 100 respondents 43 percentage are satisfied with their
respective job, 25 percentage are Dissatisfied with their respective job, 13 percentage are
neither satisfied nor dissatisfied with their respective job, 12 percentage are Highly satisfied
with their respective job and 7 percentage are highly dissatisfied with their respective job.

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5. What is the satisfaction Level of Nature of the Work?

Table 8
satisfaction level of nature of No. of
Percentage(%)
S.NO work Respondents
1 Satisfied 39 39%
2 Dissatisfied 30 30%
3 Highly satisfied 14 14%
4 Neither satisfied nor 10 10%
Dissatisfied
5 Highly Dissatisfied 7 7%
6 Total 100 100%

Graph-8
45
39
40
35 30
30
25
No. of Respondents
20
14 Percentage
15 10
10 7
5
0
Highly Satisfied
Neither
Satisfied
satisfied norDissatisfied
dissatisfied
Highly Dissatisfied

Inference:
From the above table out of 100 respondents 39 percentage are satisfied with their
respective nature of work, 30 percentage are Dissatisfied with their respective nature of work
, 14 percentage are Highly satisfied with their respective nature of work job, 10 percentage
are neither satisfied nor dissatisfied with their respective nature of work and 7 percentage are
highly dissatisfied with their respective nature of work .

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6. Reasons for Job satisfaction in the Organization

Table 9
S.NO particulars No. of Respondents Percentage(%)
1 Fair salaries 67 67%
2 Job timings 21 21%
3 Promotion chances 9 9%
4 Working conditions 3 3%
5 Total 100 100%

Graph-9
80
70 67

60
50
40 No. of Respondents
30 Percentage
21
20
9
10 3
0
Fair Job Promotion Working
salaries timings chances conditions

Inference:

From the above table out of 100 respondents 67 percentage said because of
fair salaries they satisfied, 21 percentage said because of job timings they satisfied, 9
percentage said because of promotion chances they satisfied and 3 percentage said
because of working Conditions they satisfied.

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7. Skill and Attitude is required for job performance

Table10
Percentage(%)
S.NO particulars No. of Respondents
Highly Skilled 52 52%
1
Skilled 37 37%
2
Semi skilled 7 7%
3
Poor skilled 4 4%
4
Total 100 100%
5

Graph-10
60
52
50

40 37

30 No. of Respondents
20 Percentage

10 7
4
0
Highly Skilled Semi Poor
Skilled skilled skilled

Inference:
From the above table out of 100 respondents 52 percentage said that Highly
skilled are required,372 percentage said that skilled are required, 7 percentage said
that semi skilled are required and 4 percentage said that Highly skilled are required.

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8. How did you rate your sSuperior Supervision on job

Table11
S.NO Superior supervision No. of
Percentage(%)
Respondents
1 Satisfied 47 47%
2 Highly Satisfied 25 25%
3 Neither satisfied nor dissatisfied 16 16%
4 Highly Dissatisfied 7 7%
5 Dissatisfied 5 5%
6 Total 100 100%

Graph-11
50 47
45
40
35
30 25
25 No. of Respondents
20 16 Percentage
15
10 7
5
5
0
Highly Satisfied
Neither
Satisfied
satisfied norDissatisfied
dissatisfied
Highly Dissatisfied

Inference:
From the above table out of 100 respondents 47 percentage are satisfied with superior
supervision on their job, 25 percentage are Highly satisfied with superior supervision on their
job, 16 percentage are Neither satisfied nor dissatisfied with superior supervision on their job,
7 percentage are highly dissatisfied with superior supervision on their job and 5 percentage
are Dissatisfied with superior supervision on their job.

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9. Do Management have providing Fringe Benefits

Table12

S.NO Fringe Benefits No. of Respondents Percentage(%)

Yes 93 93%
1
No 07 07%
2
Total 100 100%
3

Chart-12

No. of Respondents

7
Yes
No
93

Inference:

From the above table out of 100 respondents 93 percentage respondents said that their
company is providing fringe benefits and 7percentage respondents said that their company is
not providing fringe benefits

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10.If Yes ,How did you Satisfaction in Fringe Benefits

Table13
S.NO No. of
Fringe Benefits Percentage(%)
Respondents
1 Satisfied 46 46%
2 Highly Satisfied 31 31%
3 Neither satisfied nor dissatisfied 10 10%
4 Dissatisfied 10 10%
5 Highly Dissatisfied 03 03%
6 Total 100 100%

Graph-13
50 46
45
40
35 31
30
25 No. of Respondents
20 Percentage
15
10 10
10
5 3

0
Highly Satisfied
Neither
Satisfied
satisfied norDissatisfied
dissatisfied
Highly Dissatisfied

Inference:

From the above table out of 100 respondents 46 percentage of respondents are
Satisfied with fringe benefits, 31 percentage of respondents are Highly Satisfied with fringe
benefits, 10 percentage of respondents are Neither satisfied nor dissatisfied with fringe
benefits, 10 percentage of respondents are Dissatisfied with fringe benefits and 3 percentage
of respondents are Highly Dissatisfied with fringe benefits

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11.How did you satisfied with Working Conditions

Table14

Working Conditions No. of

Percentage(%)
S.NO Respondents
1 Satisfied 42 42%
2 Highly Satisfied 27 27%
3 Neither satisfied nor dissatisfied 15 15%
4 Highly Dissatisfied 14 14%
5 Dissatisfied 12 12%
6 Total 100 100%

Graph-14
45 42
40
35 27
30
25
20 15 14
15 12
10 No. of Respondents
5
0
Percentage

Inference:
From the above table out of 100 respondents 42 percentage of respondents are
satisfied with present working conditions, 27 percentage of respondents are Highly satisfied
with present working conditions, 15 percentage of respondents are Neither satisfied nor
dissatisfied with present working conditions, 14 percentage of respondents are Highly
Dissatisfied with present working conditions and 12 percentage of respondents are
Dissatisfied with present working conditions

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12.How did you satisfied with Opportunities for Advancement

Table15

S.NO Opportunities for Advancement No. of Respondents Percentage(%)

1 Neither satisfied nor dissatisfied 38 38%
2 Satisfied 21 21%
3 Dissatisfied 18 18%
4 Highly Satisfied 16 16%
5 Highly Dissatisfied 7 7%
6 Total 100 100%

Graph-15
40 38
35
30
25 21
20 18
16
15 No. of Respondents
10 7 Percentage
5
0
Neither Satisfied Dissatisfied Highly Highly
satisfied Satisfied Dissatisfied
nor
dissatisfied

Inference:
From the above table out of 100 respondents 38 percentage of respondents are Neither
satisfied nor dissatisfied, 21 percentage of respondents are Satisfied with Opportunities for
Advancement, 18 percentage of respondents are Dissatisfied, 16 percentage of respondents
are Highly satisfied, and only 7 percentage of respondents are Highly dissatisfied with
Opportunities for Advancement.

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13.Most importantly strategy that respondents want to implement by

management?
Table16
S.NO Particulars No. of Respondents Percentage(%)
1 Wage Structure 45 45%
2 Promotion Chances 18 18%
3 Quality of supervision 15 15%
4 Nature of work 11 11%
5 Working Conditions 11 11%
6 Total 100 100%

Graph-16

50
45
45
40
35
30
No. of Respondents
25
18 Percentage
20
15
15 11 11
10
5
0

Inference:
From the above table out of 100 respondents 45 percentage of respondents are
expecting better wage structure from management, 18 percentage of respondents are
expecting Promotion Chances from management, 15 percentage of respondents are expecting
better Quality of supervision from management, 11 percentage of respondents are expecting
better nature of work from management, 11 percentage of respondents are expecting better
working conditions from management.

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CHAPTER-5

5.1 FINDINGS

 It is found that out of 100 respondents 74 percent are Males and 26 percentage are
females.
 It is found that out of 100 respondents 16 percent are belong to 18-21 yrs age group,
24 percentage are belongs to 21-24 yrs age group, , 33 percentage are belongs to 24-
28 yrs age group and , 27 percentage are belongs to above 28 yrs age group.
 It is found that out of 100 respondents 81 percent are married and only 19 percentage
are unmarried
 56 percent are drawing between 8000-10000rs, 12 percent are drawing between
10000-15000rs, 18 percent are drawing between 15000-20000rs and 24 percent are
drawing above 20000rs.
 20 percent are qualified Intermediate Education,46 percentage are qualified UG,21
percentage are qualified PG and 13 percent are PhD qualified respondents.
 43 percentage are satisfied with their respective job, 25 percentage are Dissatisfied
with their respective job, 13 percentage are neither satisfied nor dissatisfied with their
respective job, 12 percentage are Highly satisfied with their respective job and 7
percentage are highly dissatisfied with their respective job.
 39 percentage are satisfied with their respective nature of work, and 7 percentage are
highly dissatisfied with their respective nature of work .
 67 percentage said because of fair salaries they satisfied and 3 percentage said
because of working Conditions they satisfied.
 52 percentage said that highly skilled are required and 4 percentage said that Highly
skilled are required.
 47 percentages are satisfied with superior supervision on their job, and 5 percentage
are Dissatisfied with superior supervision on their job.
 93 percentage respondents said that their company is providing fringe benefits and
7percentage respondents said that their company is not providing fringe benefits.

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 46 percentages of respondents are satisfied with fringe benefits, and 3 percentages of

respondents are Highly Dissatisfied with fringe benefits.
 42 percentages of respondents are satisfied with present working conditions, and 12
percentages of respondents are dissatisfied with present working conditions.
 38 percentages of respondents are Neither satisfied nor dissatisfied with Opportunities
for Advancement, and only 7 percentage of respondents are Highly dissatisfied with
Opportunities for Advancement.
 45 percentages of respondents are expecting better wage structure from management
and 11 percentages of respondents are expecting better working conditions from
management.

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5.2 SUGGESTIONS

 Majority percentages are satisfied with their respective job as a percentage of 43.
Which indicates that not a appraised one so it was suggested to the company to
concentrate more on job satisfaction methods.
 45 percentages of respondents are expecting better wage structure from management.
With this it was proven that they had no good wage structure. We have suggested
them to follow acceptable wage structure as per the norms of pay which would satisfy
the employees.
 47 percentage are satisfied with superior supervision on their job,so it indicate that
employees are happy with their superior supervision. If the management would
increase this attitude that will be good for more productivity.
 67 percentage said because of fair salaries they satisfied so i have suggested them
keep on providing fair salaries to motivate employees to work effectively and
efficiently.
 52 percentage said that Highly skilled employees are required to do job well which
leads a suggestion that Big Bazaar has to produce more skilled employees through
training programme.
 For the growth and perspective of organization to do well in employee job satisfaction
it is suggested them to provide more fringe benefits as much as possible by the
company.

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5.3 CONCLUSION
Job satisfaction is one significant issue in employee productivity which if it tends to
become job dissatisfaction will diminish the quality of a product and profit shortage as well.
A higher level of job satisfaction will increase motivation of the employees in their daily
work. On the other hand, job dissatisfaction will decrease motivation to perform a high
quality of human resource. Based on the literature review, it has found that many factors
contribute to the employee job satisfaction. It also found that extrinsic factors such as
company policy and administration, autonomy, relationship with supervisors, work condition,
salary, relationship with peers, and personal life have more research evidence that showed the
contribution to the job satisfaction than the intrinsic factors.

Human resource management unit in the Big Bazaar and managers take an important
role in order to increase the employees’ job satisfaction. improvement in workplace
condition, salary, fringe benefits and carrier advancement opportunities will give a
significant effect on job satisfaction.

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BIBLIOGRAPHY
Text Books

 Paul E.Spector, “JOB SATISFACTION: APPLICATION, ASSESSMENT,

CAUSES, AND CONSEQUENCES” Volume 3 of Advanced Topics in

Organizational Behavior, by SAGE Publications, 1997,ISBN 9780761989233.

 K.Aswathappa, (2005),HUMAN RESOURCE AND PERSONNEL

ANAGEMENT, 4th Edition, McGraw-Hill Publication
 C.R.Kthari, “RESEARCH METHODOLOGY METHODS AND
TECHNIQUES”,2nd Edition by New Age International Publication

Journals
 Hang-yue, N., Foley, S., Loi, R. (2005). Work role stressors and turnover intentions :
a study of professional clergy in Hong Kong [Electronic Version]. International
Journal of Human Resource Management 16, 11, 2133-2146.
 Rogers, S. J., May, D. C. (2003). Spillover between marital quality and job
satisfaction: Long-term patterns and gender differences [Electronic version]. Journal
of Marriage and the Family, 65, 2, 482-495.

Websites

 www.bigbazaar.com
 www.wikipedia.com
 www.retailmarket.com
 www.google.com
 www.wikipedia.com
 www.hr.com


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ANNEXURE

QUESTIONNAIRE

A STUDY ON EMPLOYEE JOB SATISFCATION TOWARDS

BIG BAZAAR AT TIRUPATI

Personal Details

Name : ______________________________

Designation: ______________________________

Address : ______________________________

Gender: [ ]

a) Male b) Female
Age: [ ]
a) 18 – 21 yrs b) 21-24yrs c) 24-28 yrs d) Above 28 yrs
Marital Status: [ ]
a) Married b)Unmarried
Study Questionnaire
1.Salary in current organisation? [ ]
a)Rs.8000-10000rs b)Rs.10000-15000rs

c)Rs.15000-20000rs d)Above Rs.20000

2. Education Qualification of the Employees? [ ]

a) Intermediate b) UG
c) PG d) PhD

3. What is your job type in this Organization? [ ]

a) Permanent Employees b)Seasonal Employees

c)Consolidated Employees

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4.What is your job satisfaction level at this organization? [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

5.What is your satisfaction level of nature of the work? [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

6. What makes you more satisfaction in this organization? [ ]

a) Fair salaries b) Job timings
c)Promotion chances d)Working conditions

7. What kind skill and attitude is required towards the job performance [ ]

a)Highly skilled b) Skilled

c) semi skilled d)poor skilled

8. How did you rate your superior supervision in your job [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

9. Do Management have providing Fringe Benefits? [ ]

a)Yes b) No

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10. If Yes, How did you satisfied with Fringe Benefits [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

11. How did you satisfied with Working Conditions? [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

12.How did you satisfied with Opportunities for Advancement? [ ]

a) Highly satisfied b) satisfied

c) neither satisfied nor dissatisfied d) Dissatisfied

e) Highly Dissatisfied.

13. Among the given bellow which one is most importantly that you want to implement by
management? [ ]

a)wage structure b)nature of work

c)promotion chances d) quality of supervision

e)working condition.

14.Do you feel satisfied with your organization promotional & transfer policy? [ ]

a)Yes b)No

15.Do you feel satisfied with the physical working condition? [ ]

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a)Yes b)No

16.How did you get into present position? [ ]

a)promotion b)Direct appointment c)Transfer

17.Do you have any another sources of income [ ]

a)Yes b)No

18.What motivates you to work more?Efficiently/Happily [ ]

a)Good pay b)promotion c)Less supervision d)good working conditions

19.Are you satisfied with the way in which conflicts are resolved in your company? [ ]

a)Always b)Quite often c)Sometimes d)Rarely e)Never

20.Does your company pay over time allowances? [ ]

a)Yes b)No

Suggestions If
any________________________________________________________________________
___________________________________________________________________________
_________

Thank you

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