COMPANY PROFILE

Big Bazaar

Big Bazaar is a chain of department stores in India currently with 100 outlets. It is owned
by Pantaloon Retail India Ltd, Future Group. It works on the same economic model as Wal-
Mart and has been successful in many Indian cities and small towns. The idea was pioneered
by entrepreneur Mr. Kishore biyani, the CEO of Future Group. Big Bazaar offers a wide
range of products including fashion and apparels, food products, general merchandise,
furniture, electronics, books, fast food and leisure and entertainment sections. With its wide
product range it fulfils the need of every consumer of different age group. The idea was
pioneered by Kishore Biyani; the head of Pantaloon Retail India Ltd. Kishore Biyani follows
a 3C theory: Change and Confidence among the entire population is leading to rise in
Consumption. With this strategy the company has earned huge profits and records a good
turnover every year. Big Bazaar has divided India into 3 different sectors.

India one: Consuming class which includes lower middle and upper middle class (14% of
India's population).

India two: Serving class which includes people like liftmen, household helps, office peons,
drivers, washermen, etc. (55% of India's population)

India three: Struggling class (remaining 31% of India's population).

Big Bazaar has tried to focus to make products for these 3 sectors so that everyone can
afford the products according to their purchasing power and fortunately, has been
successful.

On successful completion of ten years in Indian market, in 2011, Big Bazaar has come up a
new logo with a new tag line: ‘Naye India Ka Bazaar’, replacing the earlier one: 'Isse Sasta
Aur Accha Kahin Nahin’. The company mainly focuses to satisfy its customers with
different types of products. That is why it is known as shopping under one roof. Customers
find it easy to locate the products of various types with different price range in one retail
outlet. Big Bazaar has satisfied its customers to a good extend.

1
 COMPANY HISTORY

1987 Company incorporated as ‘Manz Wear Private Limited’. Launch of Pantaloons trouser,
India’s first formal trouser brand.

1991 Launch of BARE, the Indian jeans brand. 1992 Initial public offer (IPO) was made in
the month of May.

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched
across the nation. The company starts the distribution of branded garments through multi-
brand retail outlets across the nation.

1995 John Miller – Formal shirt brand launched.

1997 Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.

2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad.

2002 Food Bazaar, the supermarket chain is launched.

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

2005 Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus League
Clothing and Planet Retail. Sets up India’s first real estate investment fund Kshitij to build a
chain of shopping malls.

2006 Future Capital Holdings, the company’s financial is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds. Plans forays into retailing
of consumer finance products. Home Town, a home building and improvement products
retail chain is launched along with consumer durables format, Ezone and furniture chain,
Furniture Bazaar. Future Group enters into joint venture agreements to launch insurance
products with Italian insurance major, Generali. Forms joint ventures with US office
stationery retailer, Staples.

2
2007 Future Group crosses $1 billion turnover mark. Specialised companies in retail media,
logistics, IPR and brand development and retail-led technology services become operational.
Pantaloon Retail wins the ‘International Retailer of the Year’ at US based National Retail
Federation convention in New York and ‘Emerging Retailer’ of the Year

award at the World Retail Congress held in Barcelona. Futurebazaar.com becomes India’s
most popular shopping portal.

2008 Future Capital Holdings becomes the second group company to make a successful
Initial Public Offering in the Indian capital markets. Big Bazaar crosses the 100-store mark,
marking one of the fastest ever expansion of a hypermarket format anywhere in the world.
Total operational retail space crosses 10 million square feet mark. Future Group acquires
rural retail chain, ‘Aadhar’ present in 65 rural locations.

3
 VISION & MISSION

Vision: “To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the
most profitable manner.” One of the core values at Future Group is, ‘India ness’ and its
corporate credo is – “Rewrite rules, Retain values.”

Mission: We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.

4
 CORE VALUES

Indianness: confidence in ourselves.

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

Respect & Humility: to respect every individual and be humble in our conduct.
Introspection: leading to purposeful thinking.

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

Valuing and Nurturing Relationships: to build long term relationships.

Simplicity & Positivity: Simplicity and Positivity in our thought, business and
work.Adaptability: to be flexible and adaptable, to meet new challenges.

Flow: to respect and understand the universal laws of nature

5
INTRODUCTION TO TOPIC

6
Meaning of Job Satisfaction:

The term job satisfaction is of great relevance in the field of human resource management.
According to Davis and Newstom “Jobs satisfaction is a set of favorable or unfavorable
feelings with which employees view their work.”

Job satisfaction is an individual emotional reaction to the job itself. It is a set of

attitudes about work, which are usually referred to under the several term job satisfaction is
composed of job satisfaction.

Like other attitudes, job satisfaction is composed of emotional, informational, and

behavioral elements can vary in intensity and consistency, can be acquired from a variety of
sources and can sense a number of functional for the individual.

The term job satisfaction was brought to limitation by Hop pock. He reviewed 32 studies on
Job satisfaction conducted prior to 1933.

According to him, job satisfaction is “The combination of psycho social, psychological

and environmental circumstances that cause a person to faithfully say “I am satisfied
but does not indicate the nature of job satisfaction.”

7
 RELATIONS BETWEEN JOB SATISFACTION AND
PRODUCTIVITY

The traditional view that a happy worker is a productive worker doesn’t clarify the
complex relationship between job satisfaction and productivity. It was traditionally said that
high job satisfaction leads to improved productivity, decreased turnover, reduced accidents
and less job stress in the lump sum. But the relationship between job satisfaction and
productivity is not definitely established.

The content theories of motivation assume a direct relationship between job

satisfaction and improved performance. The expectaroy theories of motivation, however,
recognize the complexity of work motivation and consider in detail the relationship between
motivation, satisfaction and performance.

Job satisfaction doesn’t necessarily lead to improved work performance. For example,
from the results of twenty studies, Vroom found no simple relationship, and only a law
median correlation (0.14) between job satisfaction and job performance. Father and lower
found that job performance leads to job satisfaction and not the other way round. As shown in
fig. Performance leads to two kinds of rewards-intrinsic and extrinsic. The extrinsic rewards
are under the control of management such as salary, bonus etc. intrinsic rewards are more
closely related to satisfaction for instance, if a person performs well on a challenges
assignment, the gets an immediate feeling of satisfaction.

Received Equity of
Extrinsic Rewards Rewards

Performance
Satisfaction

Intrinsic Rewards

8
The lack of correlation between job satisfaction and performance can be explained as
follows. If the job holds little potential for intrinsic rewards and if extrinsic rewards bear a
very little relationship to the performance level of the individual, the resultant connection
between satisfaction and performance tends to be weak. In such a situation, management
should be two things:

1. Modify the job so that it becomes capable of yielding intrinsic reward for higher
performance

2. Connect the reward system so, that it acts as an incentive for higher performance i.e.
higher performance receives proportionally higher extrinsic rewards.

In practice, there may not be a direct cause and effect relationship between job satisfaction
and productivity at lower levels because productivity at determined by outside factors speed
of machine, quality of material type of supervision etc. However, the satisfaction-
performance relation may be stranger for people working a s professional, or in supervisory
and managerial position.

Historically, the concept of human relation assumed that high job satisfaction led to high
productivity but later research indicated that this was an incorrect assumption, satisfied
workers turned out to be either high producers, or low produces or only average produces.
The satisfaction-productivity relationship appeared to be quite complex beings influenced by
various intermediate foods such as rewards that an employ receives.

The question has been often raised whether job satisfaction leads to performance or
performance leads to job satisfaction, Lower and Potter have developed a makes that
suggests that productivity leads to satisfaction as give bellow:

Perception of
Rewards Intrinsic equity in the
Performance Satisfaction
Extrinsic rewards

9
 Performance leads to rewards, and if these are perceived to be equitable employee.
Satisfaction is the result. The assumption, which seems most realistic, is that satisfaction &
productivity are in a circular relationship, in which each affects the other. Using this model,
it can be said that high satisfaction indicates a predisposition to be productive if effective
leadership is provided. From the various studies a general relationship emerges between &
productivity as shown here below.

High

Line B
Line A
Satisfaction

Line C

High

Low

Productivity

10
Line A: High Job Satisfaction only

Line B: High Job satisfaction & Productivity.

Line C: High Productivity only.

Line C of the table shows the condition of high productivity and low job satisfaction which
can occur when the supervisor pushes the production through teachings of scientific
management, such as method study, time study & loose supervision. Line A represents a
condition which believes that satisfied workers are the best workers & tries to keep workers
happy regardless of the effects on organizational goals.

In this condition, the workers may derive much job satisfaction, but work may not be
done. The middle Line B appears to be the most desirable arrangement – where high
satisfaction & high productivity are combined together.

In practical situations, it is entirely possible to have high productively with low

satisfaction but it is highly doubtful that extremes of the condition can be maintained in the
long run.

11
 JOB SATISFACTION AND INTERPERSONAL INTERACTION

Interpersonal relationship prevailing in the work group can be viewed as the

environment for the work group which ultimately determines the attitudes, job satisfaction
and motivation of the individual and the group. Interpersonal relationships develop through
interpersonal communication and interaction. Mutual feelings of human satisfaction &
dissatisfaction are based purely on interpersonal interaction between any two persons in the
work group or between the leader, supervisor and the subordinates of the group. The broad
alternatives will appear to be as is presented by GHOSH in the following table:

SATISFYING TO SELF DISSATISFYING TO

SELF

Level 1 Level 2

Satisfying to others Sympathy Mutual respect, Submission/obedience

Love/Affection Trust, Acceptance Inferiority, Punishment
Friendliness Confidence based Being controlled
Agreement on and directed Disciplined
towards
Help Rejection/ Analysis
achievement of
Criticism/ Attack.
common goal

Dissatisfying to Superiority Authority Hatred/Animosity

others Dominance/ Antagonism
Action
Control
Misunderstanding
Command Distrust/Suspension
Disciplinary Neglect/Disrespect.

12
The table conceives the outcomes of specific interpersonal interactions as follows:

1. Where both the self and the others are satisfied which again can be at two levels :

Level 1: Which is based on somewhat superficially, socially desirable, mutually nice,

sympathetic and friendly sort of interactions.

Level 2: Which is based on somewhat deeper, more purposeful interactions directed towards
the achievement of common objectives, with mutual respect, trust and confidence and with
acceptance of mutual strengths and weaknesses.

2. Where self is satisfied but others are dissatisfied.

3. Where the others are satisfied but self is dissatisfied.

4. Where both self and others are dissatisfied.

Earlier we have seen in fig. 12.4 that the matching of job satisfaction and productivity
is possible, through an adjustment of both job satisfaction and productivity. Somewhere half
way as represented in Line B. Thus, it can be well realized that the basic objective of any
organization produces can be achieved only through mutual satisfaction at Level 2. Thus 1
level of mutual satisfaction requires conscious, consistent and controlled interactions and
adequate leadership and supervisory abilities to achieve the same through establishment of
general relationship for the tasks to be done. The process of establishes job satisfaction at the
level 2 requires by its necessity, understanding of mutual expectations, leading, avoiding,
directing, controlling, rejecting some expectations and alternatively firmly setting down on
mutually accepted accepted expectations. The strategy of development of such inter-personal
relationship has been presented in detail under supervision and leadership.

13
 FACTORS AFFECTING JOB SATISFACTION

Several points contribute to job satisfaction. These are discussed below:

(i) Nature of work: Job Satisfaction is related to the aptitude of the employee. If the
employee is given a work for which he has no aptitude, the job will provide no attraction to
him.

(ii) Type of supervision: The employee centered supervisory style enhances for
job satisfaction as the leader looks after subordinates carefully, displays friendship, resects
and warmth etc. towards then. On the other hand, production, oriented leader may cause low
job satisfaction to the employees and may affect the turnover and absenteeism adversely; of
course, it all depends on the satisfaction.

Working conditions: Job satisfaction is related to working conditions also. The work will be
more attractive if working conditions are congenial to the task a worker proposes to
accomplish, good working condition improve such facilities as adequate comfortable
temperature, attractive surrounding etc.

Avenues of promotion: Promotional opportunities affect job satisfaction considering. The

desire for promotion is stress can one higher level employees as it involve change in job
content, pay, responsibility, autonomy status and the like. It no surprise that the employee
takes promotion as the ultimate achievement in his career and when it is realized, he feels
extremely satisfied.

14
(iii) Nature of work group: it is the work group that fulfills the need for social interaction of
the members. If the workers have good relations with the fellow employees and the
supervisor, he will feel satisfied.

(vi) Employee morale: If the employee morale is an organization is higher, satisfaction with job
is likely to be higher; satisfaction with job is likely to be higher and vice versa.

15
 Factors relating to job satisfaction and dissatisfaction

Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it
are not yet fully known. But, a good deal of research studies in various countries with
different cultures which have accumulated by now, have certainly advanced our
understanding of the factors.

We shall, emphasis here the studies of Herzberg Mosher, and Shyderman and the two
factors theory of Jobs satisfaction – dissatisfaction proposed by them as they provide
possibly the broadcast scope so far in understanding the relevant factors preventing across
cultures as well as in India.

Herzberg and his associates explored Job Satisfaction from a basically dynamic view and
offered an approach to an understanding of motivation to work. They noted an important
distinction between two kinds of factors: one group of factors dealt with the nature of job
and the other was related to the environment in which the job was done. One set of factors,
according to them, contributed to satisfaction, motivator, or satisfies. Another set of factors
contributed to Dissatisfaction. They are trend as extrinsic, Job content, hygiene’s, or
dissatisfies. The details of two sets of factors are not in Table:

16
Factors in Job satisfaction Factors in Job satisfaction

Motivators/ Satisfiers/ Intrinsic/ Job Extrinsic/ Job content/ Hygiene/

Content Dissatisfaction

Achievement Salary

Recognition Working condition

Work Itself Relation with co-employees

Advancement Relations with supervisor

Psychological growth Technical supervision

Company policies and practices

Job security

Status

Personal life

17
According to the theory, satisfies etc. which contributed to feelings of dissatisfaction, has little
to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction
then they did to satisfaction. In other words, it was suggested that satisfaction and
dissatisfaction were two separate, distinct, and independent feelings. They are unipolar
dimensions i.e. the opposite satisfaction is no satisfaction instead of dissatisfaction and the
opposite of dissatisfaction is no dissatisfaction intend of satisfaction. The views are presented
schematically in fig.

Traditional View

Dissatisfaction Satisfaction

Two factor Theory satisfies

No Satisfaction Satisfaction

Two factor Theory

Dissatisfies

Dissatisfaction No Satisfaction

18
PERSONAL FACTOR

i) Number of dependant

ii) Age

iii) Time of job

iv) Intelligence

v) Education

vi) Personality, exclusive of Intelligence

vii) Sex

FACOTRS INHERENTS IN THE JOB

i) Type of work

ii) Skill required

iii) Occupational status

iv) Geography

v) Size of plant

FACOTRS CONTROLLABLE BY MANAGEMENT

vi) Salary

vii) Security

viii) Opportunity for advancement

ix) Co-workers

19
 x) Working condition

xi) Supervision

xii) Finance benefits

PERSONAL FACTORS

(1) Number of dependents

The number of dependants are has the less job satisfaction, he will have. Financial stress
courses creator job dissatisfaction.

(2) Age

Usually younger workers have higher level of job satisfaction but it shows a declining trend.
However certain studies on the subject have revealed positive results between advances age
and job satisfaction.

(3) Time of Job

Job satisfaction is relatively higher at the beginnings of career, both by and by it starts
dropping down by the time one reaches between 5th and 8th years on the job and surprisingly
again starts high with more time on the job

(4) Intelligence

Research finding reveals that the relation of intelligence to job satisfaction is dependent
upon the level and range of intelligence and the challenge of the job.

20
 (5) Level of education

Research studies reveal different result on the relationship of education to job satisfaction.
For example, same studies have revealed that less educated people have more job
satisfaction while the findings of some other studies have been contrary to it.

(6) Sex

Other things remaining constant women are more satisfied with their work than men
because relatively women have limited needs and are less ambitious.

(A) FACTORS INHERENT IN THE JOB

(1) Nature of Job

If the type of work involved in a job is of varied nature, it brings more job satisfaction than
does a job having routine work.

(2) Skill required

In case a job involves high skill requirement. It gives more job satisfaction than does or job
in which skill demands are of a lower level.

(3) Occupational Status

Research shows that job having high social status and prestige give more full satisfaction.

(4) Geography

Workers in large town are less satisfied with their job as compared to those working in small
towns.

21
(5) Size of the plant

Usually in small plants, people get more job satisfaction because of attention they receive
from the management, and also due to respect they get for their ability.

(B) FACTORS CONTROLLABLE BY MANAGEMENT

(1) Salary

Job carryings attractive salary gives more job satisfaction. Salary is of more significance as
loan as physiological needs are not fulfilled.

(2) Security

Security for retirement benefits, security for life, and security of finance provided by the
management, the higher all these greater will be the job satisfaction.

(3) Opportunity for advancement

Employees especially the ambitious and potential ones, get more job satisfaction in job
offering opportunities for advancement.

(4) Co-workers

The job satisfaction is likely to be more if the co-workers are good.

(5) Responsibility

Those job in which a lot of responsibility is involved, give more job satisfaction especially
to the educated.

(6) Working conditions where working conditions are better, workers get more job
satisfaction.

22
 DETERMINANTS OF JOB SATISFACTION

The various factors influences job satisfaction may be classified into two categories.

(1) Environmental Factors

(2) Personal Factors

(1) ENVIRONMENTAL FACTORS

These factors relate to the work environment. They include the followings:

(1) Job content

Herzberg Suggested that job content in terms of achievement reconstruction, advancement,

responsibility and the work itself tend to provide satisfaction both their absences doesn’t
cause dissatisfaction. Where the job is less repetitive and there is variation in job content,
job satisfaction tends to be higher.

(2) Occupational level

The higher the level of the job in organizational hierarchy the greater the satisfaction of the
individual. This is because position at the higher levels is generally better paid more
challenging and provides greater freedom of operation. Such jobs carry creates prestige, self
control and need satisfaction.

(3) Pay and Promotion

All other things beings equal, higher pay and better opportunities for promotion lead to
higher job satisfaction.

(4) Work group

All other things being equal, higher pay and better opportunities for promotion lead to
higher job satisfaction.

23
(5) Work group

Man is a social animal and lives to be associated with others, introductions in the work
grope help to satisfy social and psychological needs and therefore, isolated workers tend to
be dissatisfied. Job satisfied is generally high when an individual is accepted by his peers
and he has a high need for affiliation

24
 JOB SATISFACTION AND WORK BEHAVIOUR

The satisfaction is an integral component of organizational health and an important element

in industrial relations. The level of job satisfaction seems to have some relation with various
aspects of work behavior such as accidents, absenteeism, turnover and productivity. Several
studies have revealed varying decrease of relationship between job satisfaction and these
factors of work behavior. But whether work behavior is the cause or effect of job
satisfaction is not clear.

Research on the relationship between job satisfaction and accidents generally shows
that satisfied employees cause power accidents. Studies on the relationship between job
satisfaction and absenteeism have yielded inconclusive results. Most of these studies showed
that low absentees employees were more satisfied whereas workers tend to be more satisfied
whereas employee of disturbed organizations (poor in industrial relations) were generally
less satisfied, employee less satisfied employees are more likely to quit their jobs than more
satisfied employees.

It is generally assumed that satisfied employees are more productive. But research
reveals no relationship between job satisfaction and productivity. Herbier analyzed the result
of 26 studies forces in on the relationship between job attitude wer3e more productive than
those with negative attitude in 9 studies revealed that workers with positive than those with
negative attitudes. In 9 studies job attitude and productivity were not related, in 3 studies
there was negative correlation between job attitudes and productivity.

Kahn also formed that satisfaction and productivity do not necessarily as too other,
employees in highly productive groups were not more likely their employees in the low
productivity group to be more satisfied with their jobs. A worker may be satisfied with the
work environment both may produce more to prove his abilities to management. On the
other hand, a highly satisfied worker

May not produce more and get away with the because he may be friendly with the
supervisor.

25
 ABSENTEESIM CAUSES AND CONTROL

Definition: - By absenteeism use mean a condition that arises when an employee fails to
come to work when he is scheduled to work:

No of days lost

Rate of Absenteeism = through absences of employeex100

Average No. of x No. of Weeks employee

26
 CAUSES OF ABSENTEEISM

The following are the causes of absenteeism:

1) Sickness: Sickness is high on the list of causes of absenteeism running as high

as 50% of the absenteeism in some cases.

2) Accidents: Industrial accidents and occupational diseases bring about absenteeism

depending upon the nature of the process and machinery used.

3) Poor control: Poor production and material control can result is absenteeism,
unless his flow of work between departments is balanced and continues.

4) Sex: At lower paid job, females have a higher rate of absence as compared with the
males. However, it higher jobs there is no such things.

5) Lack of interest: Lack of interest and lack of peelings of responsibility and worth
whiteness are also the fundamental cause of absenteeism.

6) Attitude: Attitude of mind, caused by environment and sociological factors may

condition same to develop a feeling of irresponsibility about assign to work.

7) Date: After pay-day, sickness and however contribute to absenteeism particularly

when combined with poor working conditions, lack of interest in work and high wages.

8) Miscellaneous causes: A miscellaneous group of causes include such factors as

bad weather, lack of transportation, another job, personal business and friends.

27
 CONTROL OF ABSENTEEISM

Control of absenteeism depends upon its causes. When its causes are uncovered by study
and analysis, steps can be taken to reduce them. Some of the causes are simple to isolate and
attack the following are the measures to control absenteeism:

i) Proper Induction: The new employees should be inducted in such a way that
their critical attitude is reduced as quickly as possible to avoid absenteeism.

ii) Investigation: The management should proper analyze the various causes of
absenteeism and classify the chronic offenders. This issue should also be discussed with the
representatives of the unions.

iii) Punishment: Before taking any disciplinary action against adequately offenders,
their names should be adequately published in the organization. If the need arises, the
chronic offenders may be disciplined by layouts, loss of promotion etc.

iv) Cash Selling: All absentee workers should be interviewed upon their return to
determine causes and to impress upon the seriousness of their absence.

v) Prevention of accidents: Industrial accidents or fear of accidents increase

absenteeism. The management should take safety measures.

vi) Effective Supervision: Absenteeism can be reduced greatly by effective

supervision.

28
II LABOUR TURNOVER: CAUSES AD CONTROL

Definition: The relation between the number of persons joining the organization and leaving
due to resignation, retirement or retrenchment to the average number on the pay roll is called
labor turnover.

Labor Turnover Rate.

= Number of workers joined and left during the year x 100

Average number of workers on the payroll

29
 SEPARATION RATE

It means separation of employees from the organization, it included:

I. Retirement or death

I Quit

II. Lay off

III. Discharge

= Number of separation per year x 100

Average number of workers on the payroll

30
 CAUSES OF LABOUR WELFARE TURNOVER

Avoidable Causes

i. Bad working conditions

ii. Poor dissatisfaction

iii. Law hours of work and poor remuneration

iv. Lack of any incentives schemes

v. Poor relation with supervisor and follow workers

vi. Ineffective conveyance procedure.

vii. Inadequate housing, medical and welfare facilities.

viii. Faculty selection of employees and lack of proper training programmed.

ix. Lack of safety mesur3es in the organization.

Unavoidable Causes

Unavoidable causes are not due to the fault of management but due to other factors
which are not under the control of the management. They are followed.

(a) Personal Betterment

(b) Illness, Accidents etc.

(c) Departure from the locality

(d) Housing or transport problem

(e) Retirement, death etc.

(f) Unsuitable for job or misconduct on his path.

(g) Domestic affairs, manage, pregnancy in case of female employees.

31
 CONTROL THE LABOUR WELFARE

(a) Introduction of a satisfactory wage plan.

(b) Introduction of proper incentive and promotion plan.

(c) Adoption of sound personnel policy in relation to recruitment, selection,

placement, training etc.

(d) Provision of reasonable amenities and welfare measures.

(e) Provision of retirement benefits

(f) Provision of proper channels of communication.

(g) Improvement of quality of supervision.

(h) Introduction of training programmed for increasing the skill.

12 INCREASING JOB SATISFACTION

In case the employer works to create job satisfaction for their employee, they should
keep the following points into consideration.

i) Attending and solving problems

ii) Satisfactory future

iii) Testing the workers ability and progress

iv) Cordial analysis or evaluation of work

v) Increase in wages

vi) Praise for good performance

32
vii) Promotion according to ability

viii) Proper quality of work

ix) Equal wages for equal work

x) Absence of unnecessary intervention and criticism.

xi) Satisfactory hours of work

xii) Availability of leaves and rest

33
 THEORIES OF JOB SATISFACTION

The main theoretical approaches to job satisfaction are as follows:

1. Need fulfillment theory

2. Equity theory

3. This factor theory

4. Discrepancy theory

5. Equity discrepancy theory

1. Need fulfillment theory:

According to this theory a person is satisfied when he gets from his job what he
wants. The more he wants something the more satisfied he is when he received it.
Vroom views satisfaction in terms of the positively valued outcome that a job
provides to a person. Thus job satisfaction is positively related to the degree to which
one’s needs are fulfilled. The fulfillment theory suffers a major drawback.
Satisfaction is a function of not only what a person receives both what he feels he
shelved receives

2 Equity theory:

Under this theory, it is believed that a person’s job satisfaction depends up to his
perceived equity as determined by his input –output balance in comparison with the
input-out balance of others. Every individual compared his reward with those of a
reference group. If he feels his rewards are equitable in comparison with others
doing similar work, he feels satisfied. Job satisfaction is thus a function of the degree
to which job characteristics meth the desire of the reference group.

Equity theory takes into account not only the needs of an individual but also
the opinion of the reference group to which the individual looks for audience.

34
 Perceived Personal Perceived A=B Satisfaction
Inputs Outcome actually A<B
received
Dissatisfaction

A>B

Quit discomfort

Perceived Inputs Perceived

comparisons to Outcome of
others comparison to Perceived Personal
others Outcomes that
should be received

3. This Factor Theory:

This theory was developed by Herzberg, According to this theory satisfaction and
dissatisfaction are interdependent of each other and exit on a separate confirm. One
set of factor known as hygiene factors (company policy and supervision
administration, pay, working conditions) act as dissatisfies. Their absence causes
dissatisfaction both their presence does not result in positive satisfaction. The other
set of factors known as satisfies (achievement, advancement, recognition, work itself
and responsibility) lead to satisfaction.

35
 4. Discrepancy Theory:

According to this theory job satisfaction depends upon what a person actually
receives from his job and what he expects to receive, when the rewards actually
received are less than the expected rewards, It could discrepancy

Perceived Outcome
actually received A=B

Satisfaction

A<B

Dissatisfaction

A>B

Perceived over satisfaction

Outcome one feels he
should receive

36
5 Equity Discrepancy Theories

This is combination of equity and discrepancy theories. From equity theory the
concept of comparison has been selected to serve as an interviewing variable, under
the theory satisfaction is defined as the difference between. The outcomes that one
feels he should receive in comparison with others, when the individual feels that
what he actually received is equal to what he perceives he should receive there is
satisfaction. Thus an individual’s reception of his reward is influenced by more than
job the objective amount of that factor.

Perceived
Personal Inputs

Perceived amount
that should be
received
Perceived input A=B
Outcome different
groups Satisfaction

A<B

Dissatisfaction
Perceived
A>B
Outcome of
different groups Quit discomfort
Perceived amount
received

Actual Outcome
received

37
 SWOT ANALYSIS
1 STRENGTHS

• Wide opportunity for textile industry

• Updated technology
• Location benefits • Low cost labor
• SEZ- for tax benefits and government support
• Huge labor • Only exporting so that they can avoids the risks of local market
• Good Infrastructural facilities
• Dedicated top level management
• Conducive working environment
• Workers participation in management
• Good Industrial relations.

2 WEAKNESS

• Less availability of skilled workers

• Entry of political parties
• Availability of raw materials
• Transportation
• So far from harbors and Airways
• Unattractive salary for unskilled employee

3 OPPORTUNITIES

• There is a scope for expansion

• Can export to many other countries

• Support from government

38
• Can cater domestic customers

• Can diversify business as the set up cost is comparatively low

4 THREATS

• Currency value fluctuation

• Entry of Chinese manufacturers

• Local competitors

• Political interference

• Heavy rainfall would slowdown the progress of work

• Situated in outskirts

• Changes in technology

39
 OBJECTIVESOF THE STUDY

The study is conducted in order to analyses the workers’ attitude factors related to
their job satisfaction and the intensity of motivation in “BIG BAZAAR”,

Thus a brief outline of the objectives is as follows:

i. To study the relationship between job satisfaction and productivity.

ii. To find out the factors affecting job satisfaction and dissatisfaction.

iii. To study job satisfaction and work behavior

iv. To find out the causes of absenteeism and the control of Labour turnover

40
MEANING OF RESEARCH:

Research is a scientific and systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation. The advanced learner’s dictionary of current
English Lays down one meaning of research as a careful investigation and inquiry specially
through search for new fact.

STATEMENT OF THE PROBLEM:

Job satisfaction & is consequences is an extremely important concept for an industrial

organization. A firm can improve the job satisfaction percentage of its staff by changing
their attitude towards the job.

The spirit of unrest is all pervasive in industries whether they are public sectors or private
sectors. The employers complain that the employees are not regular, dedicated &
hardworking. They work not for the organization but only for the salary.

On the other hand, employees too have grievances which may be either against the company
or the government. They complain that the working conditions are not proper, wages are
inadequate, they are not provided proper medical, educational, recreational, training, leave
facilities etc. All these lead to dissatisfaction, discouragement and frustration in the
employees.

In order to know the reasons for the above. I decided to do a case study & chose the topic

“JOB SATISFACTION EMPLOYEES OF “BIG BAZAAR” RATIONAL/PURPOSE

OF THE STUDY:

Job satisfaction is one of the most crucial issues in industrial psychology & behavioral
management it ultimately decides the extent of employees’ motivation. On discovering the
employee’s attitude towards the job & various factors affecting it, an organization can
improve the job satisfaction amongst its workers. Therefore, this study is conducted in order
to know about the various

Financial and non-financial incentives that affect a worker’s satisfaction towards the job.

41
 RESEARCH DESIGN

 Sampling: The Big Bazaar has been selected as per convenience. The workers in
different plants have been approached to answer the various questions put by
investigators with the help of a structured questionnaire. Only workers were selected in
this sample. The diagrams have been exhibited wherever found necessary.

 Scope: Considering the time factor and availability of financial resources, the scope of
the study is restricted to only one organization i.e. R The workers selected in this
sample represent the personnel below the rank of supervisors & foremen. They are
representing various plants.

DATA USED

This is a case study limited to only one organization. The main objective of the study is to
discover the level of job satisfaction. A motivating factor by relating various personal &
organizational factors to job satisfaction.

Data has been collected mainly from primary sources i.e. with the help of structured
questionnaires & also by direct interviewing.

 Primary data: This data is gathered from first hand information sources by the
researcher,this data collection from employees, managers, clerks etc., by administrating
the questionnaire having face to face interaction with employees.

 Secondary data: This will give the theoretical basis required for the report presentation
which can be available from various sources such as magazines, office files, inter office
manual and web site.

42
DATA PROCESSING AND ANALYSING:

Data, which is gathered by administering questionnaires, was processed in simple manner to

determine the level of satisfaction among employees. Every response was assigned some score
based on this overall satisfaction level was determined. Data collected is carefully tabulated
and analyzed by using satisfaction methods and also various graphs are used.

43
 TABLE No -1

SATISFACTION WITH JOB

Are you satisfied with your RESPONDENTS

Job?
Number Percentage

Yes 48 60

No 16 20

Can’t Say 16 20

Total 80 100

Satisfaction With Job

70 60
60
Percentage of
Respondents

50
40
30 20 20
20
10
0
Yes No Can’t Say
Response

Interpretation:

Table 1. Reveals that 60 percent of the respondents are satisfied with their job, followed by
20 percent who are not satisfied with their job and the rest 20 percent can’t say.

It be concluded that the majority of the respondents are satisfied with their job.

44
 TABLE 2

TIME SATISFACTION WITH JOB

How much time feel RESPONDENTS

satisfied with your job?
Number Percentage

Most of time 48 60

Never 16 20

Sometimes 8 10

Can’t Say 8 10

Total 80 100

TIME SATISFACTION WITH JOB

70 60
60
Respondents
Percentage of

50
40
30 20
20 10 10
10
0
Most of time Never Sometimes Can’t Say
Satisfaction

Interpretation:

Table 2. Reveals that 60 percent of the respondents are satisfied with their job most of time,
20 percent are never satisfied, 10 percent are satisfied sometimes and the rest of 10 percent
can’t say.It can be concluded that the majority of the respondents are satisfied with the job
most of time.

45
 TABLE 3

WORKING CONDITIONS OF THE ORGANIZATIONS

What do you feel about the RESPONDENTS

present working conditions
Number Percentage
of your organizations?

Excellent 36 48

Bad 16 20

Good 28 32

Total 80 100

Working Condition of the Organization

60
48
50
Respondents
Percentage of

40 32
30 20
20
10
0
Excellent Bad Good
Response

Interpretation:

Table 3 reveals that 48 percent of the respondents say that working conditions of the
organization are excellent, 20 percent say that they are bad and 32 percent say that the
conditions are good.

It can be concluded that the majority of the respondents say the working conditions
are excellent.

46
 TABLE 4

REWARD OF GOOD PERFORMANCE

Are you awarded for your RESPONDENTS

good performance
Number Percentage

Yes 64 80

No 16 20

Total 80 100

Reward of Good Performance

100
80
80
Percentage of
Respondents

60
40
20
20

0
Yes No
Response

Interpretation :

Table 4 reveals that 80 percent of the respondents say that they are given reward for their
performance while 20 percent of the respondents are not rewarded.

47
 TABLE 5

DIFFERENT FACILITIES

Are you getting these RESPONDENTS

facilities?
Number Percentage

Educational Facilities 24 30

Canteen Facilities 4 5

Housing Facilities 16 20

Rest Room Facilities 20 25

Medical Facilities 16 20

Total 80 100

Different Facilities

35 30
30 25
Percentage of
Respondents

25 20 20
20
15
10 5
5
0
Educational Canteen Housing Rest Room Medical
Facilities Facilities Facilities Facilities Facilities
Response

Interpretation:

Table 5 reveals that 30 percent of the respondents are provided with educational facilities. 5
percent canteen facilities, 20 percent housing facilities, 25 percent restroom facilities and
rest of the 20 percent medical facilities.

It can be concluded that the majority of the respondents are provided with education
facilities.

48
 TABLE 6
SATISFACTION LEVEL ON FACLITIES

Are you satisfied with RESPONDENTS

these?
Number Percentage

Educational Facilities 16 20

Canteen Facilities 16 20

Housing Facilities 8 10

Rest Room Facilities 32 40

Medical Facilities 8 10

Total 80 100

SATISFACTION LEVEL OF FACILITIES

50
40
Percentage of
Respondents

40
30
20 20
20
10 10
10
0
Educational Canteen Housing Rest Room Medical
Facilities Facilities Facilities Facilities Facilities
Response

Interpretation:

Table 6 reveals that 20 percent of the respondents are satisfied with educational facilities, 30
percent with canteen facilities, 10 percent with housing facilities, and sand 40 percent with
restroom facilities and rest of the 10 percent of the respondents satisfied with the medical
facilities. It can be concluded that the majority of the respondents are satisfied with restroom
facilities.

49
 TABLE7

SATISFACTION ON THE LELVEL ON JOB SECURITY

Are you satisfied with the RESPONDENTS

level of job security?
Number Percentage

Yes 60 75

No 20 25

Total 80 100

Satisfaction on the Level of Job Security

80 75
70
Percentage of
Respondents

60
50
40
30 25
20
10
0
Yes No
Response

Interpretation:

Table 7 reveals that 75 percent of the respondents are satisfied with the level of the job
security and the rest 25 percent of the respondents are not satisfied with level of job security.

It can be concluded that the majority of the respondents with satisfied with the level
of job security.

50
 TABLE 8

MOTIVATION AND SATISFACTION ON THE REWARD

Does this reward make you RESPONDENTS

feel Motivated &
Number Percentage
Satisfied?

Yes 56 70

No 12 15

Can’t Say 12 15

Total 80 100

Motivation and Satisfaction on the Reward

80 70
70
Percentage of
Respondents

60
50
40
30
20 15 15
10
0
Yes No Can't Say
Response

Interpretation:

Table 8 reveals that 70 percent of the respondents say the reward motivates and satisfies
them while, 15 percent of the respondents say that they are not rest of the 15 percent can’t
say.

It can be concluded that the majority of the respondents are satisfied and motivated
by the reward.

51
 TABLE9

POST RETIRAL BENEFITS

Are you entitled these Post RESPONDENTS

Retrial Benefits
Number Percentage

Pension 48 60

Provident Fund 16 20

Gratuity 16 20

Total 80 100

POST RETIRAL BENEFITS

70 60
60
Percentage of
Respondents

50
40
30 20 20
20
10
0
Pension Provident Fund Gratuity
Response

Interpretation:

Table 9 reveals that 60 percent of the respondents are provided with pension, followed by 20
percent provided with provident fund and the rest 20 percent with gratuity.

It can be concluded that the majority of the respondents are provided with pension as
a post retrial benefits.

52
 TABLE 10

SATISFACTION AND MOTIVATIONS

Do you think the level of RESPONDENTS

Satisfaction and
Number Percentage
Motivation are related to
each other?

Yes 56 70

No 12 15

Can’t Say 12 15

Total 80 100

RELATION OF SATISFACTION AND MOTIVATION

80 70
70
Percentage of
Respondents

60
50
40
30
20 15 15
10
0
Yes No Can’t Say
Response

Interpretation:

Table 10 reveals that 70 percent of the respondents say that there is relation between
satisfaction & motivation. They are closely followed by 15 percent respondents say that
there is no relation and the rest 15 percent can’t say.

It can be occluded that the majority of the respondents say there is a relation between
satisfaction and motivation.

53
 FINDIGNS

 60 percent of respondents work as control testers.

 75 percent of respondents are skilled.

 60 percent of respondents are satisfied with their job.

 Maximum number of the respondents is satisfied with their job most of the time.

 Most of the respondents are satisfied with the facilities provided .

 80 percent of the respondents feel they are satisfied with the job security.

 Majority of the respondents are motivator and satisfied by the rewards.

 Most of the respondent says that there is no risk related to their job.

 75 percent of respondents are very satisfied with postal retrial benefits.

 Majority of the respondents say that there is a relation between motivation &
satisfaction.

 85 percent of respondents see the inter-relation of morale and satisfaction.

54
 LIMTIATIONS OF THE STUDY

i. As the case study is done only for one unit, the conclusion & inferences drawn are also
applicable for this particular unit only.

ii. Lack of time I was able to approach only 40 respondents.

iii. Respondents were not co-operating to fill the questionnaire.

iv. Some of the respondents who would not read or write were unable to fill the
questionnaire

v. The company was big so it was impossible all the workers.

55
 SUGGESTIONS

 Employees should be rewarded for their work performance.

 Canteen facilities should be provided to the workers.

 Reward should be given to the workers half years.

 Job Security should be increased.

 Worker should be motivated by officers.

 Working conditions should be improved.

56
 CONCLUSION

The study found majority of the respondents are satisfied with their job due to the following
reasons:

 Provision of the post retrial benefits.

 Good working Condition

 Provision of facilities like canteen, education, transport and rest rooms.

 Provides motivating by officer.

 Provision of a channel of raising complaint and supervision.

 Due to the relation of motivation and satisfaction.

 Inter-relation of morale and job satisfaction.

If we look at the above response we find that most of the organizations are working
very hard to ensure that they provide their employees with the above points. The
World has become mercurial in such a turbulent environment, we find a small
percentage of the organizations do not offer this benefits to the employees when the
employees lack good incentives and proper working conditions they will not be satisfied
with the job and their output will not be sufficient. As a result of job dissatisfaction,
absenteeism of employees become rampant.

An individual’s job satisfaction depends mostly on the facilities and incentives

offered by the management if the employee faces job dissatisfaction he will either seek
another job or give in sufficient output Job satisfaction creates a positive attitude and. It will
create a lot of positive energy to achieve the tasks. The commitment of the organization and
the individual are very important factors in managing job satisfaction effectively. The cost
of job satisfaction is very expensive because it affects the individual, the organization and
the society at large.

57
 REFERENCES

Books:

 Principles and Practices of Management

By: L.M. Prasad

 Management theory & Practice

By: C.B. Gupta

 Personal Management

By: C.B. Memorial

 Personal Management

By: R.C. Sharma & D.C. Sharma

 Industrial Psychology

By: M.B. Gopal

Websites:

 www.managmentstudy

 www.scribd.com.//doc.com.

 www.yourarticle

 Https://wwwlinkdin.com.

 Https://www.trainingzone.com.

 Https://documents.gov.in.com.

 Https://www courshero com.

58
 QUESTIONNAIRE

Q1 Are you satisfied with your Job?

(a) Yes (b) No

(c) Can’t Say

Q2 how much time you feel satisfied with your job?

(a) Most of the time (b) Never

(c) Sometimes (d) Can’t Say

Q3. What do you feel about the present working conditions of your
organization?

(a) Excellent (b) Good

(C) Bad

Q4 Are you awarded for your good performance?

(a) Yes (b) No

59
Q5 Are you getting these facilities?

Yes No

Educational Facilities

Canteen Facilities

Housing Facilities

Rest Room Facilities

Medical Facilities

Q6 Are you satisfied with these?

Yes No Can’t Say

Educational Facilities

Canteen Facilities

Housing Facilities

Rest Room Facilities

Medical Facilities

Q.7 Are you satisfied with the level of job security?

(a) Yes (b) No

60
Q.8 Does this reward makes you feel motivated and satisfied?

(a) Yes (b) No

(c) Can’t Say

Q9 How often are you rewarded?

(a) One a month (b) Half Yearly

(c) Yearly

Q10 Are you entitled these post retrial benefits?

Yes No Can’t Say

Pension

Provident Fund

Gratuity

Any other

61