CHAPTER-I

INTRODUCTION
 INTRODUCTION

Employee behavior on organizational productivity involves the body of work concerned with
maintaining employer-Employee behavior on organizational productivity hips that contribute
to satisfactory productivity, motivation, and morale. Essentially, Employee behavior on
organizational productivity is concerned with preventing and resolving problems involving
individuals which arise out of or affect work situations.

Advice is provided to supervisors on how to correct poor performance and employee

misconduct. In such instances, progressive discipline and regulatory and other requirements
must be considered in effecting disciplinary actions and in resolving employee grievances
and appeals. Information is provided to employees to promote a better understanding of
management's goals and policies. Information is also provided to employees to assist them in
correcting poor performance, on or off duty misconduct, and/or to address personal issues
that affect them in the workplace. Employees are advised about applicable regulations,
legislation, and bargaining agreements. Employees are also advised about their grievance
and appeal rights and discrimination and whistleblower protections.

Employee behavior on organizational productivity is a leading international academic journal

focusing on the importance of understanding and merging corporate, management and
employee needs to achieve optimum performance, commitment and effectiveness, addresses
research, practice and ideas about relationships between employments. International issues
are covered in all areas of HR and industrial relations. A stringent double-blind review of
each paper is undertaken to ensure its relevance and validity.

Coverage

 Communication, participation and involvement

 Developments in collective bargaining
 Equal opportunities
 Health and safety
 HRM
 Industrial Employee behavior on organizational productivity and employment
protection law
 Industrial Employee behavior on organizational productivity management and reform
  Organizational change and people
 Personnel and recruitment
 Quality of working life

Topicality

Today's turbulent business environment makes increasing demands on managers and

workforces, as competitive standards rise and expectations of individuals increase. Managers
must respond positively to changes in contemporary workforce attitudes if they are to get the
performance levels they need.

Key Benefits

The journal addresses key issues through authoritative, refereed papers by distinguished
international academics and practitioners, Internet site critiques and publications. It suggests
alternative strategies for improving working conditions and developing constructive
relationships between managers and workforce.

NEED OF THE STUDY:

A common place that we see the need to apply Employee behavior on organizational
productivity is in the work place. In the work force, we can see Employee behavior on
organizational productivity play a key role in leadership success. A person unable to grasp
Employee behavior on organizational productivity and apply it, will not become or stay a
leader. It is critical that anyone seeking to lead or Employee behavior on organizational
productivity understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their
job. When satisfaction is not found, the person becomes less productive and eventually quits
or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are
internal motivators. These are the last two levels of "Howletts Hierarchy." They occur when
the person motivates themselves (after external motivation needs are met.) An employer or
leader that meets the needs on the "Howletts Hierarchy" will see motivated employees and
see productivity increase. Understanding the definition of motivation, and then applying it, is
one of the most prevalent challenges facing employers and supervisors. Companies often
spend thousands of dollars each year hiring outside firms just to give motivation seminars.

In order to do research successfully and fulfill the objectives of research I

studied the Employee behavior on organizational productivity at Imation
Software Solutions. I have done the research by interacting with the executive,
managers of the HR Department and understood how the process is executed in
the organization.

After that, I designed a questionnaire which had various questions related to

Employee behavior on organizational productivity . The questionnaire was
distributed to the employees and filled up by them.

OBJECTIVES OF THE STUDY BIG BAZAAR:

1. To find out the present Employee behavior on organizational productivity level of the
employees.
2. To find out the blockages for the Employee behavior on organizational productivity (i.e:
disciplined).
3. To suggest measures for improvement of the Employee behavior on organizational
productivity as a discipline Point;
4. To study the hygienic and Relational content factors.

Scope of the study

 The study is confined and relevant only to BIG BAZAAR not applicable to any
organization.
 The study covers motivational practices in BIG BAZAAR at various levels of employees.
 The study assists the management in determining the decision regarding the performance
of the employee.
 METHODOLOGY

The basic principle in the research has been adopted in the overall methodology. The

following methodology has been used for meeting the requirements,

 Defining objectives

 Developing the information sources

 Collection o information

 Analysis of information

 Suggestion

The methodology followed for collection, analysis under interpretation of data in

explained below.

1. RESEARCH DESIGNS

There are generally three categories of research based on the type of information

required, they are

1. Exploratory research

2. Descriptive research

3. Casual research

The research category used in this project in descriptive research, which is focused on

the accurate description of the variable in the problem model. Consumer profile studies,

market potential studies, product usage studies, Attitude surveys, sales analysis, media

research and prove survey s are the,

 Examples of this research. Any source of information can be used in this study

although most studies of this nature rely heavily on secondary data sources and survey

research.

2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.

3. Secondary Source: Journals Magazines and articles from prominent newspapers.

Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff .The
questionnaire is administered to 50 Officers and Supervisory staff and 50 Managerial staff.

3. SAMPLE DESIGN

a) Sampling unit: the study is directed towards the executive of managerial level.

b) Sample size: sample size of 100 is taken in this study

4) DATA ANALYSES

Simple analysis method is followed for analyzing the data pertaining to different

dimensions of employees. Simple statistical data like percentage are used in the interpretation

of data pertaining to the study. The results are illustrated by means of bar charts.
LIMITATIONS OF THE STUDY:

There are certain limitations of the concept of empowerment. It may be cost

consuming in selecting personnel, training costs and labor costs may be high, it may result in
slower or inconsistent services and poor use of the technique of empowerment.

At the outset, Managers must also accept the fact that not all employees want to be
empowered. Many workers just work better in jobs that are clearly defined and closely
supervised. Once both employees and managers have received proper training, the next step
is go give employee’s control of the resources needed to make the improvements in their job
and work processes.

By giving employees information, resources and training and by following with

measurements and reinforcement, Human Resources can create an empowered environment.
But Empowerment should be continuous process like quality improvement and it is like a
race without a finish line. Those companies that take the first step by creating an
environment conductive to empowerment will be at the head of the pack
 CHAPTER-II

INDUSTRY PROFILE
&
COMPANY PROFILE
3.1 Retailing in India is one of the pillars of its economy and accounts for 16 to 18 percent
of its GDP. India is the 5th largest retail market in the world. The country ranks fourth
among the surveyed 30 countries in terms of global retail development. The current market
size of Indian retail industry is about US$ 520 bn (Source: IBEF). Retail growth of 14% to
15% per year is expected through 2015. By 2018, the Indian retail sector is likely to grow at a
CAGR of 13% to reach a size of US$ 950 bn. Retailing has played a major role the world
over in increasing productivity across a wide range of consumer goods and services. In the
developed countries, the organised retail industry accounts for almost 80% of the total retail
trade. In contrast, in India organised retail trade accounts for merely 8-10% of the total retail
trade. This highlights a lot of scope for further penetration of organized retail in India.

The sector can be broadly divided into two segments: Value retailing, which is typically a
low margin-high volume business (primarily food and groceries) and Lifestyle retailing, a
high margin-low volume business (apparel, footwear, etc). The sector is further divided into
various categories, depending on the types of products offered. Food dominates market
consumption with 60% share followed by fashion. The relatively low contribution of other
categories indicates opportunity for organised retail growth in these segments, especially with
India being one of the world's youngest markets.

Transition from traditional retail to organised retail is taking place due to changing consumer
expectations, growing middle class, higher disposable income, preference for luxury goods,
and change in the demographic mix, etc. The convenience of shopping with multiplicity of
choice under one roof (Shop-in-Shop), and the increase of mall culture etc. are factors
appreciated by the new generation. These factors are expected to drive organized retail
growth in India over the long run.

During FY14, the economic backdrop was a key factor impacting the performance of retail
companies across various sub sectors, including that of organized retail. Consumer sentiment
and business confidence continued to be subdued during the year with economic growth
decelerating further. This is attributable mainly to weakening industrial growth in the context
of tight monetary policy followed by the RBI through most of the year, political & policy
stability related concerns and uncertainty in the global economy.

Inflation also was an important concern area. Persistent high inflation and inflation
expectations meant that the RBI was compelled to maintain the benchmark interest rates at a
much higher level than what would be needed to encourage business and economic
sentiment. In the recent quarters consumer sentiment has been varied-with apparel retailers
reporting an improving trend but most other retail formats still witnessing muted off take.

3.2 Growth of Indian Retail

According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India
retail industry is the most promising emerging market for investment. In 2007, the retail trade
in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009,
it rose to 12%. It is also expected to reach 22% by 2010.

According to a report by North bride Capita, the India retail industry is expected to grow to
US$ 700 billion by 2010. By the same time, the organized sector will be 20% of the total
market share. It can be mentioned here that, the share of organized sector in 2007 was 7.5%
of the total retail market.

Major Retailers in IndiaPantaloon:

Pantaloon is one of the biggest retailers in India with more than 450 stores across the country.
Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the
country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year
2010. In 2001, Pantaloon launched country's first hypermarket ‘Big Bazaar’. It has the
following retail segments:

 Food & Grocery: Big Bazaar, Food Bazaar

 Home Solutions: Hometown, Furniture Bazaar, Collection-i
 Consumer Electronics: e-zone
 Shoes: Shoe Factory
 Books, Music & Gifts: Depot
 Health & Beauty Care: Star, Sitara
 E-tailing: Futurebazaar.com
 Entertainment: Bowling Co.

Tata Group

Tata group is another major player in Indian retail industry with its subsidiary Trent, which
operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest
book and music retailer in India ‘Landmark’ in 2005. Trent owns over 4 lakh sq. ft retail
space across the country.

RPG Group

RPG Group is one of the earlier entrants in the Indian retail market, when it came into food &
grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the pharmacy
and beauty care outlets ‘Health & Glow’.

Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh
stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales
to reach Rs. 90,000 crores by 2010.

AV Birla Group

AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis
Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other
segments of retail. It will invest Rs. 8000-9000 crores by 2010.

Retail formats in India

Hyper marts/supermarkets: large self-servicing outlets offering products from a variety of

categories.

 Mom-and-pop stores: they are family owned business catering to small sections; they
are individually handled retail outlets and have a personal touch.
 Departmental stores: are general retail merchandisers offering quality products and
services.
 Convenience stores: are located in residential areas with slightly higher prices goods
due to the convenience offered.
 Shopping malls: the biggest form of retail in India, malls offers customers a mix of all
types of products and services including entertainment and food under a single roof.
 E-trailers: are retailers providing online buying and selling of products and services.
 Discount stores: these are factory outlets that give discount on the MRP.
 Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks and
other small items can be bought via vending machine.
  Category killers: small specialty stores that offer a variety of categories. They are
known as category killers as they focus on specific categories, such as electronics and
sporting goods. This is also known as Multi Brand Outlets or MBO's.
 Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Mumbai's Crossword Book Store and RPG's Music World are a couple of
examples.

Challenges facing Indian retail industry

 The tax structure in India favors small retail business

 Lack of adequate infrastructure facilities
 High cost of real estate
 Dissimilarity in consumer groups
 Restrictions in Foreign Direct Investment
 Shortage of retail study options
 Shortage of trained manpower
 Low retail management skill

The Future

The retail industry in India is currently growing at a great pace and is expected to go up to
US$ 833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the year
2018 at a CAGR of 10%. As the country has got a high growth rates, the consumer spending
has also gone up and is also expected to go up further in the future. In the last four year, the
consumer spending in India climbed up to 75%. As a result, the India retail industry is
expected to grow further in the future days. By the year 2013, the organized sector is also
expected to grow at a CAGR of 40%.

Retail consists of the sale of goods or merchandise from a fixed location, such as a
department store, boutique or kiosk, or by mail, in small or individual lots for direct
consumption by the purchaser. Retailing may include subordinated services, such as delivery.
Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or
products in large quantities from manufacturers or importers, either directly or through a
wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often
called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers
see the process of retailing as a necessary part of their overall distribution strategy. The term
"retailer" is also applied where a service provider services the needs of a large number of
individuals, such as a public utility, like electric power.

Shops may be on residential streets, shopping streets with few or no houses or in a shopping
mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial
or full roof to protect customers from precipitation. Online retailing, a type of electronic
commerce used for business-to-consumer (B2C) transactions and mail order, are forms of
non-shop retailing.

Shopping generally refers to the act of buying products. Sometimes this is done to obtain
necessities such as food and clothing; sometimes it is done as a recreational activity.
Recreational shopping often involves window shopping (just looking, not buying) and
browsing and does not always result in a purchase.

Etymology

Retail comes from the French word retailer, which refers to "cutting off my hands, clip and
divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a
"sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred,
off my toes paring". Like the French, the word retail in both Dutch and German (detailhandel
and Einzelhandel respectively), also refers to the sale of small quantities of items.

3.3 Types of retail outlets

A marketplace is a location where goods and services are exchanged. The traditional market
square is a city square where traders set up stalls and buyers browse the merchandise. This
kind of market is very old, and countless such markets are still in operation around the whole
world.

In some parts of the world, the retail business is still dominated by small family-run stores,
but this market is increasingly being taken over by large retail chains.

Retail is usually classified by type of products as follows:

  Food products
 Hard goods ("hardline retailers") - appliances, electronics, furniture, sporting goods,
etc.
 Soft goods - clothing, apparel, and other fabrics.

There are the following types of retailers by marketing strategy:

 Department stores - very large stores offering a huge assortment of "soft" and "hard
goods; often bear a resemblance to a collection of specialty stores. A retailer of such
store carries variety of categories and has broad assortment at average price. They
offer considerable customer service.
 Discount stores - tend to offer a wide array of products and services, but they compete
mainly on price offers extensive assortment of merchandise at affordable and cut-rate
prices. Normally retailers sell less fashion-oriented brands. However the service is
inadequate.;
 General merchandise store - a hybrid between a department store and discount store;
 Supermarkets - sell mostly food products;
 Warehouse stores - warehouses that offer low-cost, often high-quantity goods piled on
pallets or steel shelves; warehouse clubs charge a membership fee;
 Variety stores or "dollar stores" - these offer extremely low-cost goods, with limited
selection;
 Demographic - retailers that aim at one particular segment (e.g., high-end retailers
focusing on wealthy individuals).
 Mom-And-Pop or Kirana Stores: is a retail outlet that is owned and operated by
individuals. The range of products are very selective and few in numbers. These
stores are seen in local community often are family-run businesses. The square feet
area of the store depends on the store holder.
 Specialty Stores: A typical specialty store gives attention to a particular category and
provides high level of service to the customers. A pet store that specializes in selling
dog food would be regarded as a specialty store. However, branded stores also come
under this format. For example if a customer visits a Reebok or Gap store then they
find just Reebok and Gap products in the respective stores.
 Convenience Stores: is essentially found in residential areas. They provide limited
amount of merchandise at more than average prices with a speedy checkout. This
store is ideal for emergency and immediate purchases.
 Hypermarkets: provides variety and huge volumes of exclusive merchandise at low
margins. The operating cost is comparatively less than other retail formats. A classic
example is the Metro™ in Bangalore.
 Supermarkets: is a self service store consisting mainly of grocery and limited products
on non food items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The
supermarkets can be anywhere between 20,000-40,000 square feet. Example:
SPAR™ supermarket.
 Malls: has a range of retail shops at a single outlet. They endow with products, food
and entertainment under a roof. Example: Sigma mall and Garuda mall in Bangalore,
Express Avenue in Chennai.
 Category Killers or Category Specialist: By supplying wide assortment in a single
category for lower prices a retailer can "kill" that category for other retailers. For few
categories, such as electronics, the products are displayed at the centre of the store and
sales person will be available to address customer queries and give suggestions when
required. Other retail format stores are forced to reduce the prices if a category
specialist retail store is present in the vicinity. For example: Pai Electronics™ store in
Bangalore, Tata Croma.
 E-tailers: The customer can shop and order through internet and the merchandise are
dropped at the customer's doorstep. Here the retailers use drop shipping technique.
They accept the payment for the product but the customer receives the product
directly from the manufacturer or a wholesaler. This format is ideal for customers
who do not want to travel to retail stores and are interested in home shopping.
However it is important for the customer to be wary about defective products and non
secure credit card transaction. Example: Amazon and Ebay.
 Vending Machines: This is an automated piece of equipment wherein customers can
drop in the money in machine and acquire the products. For example: Soft drinks
vending at Bangalore Airport.
Some stores take a no frills approach, while others are "mid-range" or "high end", depending
on what income level they target.

Other types of retail store include:

 Automated Retail stores are self service, robotic kiosks located in airports, malls and
grocery stores. The stores accept credit cards and are usually open 24/7. Examples
include ZoomShops and Redbox.
 Big-box stores encompass larger department, discount, general merchandise, and
warehouse stores.
 Convenience store - a small store often with extended hours, stocking everyday or
roadside items;
 General store - a store which sells most goods needed, typically in a rural area;

Retailers can opt for a format as each provides different retail mix to its customers based on
their customer demographics, lifestyle and purchase behaviour. A good format will lend a
hand to display products well and entice the target customers to spawn sales.

Retail pricing

The pricing technique used by most retailers is cost-plus pricing. This involves adding a
markup amount (or percentage) to the retailer's cost. Another common technique is suggested
retail pricing. This simply involves charging the amount suggested by the manufacturer and
usually printed on the product by the manufacturer.

In Western countries, retail prices are often called psychological prices or odd prices. Often
prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly
displayed, there can be price discrimination, where the sale price is dependent upon who the
customer is. For example, a customer may have to pay more if the seller determines that he or
she is willing and/or able to. Another example would be the practice of discounting for
youths, students, or senior citizens.
Transfer mechanism

There are several ways in which consumers can receive goods from a retailer:

 Counter service, where goods are out of reach of buyers and must be obtained from
the seller. This type of retail is common for small expensive items (e.g. jewelry) and
controlled items like medicine and liquor. It was common before the 1900s in the
United States and is more common in certain countries.
 Delivery (commerce), where goods are shipped directly to consumer's homes or
workplaces. Mail order from a printed catalog was invented in 1744 and was common
in the late 19th and early 20th centuries. Ordering by telephone is now common,
either from a catalog, newspaper, television advertisement or a local restaurant menu,
for immediate service (especially for pizza delivery). Direct marketing, including
telemarketing and television shopping channels, are also used to generate telephone
orders. Online shopping started gaining significant market share in developed
countries in the 2000s.
 Door-to-door sales, where the salesperson sometimes travels with the goods for sale.
 Self-service, where goods may be handled and examined prior to purchase, has
become more common since the 1920s.

Second hand retail

Some shops sell second-hand goods. In the case of a nonprofit shop, the public donates goods
to the shop to be sold. In give-away shops goods can be taken for free.

Another form is the pawnshop, in which goods are sold that were used as collateral for loans.
There are also "consignment" shops, which are where a person can place an item in a store
and if it sells, the person gives the shop owner a percentage of the sale price. The advantage
of selling an item this way is that the established shop gives the item exposure to more
potential buyers.

Sales techniques

Behind the scenes at retail, there is another factor at work. Corporations and independent
store owners alike are always trying to get the edge on their competitors. One way to do this
is to hire a merchandising solutions company to design custom store displays that will attract
more customers in a certain demographic. The nation's largest retailers spend millions every
year on in-store marketing programs that correspond to seasonal and promotional changes.
As products change, so will a retail landscape. Retailers can also use facing techniques to
create the look of a perfectly stocked store, even when it is not.

A destination store is one that customers will initiate a trip specifically to visit, sometimes
over a large area. These stores are often used to "anchor" a shopping mall or plaza, generating
foot traffic, which is capitalized upon by smaller retailers.

Customer service

According to the bookDiscovery-Based Retail, customer service is the "sum of acts and
elements that allow consumers to receive what they need or desire from your retail
establishment." It is important for a sales associate to greet the customer and make himself
available to help the customer find whatever he needs. When a customer enters the store, it is
important that the sales associate does everything in his power to make the customer feel
welcomed, important, and make sure he leave the store satisfied. Giving the customer full,
undivided attention and helping him find what he is looking for will contribute to the
customer's satisfaction.

Retail Sales

The Retail Sales report is published every month. It is a measure of consumer spending, an
important indicator of the US GDP. Retail firms provide data on the dollar value of their
retail sales and inventories. A sample of 12,000 firms is included in the final survey and
5,000 in the advanced one. The advanced estimated data is based on a subsample from the US
CB complete retail &food services sample.
3.4 Company Profile

About The Future Group

Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India's
leading business houses with multiple businesses spanning across the consumption space.
While retail forms the core business activity of Future Group, group subsidiaries are present
in consumer finance, capital, insurance, leisure and entertainment, brand development, retail
real estate development, retail media and logistics.

Future Group understands the soul of Indian consumers. As one of India’s retail pioneers
with multiple retail formats, we connect a diverse and passionate community of Indian
buyers, sellers and businesses. The collective impact on business is staggering: Around 300
million customers walk into our stores each year and choose products and services supplied
by over 30,000 small, medium and large entrepreneurs and manufacturers from across India.
And this number is set to grow.

Future Group employs 30,000 people directly from every section of our society. We source
our supplies from enterprises across the country, creating fresh employment, impacting
livelihoods, empowering local communities and fostering mutual growth.

We believe in the ‘Indian dream’ and have aligned our business practices to our larger
objective of being a premier catalyst in India’s consumption-led growth story. Working
towards this end, we are ushering positive socio-economic changes in communities to help
the Indian dream fly high and the ‘Sone Ki Chidiya’ soar once again. This approach remains
embedded in our ethos even as we rapidly expand our footprints deeper into India.

Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the group's core value of 'Indianness'. The
group's corporate credo is, 'Rewrite rules, Retain values'.

About FutureBazaar.com

FutureBazaar.com is the e-commerce arm of the Future Group. FutureBazaar provides an

integrated shopping site where consumers are able to buy products from our flagship stores
including eZone, Pantaloons and Big Bazaar online and get home delivery of products.
FutureBazaar delivers across more than 1500 cities and towns in India covering 16,000 pin
codes. FutureBazaar carries genuine products and offers manufacturer's warranty (as opposed
to Seller's warranty) which most other sites offer. FutureBazaar offers products where the
complete supply chain is managed by Future Group entities unlike other sites that are
marketplaces.

By the virtue of being a part of Future Group, FutureBazaar is able to offer a wide range of
genuine products at very competitive prices, confidence of buying from a trusted source and
the convenience of returning in our physical stores.

About Big Bazaar

Big Bazaar is not just another hypermarket. It caters to every need of your family. Where
Big Bazaar scores over other stores is its value for money proposition for the Indian
customers.

At Big Bazaar, you will definitely get the best products at the best prices - that's what we
guarantee. With the ever increasing array of private labels, it has opened the doors into the
world of fashion and general merchandise including home furnishings, utensils, crockery,
cutlery, sports goods and much more at prices that will surprise you. And this is just the
beginning. Big Bazaar plans to add much more to complete your shopping experience.

About Pantaloons

Pantaloons are among India's largest chains of fashion stores. Pantaloons Fresh Fashion,
with its focus on 'fresh look, feel and attitude' offers, trendy and hip collections that are in
sync with the hopes and aspirations of discerning young and 'young-at-heart' consumers.

Pantaloons Fresh Fashion stands out as a fashion trendsetter, on the lines of how fashion is
followed internationally. This 'fresh fashion' destination allows customers to shop for the
latest in fashion apparel and accessories throughout the year in an attractive and visually
stimulating ambience.
Pantaloons Fresh Fashion stores have presence with stores not just in Metros but also in
smaller towns. All stores have a wide variety of categories like casual wear, ethnic wear,
formalwear, party wear and sportswear for Men, Women and Kids.

About eZone

eZone, with the catch phrase 'experience electronics' is an experience led lifestyle format that
brings together the best in national and international consumer electronic and durables brands
in a family-centric environment.

Typically in excess of 12,000 square feet in size, an eZone store truly enables you to
experience electronics, through three dedicated zones - Liberation Zone, Experience Zone
and Home Zone. The Liberation Zone offers personal products like computers, laptops,
handy cams, MP3 players and mobile phones. While entertainment products such as Plasma /
LCD, Flat TV's, Home Theatre systems, DVD players, and Stereo systems are displayed in
the Experience Zone. And in the Home Zone segment, one gets to pick electronic goods of
his or her choice including Refrigerators, Air Conditioners, washing machines and
Microwave ovens among other kitchen related appliances.

eZone is not only about showcasing electronics products and gadgets, but providing you with
a complete shopping experience through touch & feel, allowing you to pick and choose from
an array of best of brands under one roof. eZones are primarily stand alone concepts, but are
also present within the Central malls.

The Big Bazaar is a useful place to find cheap household items, clothes, and food all under
one roof. However, the chaos and crowds often make shopping there a challenge.

Pros

 Low prices.
 Great sales and promotions.
 Wide range of products under the one roof.
 Many stores.

Cons

 Overcrowded.
  Checkout can be extremely slow.
 Complaints of poor customer service and overcharging.
 Quality is variable.

Description

 Outlets in around 60 locations across India.

 Sells furniture, electronics, clothes, cookware, cosmetics, household items, food, gifts,
jewelry, and books.
 Also has special Food Bazaar outlets.
 Most stores open from 10 a.m. until 9.30-10 p.m. daily.

Guide Review - Review of Big Bazaar India

There was a time not so long ago that large department stores were a completely foreign
concept in India -- but not anymore. The Big Bazaar is one such department store to have set
up shop across the country. Since its first outlet opened in Kolkata in late 2001, the Big
Bazaar has spread to towns and cities at an alarming rate.

These multi-level shopping meccas stock everything from food to fridges, and cookware to
clothes. However, the Big Bazaar isn't your ordinary department store. It's been especially
designed to appeal to the Indian consumer. You may be thinking, what does that mean? In
short, organized chaos.

With a slogan of "Is se sastaauracchakahinnahi!" ("Nowhere cheaper or better than this!"),

the Big Bazaar targets itself directly at the average Indian's love of following the crowd and
scrambling for a good discount.

You won't find neatly ordered aisles at the Big Bazaar. Instead, stores are laid out to replicate
a market environment, with items all thrown in together. Promotions such as "SabseSaste
Teen Din" (Cheapest Three Days) and "Purana Do, Naya Lo" (Give Old, Take New) result in
shoppers flooding the stores, to the point that some stores have become so overcrowded
they've had to close.

If you visit the Big Bazaar in the daytime during the week, it is possible to have a deceptively
pleasant and hassle free shopping experience.
However, don't make the mistake of going there during a sale, on holidays, evenings, or on
Sunday. When I did this, I had to wait for almost an hour just to be served at the checkout.
Forget about getting the all items I wanted, I was happy to get out of there in one piece!

I've also found that the full price is all too often charged on sale items, so do check your
receipt to make sure that discounts have been properly recorded.

Timeline

2001

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

2002

 Big Bazaar - 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

 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004

 Big Bazaar 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

 Initiates the implementation of SAP and pilots a RFID project at its central warehouse
in Tarapur
 Launches a unique 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.

2006

 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367
shopping bill. The Sangli farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for housewives
 Navaras – the jewellery store launched within Big Bazaar stores

2007

 The 50th Big Bazaar store is launched in Kanpur

 Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping
portal
 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save The
Children India Fund
 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.

2008

 Big Bazaar becomes the fastest growing hypermarket format in the world with the
launch of its 101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar
 Big Bazaar joins the league of India’s Business Super brands. It is voted among the
top ten service brands in the country in the latest Pitch-IMRB international survey
  Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to provide
exceptional deals on groceries and food items during the first week of every month.

2009

 Big Bazaar opens its second store in Assam at Tinsukia

 Big Bazaar initiates MahaAnnasantarpane program at its stores in South India – a
unique initiative to offer meals to visitors and support local social organizations
 Big Bazaar captures almost one-third share in food and grocery products sold through
modern retail in India
 Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar
 Big Bazaar announced the launch of 'The Great Exchange Offer'
 Formed a joint venture with Hidesign to launch Holii, a new brand of handbags,
laptop bags and other accessories.

2010

 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the

group’s value retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year.
Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most Preferred
Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and
entrepreneurs with around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur at Z Square Mall
 Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest leather
tannery garrison of Asia
 VidyaBalan was chosen as the brand ambassador of Big Bazaar's Price Challenge
exercise
 Ranked 6 among the Top 50 Service Brands in India.
2011

 Big Bazaar forays into 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
 Future Group has launched its latest venture, Foodhall – a premium food destination
across 10 metros in India
 For the convenience of the online customers, Big Bazaar has started free shipping on
all orders above Rs. 1000
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand
bakery products, which would be sold exclusively at Big Bazaar stores.

2012

 Big Bazaar entered into a five year multi-million dollar deal with Cognizant
Technology Solutions for IT infrastructure services that support Future Group's
network of stores, warehouses, offices, and data centers.
 Partnered with Disney to launch "Kidz Cookies", exclusively for kids across India.
 Big Bazaar is planning to add further value to its retail services by offering Value
added services like grinding, de-seeding, vegetables cutting at free of cost.

2013

 Future Group-owned Big Bazaar is set to go ahead with its virtual franchisee

programme -- Big Bazaar Direct. The retail chain has completed a pilot project for

this in Nagpur, a company official said.

 "This is a hybrid model, which has benefit of both e-commerce and physical retail,"

said VivekBiyani, director of Big Bazaar Direct.

 The company will be looking at building franchisees or agents across the country and

has set a target of 10,000 franchisees by the end of 2015 or 50,000 franchisees in three

to four years.
  Through this model, the Rs. 9,000-crore Big Bazaar chain will look at making agents

who could be a kiranawala (mom-and-pop stores), an individual businessman or even

a housewife. The agent will take orders from customers and send it to the Big Bazaar

who in turn will deliver the goods at the doorsteps. This business model does not

require the franchisee or the agent to have an inventory."

 "Through this model we tried to provide a human interface of e-commerce. Every

agent has a joining fee of Rs.1 lakh and we provide them with a tablet with the help of

which they can place order with us and track the order. They need to pay another Rs.2

lakh towards security deposit and advance account each," Biyani said.

 Advance account is the money deposited with the Big Bazaar group against which an

agent places order.

 The company now has 150 agents in Nagpur.

 "Now, we will focus in Delhi, Mumbai, Hyderabad and Gujarat and by March we

expect to make 1,000 agents," he said.

 Asked about the rationale behind this model, Biyani said there were many aspirant

customers to whom the product cannot reach. "We cannot put up a Big Bazaar

everywhere. But this model will help us reach to many more new customers."

 At present, Big Bazaar has 240 stores across the country. With this model the

company expects to go to Mumbai, Delhi, Gujarat, Hyderabad, Rajasthan, Pune and

Indore to achieve the targeted numbers of agents.

 About the amount of business this model would generate, Biyani said: "In future we

expect every agent to get Rs.4-Rs.5 lakh business every month."

2014

 Future Group partnered with the Fortune 500 company and one of the largest online
shopping destination, Amazon
 Future Consumer Enterprises Limited acquired one of the India's oldest supermarket
chains in India with origins dating back to 1905 ,Nilgiris.
 Future Supply Chain acquired New Delhi based processed-foods supply chain
company, Brattle Foods
 Future Group partnered with world's leading customer science company, dunnhumby
for data analytics services
 Future Group announced its strategic tie-up with SAP company hybris, that delivers
OmniCommerce™: state-of-the-art master data management for commerce and
unified commerce processes to its clients.
 India's First Mega Food Park was inaugurated by India's Honourable PM Shri
Narendra Modi at Tumkur Karnataka
 Central completed its 10 glorious years of serving customers
 HomeTown underwent a complete makeover with a new tagline, 'The Art of Better
Living', logo and in-store branding.
 Future Group's premium food destination Foodhall launched in Saket, New Delhi.
 Big Bazaar and Ezone were voted as one of the Top 50 Most Trusted Brands in the
country in the Brand Equity Survey 2013 conducted by Nielson. The survey also
revealed that Big Bazaar is the 4th Most Trusted Service Brand of the country
 fbb ties up with India's largest Beauty Pageant Femina Miss India 2014
 A New Generation Big Bazaar, Big Bazaar Family Centre was launched at Alcove in
Kolkata on January 6, 2014
 CHAPTER-III
REVIEW OF LITERATURE
Human Resource Management System (HRMS) or Human Resource Information System
(HRIS), refers to the systems and processes at the intersection between human resource management
(HRM) and information technology. It merges HRM as a discipline and in particular its basic HR
activities and processes with the information technology field, whereas the programming of data
processing systems evolved into standardized routines and packages of enterprise resource planning
(ERP) software. On the whole, these ERP systems have their origin on software that integrates
information from different applications into one universal database. The linkage of its financial and
human resource modules through one database is the most important distinction to the individually
and proprietary developed predecessors, which makes this software application both rigid and
flexible.

Purpose

The function of Human Resources departments is generally administrative and common to all
organizations. Organizations may have formalized selection, evaluation, and payroll processes.
Efficient and effective management of "Human Capital" progressed to an increasingly imperative and
complex process. The HR function consists of tracking existing employee data which traditionally
includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual
workload of these administrative activities, organizations began to electronically automate many of
these processes by introducing specialized Human Resource Management Systems. HR executives
rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the
client–server architecture evolved in the late 1980s, many HR automation processes were relegated to
mainframe computers that could handle large amounts of data transactions. In consequence of the
high capital investment necessary to buy or program proprietary software, these internally-developed
HRMS were limited to organizations that possessed a large amount of capital. The advent of client–
server, Application Service Provider, and Software as a Service SaaS or Human Resource
Management Systems enabled increasingly higher administrative control of such systems. Currently
Human Resource Management Systems encompass:

1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/Learning Management System
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee time and attendance,
calculating various deductions and taxes, and generating periodic pay cheques and employee tax
reports. Data is generally fed from the human resources and time keeping modules to calculate
automatic deposit and manual cheque writing capabilities. This module can encompass all employee-
related transactions as well as integrate with existing financial management systems.

The work time module gathers standardized time and work related efforts. The most advanced
modules provide broad flexibility in data collection methods, labor distribution capabilities and data
analysis features. Cost analysis and efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to administer and track
employee participation in benefits programs. These typically encompass insurance, compensation,
profit sharing and retirement.

The HR management module is a component covering many other HR aspects from application to
retirement. The system records basic demographic and address data, selection, training and
development, capabilities and skills management, compensation planning records and other related
activities. Leading edge systems provide the ability to "read" applications and enter relevant data to
applicable database fields, notify employers and provide position management and position control.
Human resource management function involves the recruitment, placement, evaluation, compensation
and development of the employees of an organization. Initially, businesses used computer based
information systems to:

 produce pay checks and payroll reports;

 maintain personnel records;
 pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to garner
potential candidates for available positions within an organization. Talent Management systems
typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;
 recruiting through company-facing listings;
 recruiting through online recruiting sites or publications that market to both recruiters and
applicants.
The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and
across general or industry-specific job boards and maintaining a competitive exposure of availabilities
has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and track employee training
and development efforts. The system, normally called a Learning Management System if a standalone
product, allows HR to track education, qualifications and skills of the employees, as well as outlining
what training courses, books, CDs, web based learning or materials are available to develop which
skills. Courses can then be offered in date specific sessions, with delegates and training resources
being mapped and managed within the same system. Sophisticated LMS allow managers to approve
training, budgets and calendars alongside performance management and appraisal metrics.

The Employee Self-Service module allows employees to query HR related data and perform some
HR transactions over the system. Employees may query their attendance record from the system
without asking the information from HR personnel. The module also lets supervisors approve O.T.
requests from their subordinates through the system without overloading the task on HR department.

“Employee behavior on organizational productivity ” is a term that refers to relationship development

and management between employers and their employees. There are a lot of different issues that can
affect employee satisfaction, which has a direct result on employee productivity and overall corporate
culture. Employee behavior on organizational productivity can be driven by using employee surveys
to directly engage your employees in the issues that are most important to them.
Some of the core issues that can be controlled with effective Employee behavior on organizational
productivity are:

 Communication – Open communication both amongst your employees and between the
employees and the management team is imperative. When employees feel that they can’t be
heard, they may become frustrated, leading to lowered employee morale. Lowered morale
can result in lowered productivity and an uncomfortable, or even hostile, work environment.
Employee surveys can give you a thorough understanding of how your employees feel about
communication in your work environment.
 Conflict management – When problems arise, it is important to understand how to handle
them. This is a fundamental aspect of Employee behavior on organizational productivity .
Sometimes those conflicts occur between employees and employers. EmployeeSurveys.com
can provide you the necessary tools to help you negotiate and manage conflicts in your
business.
 Employee growth – Employees that feel they are only required to put in their hours and go
home will do just that. Employees that feel they can become a valuable asset based on their
 work, as well as their ability to provide important ideas, offer input, and perhaps pursue
growth opportunities within the company, will create a positive atmosphere within the
corporate culture.

Focusing on Employee behavior on organizational productivity can have profound effects on how
your business operates. Conducting employee surveys is a useful tool towards reaching a beneficial
level of Employee behavior on organizational productivity because they provide an opportunity for
candid feedback and analysis that isn’t achievable in typical business communication.

The term "Employee behavior on organizational productivity " (acronym ERM), translate as
"management of the relationship with the employees" refers to the use of technologies in the
management of human resources. This concept is based on client relationship management, with the
employee at its center.

This involves implementing a dedicated information system for the management of human resources
(generally referred to as HRIS), which makes it possible to cover all problems that are related with the
relationship between a company and its employees, in particular:

 Training, i.e. the preparation of an overall training plan of the company which makes it
possible to handle a catalog of compulsory or optional internships, requests by employees,
and tracking of training actions;
 Pay, to prepare a statement of payments and mailing of salary bulletins;
 Recruiting, in particular follow-up on recruiting interviews and new recruits;
 Competence and career management, consisting in the implementation of a competence
reference standard which permits improved management of jobs within the enterprise and in-
house transfers. The goal is to value human assets by prioritizing the competences,
knowledge, and know-how of the employees;
 Time management, i.e. the management and quantification of the activity of the employees
of the company, in particular with a view to compliance with existing laws (reduction of
working hours, payment of overtime, accounting of vacation, work breaks and absences);
 Internal communication, which permits sensitization and transversal information, which
makes it possible to break the isolation of the different sectors of the enterprise.

Human Resource vendors as well as Customer Relationship Management Vendors are trying to offer
solutions for Employee behavior on organizational productivity . Employee behavior on
organizational productivity is a science as old as business itself. One of the first technologies to
improve Employee behavior on organizational productivity hip was the telephone and later the fax. So
what is Employee behavior on organizational productivity all about?

Defining Employee behavior on organizational productivity is more difficult than defining something
like Customer Relationship management. The nature of the relationship between a company and
employee is far more complex than the relationship with customers. Customers simply go off to
competitors when the relationship is not working while unhappy employees can remain for long
periods in the company. Customers only experiences the company at some key points of truth while
employees are daily experiencing a relationship with their employer. The employee experience the
relationship with the employer from the moment the employee enters into a workspace. Their
moments of truth is overshadowed by a total experience over a period of time.

The question is however: "Why do we need Employee behavior on organizational productivity ?".
Before answering this question we need to reflect on what constitutes a relationship.

We have a relationship between two parties when;

- they feel close to each other,
- they have report with each other,
- they interact well,
- they communicate,
- they are sympathetic to each other
- they are responsive,
- they feel empathy with each other.

A good relationship is a relationship where there is a reciprocal exchange of value between two
parties. Both parties must want to be part of that relationship and contribute to the relationship to
work.

We believe that Employee behavior on organizational productivity will improve productivity by

improving:
- Employee morale
- Employee loyalty
- Employee turnaround
- Employee communication
- Employee change readiness

The problem with a relationship is that it is much like an iceberg. The visible part of the relationship is
only the tip of the iceberg that is visible above the water level. Most of the factors that determine the
quality of a relationship is beneath the water. All these are done with the aim of improving
productivity rather than interacting with employees.

The question is: Can Technology can help improve Employee behavior on organizational productivity
hips especially if such a large part of the relationship is based on hidden element?

Technology has already contributed to improving Employee behavior on organizational productivity

hips:
- Companies already employ HR systems to ensure that employees get paid out the correct salaries on
time
- HR system allows employees to manage training as well as their leave.
- Advance companies have performance measurement systems that assist with the monitoring and
feedback of performance by linking it to bonus schemes.
- Work flow systems help to manage and coordinate the flow of work to and from employees.
- Organisational structure diagramming helped to make reporting lines and responsibilities clear.
- Business information management technologies provides employees with up to date information.
- Knowledge management technologies help employees to share knowledge of what is happening in
the company.
- Email, company portals and electronic calendars are already tools in use in most companies.
- Chief Executives have use blogging as a means to directly communicate with employees.
- Online self training courses helps employees to stay up to date with the latest developments in the
industry

These technologies improved efficiencies rather than relationships. The question is: "Can these
technologies really help to improve Employee behavior on organizational productivity hips?" I think
they can if these technologies are integrated and shaped around the needs of each employee.

A company will benefit only from Employee behavior on organizational productivity technologies if
there are clear guidelines and rules of how these technologies should be used. A culture that values the
employee must pervade the organisation before these technologies can begin to make a positive
contribution. Without a clear management adoption of employee centered values these technologies
can become a destructive force which spread a negative morale rather than a positive one. Employee
behavior on organizational productivity tools breaks down the dependency on hierarchical command
and control systems and introduces more and more a self organizing culture of employees that are
networked to collaborate on points of need.
Technology can definitely assist but old style interpersonal skills and conflict resolution techniques
are still forming the baseline requirements for effective Employee behavior on organizational
productivity .

Maintaining healthy Employee behavior on organizational productivity in an organization is a pre-

requisite for organizational success. Strong Employee behavior on organizational productivity are
required for high productivity and human satisfaction. Employee behavior on organizational
productivity generally deal with avoiding and resolving issues concerning individuals which might
arise out of or influence the work scenario. Strong employee relation depends upon healthy and safe
work environment, cent percent involvement and commitment of all employees, incentives for
employee motivation, and effective communication system in the organization. Healthy Employee
behavior on organizational productivity lead to more efficient, motivated and productive employees
which further lead to increase in sales level.

Good employee relation signifies that employees should feel positive about their identity, their job as
well as about being a part of such a great organization. Despite the importance of strong and healthy
Employee behavior on organizational productivity , there are circumstances in the life of every
organization when employee and management relations are hampered. Instances of such
circumstances are as follows-

1. When the employees do not behave as per accepted norms of behaviour, it is known as
employee indiscipline. Absenteeism, change in employee’s behaviour, slow performance and
grievances are all forms of employee indiscipline. Thus, when the employees fail to meet
management expectations in terms of standard performance and behaviour, it is referred to as
indiscipline. In such cases, it must be ensured by the management that steps should be taken
so that employee’s behaviour is in conformity with the managerial expectations.
2. Similarly, the employees also expect from the management to provide them a safe working
environment, fair treatment, proper incentives, participation in decisions, and needs
satisfaction. The failure on part of management to meet these expectations is termed as
employee grievance.
3. When the employees fail to meet their own expectations whether in terms of personal goals,
career goals, performance, self-respect, etc it is referred to as employee stress. Excessive
workload, insufficient workload, peer pressure, excessive/unreasonable use of authority by
the management, lack of promotional opportunities, nature of job, etc all again lead to
employee stress.

All the above mentioned organizational factors influencing employees relation must be carefully
tackled. An optimistic approach to strengthen disciplinary culture rooted on shared norms of
employees should be adopted. An effective grievance redressal system should be there. Stress
management strategies should be followed in the organization.

Improving Employee behavior on organizational productivity

Employee behavior on organizational productivity must be strengthened in an organization. To do so,

following points must be taken care of:-

i. Employee has expectation of fair and just treatment by the management. Thus, management
must treat all employees as individuals and must treat them in a fair manner. Employee
favoritism should be avoided.
ii. Do not make the employees’ job monotonous. Keep it interesting. Make it more challenging.
This can be done by assigning employees greater responsibilities or indulging them in training
programmes.
iii. Maintain a continuous interaction with the employees. Keep them updated about company’s
policies, procedures and decisions. Keep the employees well-informed. Informed employees
will make sound decisions and will remain motivated and productive. Also, they will feel as a
member of organizational family in this manner.
iv. Employees must be rewarded and appreciated for a well-done job or for achieving/over-
meeting their targets. This will boost them and they will work together as a team.
v. Encourage employee feedback. This feedback will make the employers aware of the concerns
of employees, and their views about “you” as an employer.
vi. Give the employees competitive salary. They should be fairly paid for their talents, skills and
competencies.
vii. Be friendly but not over-friendly with the employees. Build a good rapport with the
employee. The employee should feel comfortable with the manager/supervisor rather than
feeling scared.
The importance of Employee behavior on organizational productivity and organizational
communication cannot be emphasized enough. To maintain a strong relationship the culture
must be acknowledged and looked upon frequently.

There are several different sub organizations or organisms within a company that need to
communicate well in all directions, up, down and horizontally.

There are three hard questions that should be asked when analyzing effective organizational
communication.

1. Is management able to communicate effectively with employees?

2. Is communication trusted and does it relay appropriate information to employees?

3. Has management communicated its commitment to its employees and to fostering a

rewarding work environment?

There is one thing that can be trusted in all fields of communication and that is that it is
messy. An organization need to function like the body that has many different organisms that
work together to build on whole unit. If communication is cut off in any way the whole body
will have a problem, therefore the emphasis on free-flowing communication.

The five principles to a smooth and cohesive organization are, 1. Respect-without mutual
respect and value for both parties there may be a resistance that hinders a good working
relationship.2. Honest Feedback-Candid feedback helps employees understand what is going
on and therefore has the opportunity to correct and improve. 3. recognition Employees need
to feel like they are a part of the organization, their opinion and effort should be recognized to
make it a team.4. voice Everyone needs to have a say in what is going on, this does not
diminish the managerial authority but merely lets everyone have an opinion.
5. Encouragment-Money and benefits may serve as an incentive for employees to take part
and work harder but workers need to be acknowledged to know their value and status.

All of these components are essential to a greater working relationship within an organization
to improve results and maintain harmony.
The most important and often most expensive resource a company has is its “human” resource.
Because of its cost and importance it makes sense to ensure that this resource is operating as
productively as possible. Sometimes this may mean dealing with conflict issues in the workplace and
at other times it may mean finding proactive ways to keep employees happy and productive.

Employee behavior on organizational productivity often includes:

 Employee issues
 Management coaching
 Discipline
 Harassment

strategic HR inc. can assist with Employee behavior on organizational productivity by:

 Coaching managers and employees on how to handle Employee behavior on organizational

productivity issues to avoid escalation and legal impacts on the organization
 Advising on how to handle and document corrective action plans and disciplinary actions
 Investigating, obtaining statements, and making recommendations for further action
 Identifying retention solutions to help improve turnover and employee morale
 Developing training solutions to help build a collaborative workforce
 Community Relations Programs
 Recreational/Social Events
 Employee Recognition Programs
 Suggestion Programs
 Absenteeism
 Termination
 Retention strategies

Industrial relations is a multidisciplinary field that studies the employment relationship.

Industrial relations is increasingly being called employment relations because of the
importance of non-industrial employment relationships. Many outsiders also equate industrial
relations to labour relations and believe that industrial relations only studies unionized
employment situations, but this is an oversimplification.
Overview

Industrial relations has three faces: science building, problem solving, and ethical In the
science building face, industrial relations is part of the social sciences, and it seeks to
understand the employment relationship and its institutions through high-quality, rigorous
research. In this vein, industrial relations scholarship intersects with scholarship in labor
economics, industrial sociology, labor and social history, human resource management,
political science, law, and other areas. In the problem solving face, industrial relations seeks
to design policies and institutions to help the employment relationship work better. In the
ethical face, industrial relations contains strong normative principles about workers and the
employment relationship, especially the rejection of treating labor as a commodity in favor of
seeing workers as human beings in democratic communities entitled to human rights."The
term human relations refers to the whole field of relationship that exists because of the
necessary collaboration of men and women in the employment process of modern industry."It
is that part of management which is concerned with the management of enterprise -whether
machine operator,skilled worker or manager.It deals with either the relationship between the
state and employers and workers organisation or the relation between the occupational
organisation themselves.

Industrial relations scholarship assumes that labor markets are not perfectly competitive and
thus, in contrast to mainstream economic theory, employers typically have greater bargaining
power than employees. Industrial relations scholarship also assumes that there are at least
some inherent conflicts of interest between employers and employees (for example, higher
wages versus higher profits) and thus, in contrast to scholarship in human resource
management and organizational behavior, conflict is seen as a natural part of the employment
relationship. Industrial relations scholars therefore frequently study the diverse institutional
arrangements that characterize and shape the employment relationship—from norms and
power structures on the shop floor, to employee voice mechanisms in the workplace, to
collective bargaining arrangements at a company, regional, or national level, to various levels
of public policy and labor law regimes, to "varieties of capitalism" (such as corporatism),
social democracy, and neoliberalism).

When labor markets are seen as imperfect, and when the employment relationship includes
conflicts of interest, then one cannot rely on markets or managers to always serve workers’
interests, and in extreme cases to prevent worker exploitation. Industrial relations scholars
and practitioners therefore support institutional interventions to improve the workings of the
employment relationship and to protect workers’ rights. The nature of these institutional
interventions, however, differ between two camps within industrial relations.The pluralist
camp sees the employment relationship as a mixture of shared interests and conflicts of
interests that are largely limited to the employment relationship. In the workplace, pluralists
therefore champion grievance procedures, employee voice mechanisms such as works
councils and labor unions, collective bargaining, and labor-management partnerships. In the
policy arena, pluralists advocate for minimum wage laws, occupational health and safety
standards, international labor standards, and other employment and labor laws and public
policies. These institutional interventions are all seen as methods for balancing the
employment relationship to generate not only economic efficiency, but also employee equity
and voice. In contrast, the Marxist-inspired critical camp sees employer-employee conflicts
of interest as sharply antagonistic and deeply embedded in the socio-political-economic
system. From this perspective, the pursuit of a balanced employment relationship gives too
much weight to employers’ interests, and instead deep-seated structural reforms are needed to
change the sharply antagonistic employment relationship that is inherent within capitalism.
Militant trade unions are thus frequently supported.

History

Industrial relations has its roots in the industrial revolution which created the modern
employment relationship by spawning free labor markets and large-scale industrial
organizations with thousands of wage workers. As society wrestled with these massive
economic and social changes, labor problems arose. Low wages, long working hours,
monotonous and dangerous work, and abusive supervisory practices led to high employee
turnover, violent strikes, and the threat of social instability. Intellectually, industrial relations
was formed at the end of the 19th century as a middle ground between classical economics
and Marxism, with Sidney Webb and Beatrice Webb’s Industrial Democracy (1897) being
the key intellectual work. Industrial relations thus rejected the classical econ.

Institutionally, industrial relations was founded by John R. Commons when he created the
first academic industrial relations program at the University of Wisconsin in 1920. Early
financial support for the field came from John D. Rockefeller, Jr. who supported progressive
labor-management relations in the aftermath of the bloody strike at a Rockefeller-owned coal
mine in Colorado. In Britain, another progressive industrialist, Montague Burton, endowed
chairs in industrial relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was
formalized in the 1950s with the formation of the Oxford School by Allan Flanders and Hugh
Clegg.

Industrial relations was formed with a strong problem-solving orientation that rejected both
the classical economists’ laissez faire solutions to labor problems and the Marxist solution of
class revolution. It is this approach that underlies the New Deal legislation in the United
States, such as the National Labor Relations Act and the Fair Labor Standards Act.

Theoretical perspectives
Industrial relations scholars have described three major theoretical perspectives or
frameworks, that contrast in their understanding and analysis of workplace relations. The
three views are generally known as unitarism, pluralist and radical. Each offers a particular
perception of workplace relations and will therefore interpret such events as workplace
conflict, the role of unions and job regulation differently. The radical perspective is
sometimes referred to as the "conflict model", although this is somewhat ambiguous, as
pluralism also tends to see conflict as inherent in workplaces. Radical theories are strongly
identified with Marxist theories, although they are not limited to kosala

Unitary perspective

In unitarism, the organization is perceived as an integrated and harmonious whole with the
ideal of "one happy family", where management and other members of the staff all share a
common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a
paternalistic approach where it demands loyalty of all employees, being predominantly
managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between employees
and organizations are considered mutually exclusive, where there can't be two sides of
industry. Conflict is perceived as disruptive and the pathological result of agitators,
interpersonal friction and communication breakdown.

Pluralist perspective

In pluralism the organization is perceived as being made up of powerful and divergent sub-
groups, each with its own legitimate loyalties and with their own set of objectives and
leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the
management and trade unions.

Consequently, the role of management would lean less towards enforcing and controlling and
more toward persuasion and co-ordination. Trade unions are deemed as legitimate
representatives of employees, conflict is dealt by collective bargaining and is viewed not
necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and
positive change.

Marxist/Radical perspective

This view of industrial relations looks at the nature of the capitalist society, where there is a
fundamental division of interest between capital and labour, and sees workplace relations
against this background. This perspective sees inequalities of power and economic wealth as
having their roots in the nature of the capitalist economic system. Conflict is therefore seen as
inevitable and trade unions are a natural response of workers to their exploitation by capital.
Whilst there may be periods of acquiescence, the Marxist view would be that institutions of
joint regulation would enhance rather than limit management's position as they presume the
continuation of capitalism rather than challenge it.

Industrial Relations Today

By many accounts, industrial relations today is in crisis. In academia, its traditional positions
are threatened on one side by the dominance of mainstream economics and organizational
behavior, and on the other by postmodernism. In policy-making circles, the industrial
relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the
laissez faire promotion of free markets. In practice, labor unions are declining and fewer
companies have industrial relations functions. The number of academic programs in
industrial relations is therefore shrinking, and scholars are leaving the field for other areas,
especially human resource management and organizational behavior. The importance of
work, however, is stronger than ever, and the lessons of industrial relations remain vital. The
challenge for industrial relations is to re-establish these connections with the broader
academic, policy, and business worlds.
 CHAPTER-4

DATA ANALYSIS
 DATA ANALYSIS
1. Rate your level of satisfaction with the working culture of the
organization?
a.Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

TableNo: 5.1
TableTitle: Working Culture.
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 01 05%
2. Satisfied 18 90%
3. Average 01 05%
4. Dissatisfied 00 00%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

000 0

1 2 3 4

Interpretation:
As graph shows almost all the employees are satisfied with the working culture
of the Organization.This says that the work culture of organization is good and
satisfying according to employees opinion.
2. Are you satisfied with your relations with your coworkers?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied
e. Highly Dissatisfied

TableNo: 5.2
Table title: Relations with coworkers
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 01 05%
2. Satisfied 18 90%
3. Average 00 00%
4. Dissatisfied 01 05%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

25
20
15
10
5
Percentage
0
No. of Respondents
-
Highly Satisfied

Satisfied

Highly Dissatisfied
Average

Dissatisfied

1 2 3 4 5 TOTAL

Interpretation:
According to graph almost all the employees are satisfied with their relations with
their coworkers.
But there are very few employees who is not satisfied with the relations with their
coworkers.
 3. Do you get Support from manager/supervisor for your work?
a. Yes b. No c. Not Applicable To Me

Table No: 5.3

Table Title: Suport from manager.
Sr. No. Attributes No. Of Percentage
Respondents
1. Yes 19 95%
2. No 01 05%
3. Not Applicable To Me 00 00%
TOTAL - 20 100%

Interpretation:
The interpretation from this graph is that the managers or supervisors of the
organization are supportive for employees. But there is employees who are
feeling neglected or not getting support from managers or supervisors of the
organization.
 1. To what extent do you agree with the following statement: I would
recommend this company as a Great Place to Work?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

TableNo: 5.4
Table Title: Opinion About Organization
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 02 10%
2. Satisfied 15 75%
3. Average 03 15%
4. Dissatisfied 00 00%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

0000

0 0 0 0 0

Interpretation:
The interpretation from this graph is that almost all the employees are happy
with the work culture of the organization and they recommend this organization
as the great place to work.
 5. Are you satisfied with your relation with your immediate
supervisor?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

Table No: 5.5

Table Title: Relation With Supervsor
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 03 15%
2. Satisfied 14 70%
3. Average 02 10%
4. Dissatisfied 01 05%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

00

0 0 0 0 0

Interpretation:
The interpretation from the graph is that the employees relation with their
immediate supervisor is good. But there are some of employees who are not
satisfied with the relation with their immediate supervisor of the organizatin.
 6. Do you know how you are part of company’s vision and your role for
that?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

TableNo: 5.6
Table Title: Awareness About Vision
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 00 00%
2. Satisfied 14 70%
3. Average 05 25%
4. Dissatisfied 01 05%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

00
1

14

a) Highly Satisfied b) Satisfied c) Average

d) Dissatisfied e) Highly Dissatisfied

Interpretation:
There are employees who know how they are part of company’s vision and their
role for that.
But it can be observed that the some of the employees don’t have any clear idea
about organization vision and their role for that.
 7. Is there good communication from managers to employees in The
Company?
a. Yes b. No c. To some extent.

TableNo: 5.7
Table Title: Communication.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 15 20%
2. No 01 05%
3. To some extent. 04 20%
TOTAL - 20 100%

No. Of Respondents

20%

5% a) Yes
b) No
c) To some extent.
75%

Interpretation:
Here the some of employees think that there is not proper communication
between the managers and employees in organization.
But more than 70% employees are satified with Comminication between
employee and employer
 8. People in your department communicate sufficiently with one
another?
a. Yes b. No c. To some extent.

TableNo: 5.8
Table Title: Communication Between Colleagues.
Sr. No Attributes No. Of Percentage
Respondents
1. a) Yes 14 70%
2. b) No 00 00%
3. c) To some extent. 06 30%
TOTAL - 20 100%

No. Of Respondents

30%
a) Yes
b) No
0% c) To some extent.
70%

Interpretation:
70% employees are confident that department communicates sufficiently with
one another.
But 30% employees think that the department communicates sufficiently with
one another up to some extent only.
 9. Does your supervisor actively listens to your suggestions and enables
you to perform at your best?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

TableNo: 5.9
Table Title: Suggetions From Supervisor.
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 04 20%
2. Satisfied 13 65%
3. Average 02 10%
4. Dissatisfied 01 05%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

0
1
2 4

13

a) Highly Satisfied b) Satisfied c) Average

d) Dissatisfied e) Highly Dissatisfied

Interpretation:
Here we can interpret that the supervisor is active listener as in everyone is
satisfied but some of them are averagely satisfied.
 10. Overall, how satisfied are you working for the Company?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

TableNo: 5.10
Table Title: Satisfaction Of Employees.
Sr. No Attributes No. of Percentage
Respondents
1. Highly Satisfied 02 10%
2. Satisfied 15 75%
3. Average 03 15%
4. Dissatisfied 00 00%
5. Highly Dissatisfied 00 00%
TOTAL - 20 100%

00

3 2

15

a) Highly Satisfied b) Satisfied c) Average

d) Dissatisfied e) Highly Dissatisfied

Interpretation:
Here we can interpret that almost everyone is satisfied by overall working of the
Organization.
Which means that overall working of organization is satifing for the employees.
 11.Do you think that if employees have healthy relationships the
organization will be more effective and successful?
a. Yes b. No c. To some extent.

Table No: 5.11

Table Title: Opinion Of Employees.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 16 80%
2. No 00 00%
3. To some extent. 04 20%
TOTAL - 20 100%

No. Of Respondents

20%

0%
a) Yes
b) No
c) To some extent.

80%

Interpretation:
Here the 80% employees are saying yes and 20% employees are saying to some
extent it indicates that organiztion have a healthy relationship bt still some
imrovements are needed.
 12 Do you generally feel you are able to balance your work and
personal relationships (such as marriage, partners, and friends)?
a. Yes b. No c. To some extent.

TableNo: 5.12
TableTitle: Balance In Personal&Proffesional Life.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 09 45%
2. No 03 15%
3. To some extent. 08 40%
TOTAL - 20 100%

No. Of Respondents

40% a) Yes
45%
b) No
c) To some extent.

15%

Interpretation:
Here the 40% employees are saying to some extent 45% are saying yes and 15%
are saying no.
We can predict that some of the employees are not able to balance personal and
professional life.
 13.The people here are pleasant and co-operative to work with.
a. Yes b. No c. To some extent.

TableNo: 5.13
Table Title: Nature Of Colligues.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 16 80%
2. No 01 5%
3. To some extent. 03 15%
TOTAL - 20 100%

No. Of Respondents

15%
5%

a) Yes
b) No
c) To some extent.

80%

Interpretation:
Here the 80% employees are saying yes 15% are saying to some extent and 5%
are saying no.
 14.There is someone at work who encourages my development.
a. Yes b. No c. To some extent.

TableNo: 5.14
Table Title: Encouragement By Colligues.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 13 65%
2. No 03 15%
3. To some extent. 04 20%
TOTAL - 20 100%

No. Of Respondents

20%

a) Yes
b) No
15%
c) To some extent.
65%

Interpretation:
Here the 65% employees are saying yes 20% are saying to some extent and 15%
are saying no.
 15.Even if I had the opportunity to get a similar job with
another organization, I would stay with my present company.
a. Yes b. No c. To some extent.

TableNo: 5.15
Table Title: Job Switch Opportunity.
Sr. No Attributes No. Of Percentage
Respondents
1. Yes 07 35%
2. No 01 5%
3. To some extent. 12 60%
TOTAL - 20 100%

No. Of Respondents

35%
a) Yes
b) No
60% c) To some extent.

5%

Interpretation:

Here the 60% employees are saying to some extent 35% are saying yes and 5%
are saying no.
Chapter V
 FINDINGS

1. It is observed that the employees are happy with the work culture of the organization. But
some employees are facing problem in communication with managers or immediate
supervisors.

2. It is observed that some of employees are facing problems in balancing personal and
professional life to some extent. This was affecting their productivity.

3. There are some employees who are dissatisfied with the relationship with their managers
or immediate supervisor. So the productivity of the employees getting affected.

4. Attrition rate is on higher side when the FOOD industry is performing well overall.

5. Employees are not clear about the vision of the organization and their role to achieve it.
 SUGGESTION

 Improve Communication : Sending out a memo or email to inform employees of

important company information is inefficient and impersonal. Your employees are
among the most important resources in your organization, so you should work to
improve communication with the staff. Have regular company meetings to introduce
important information to employees, and allow employees to ask questions as well.

 Career Development: To decrease employee turnover, the company needs to take an

active role in staff career development. Encourage your managers to work closely
with employees on improving staff skills and answering any questions. Use annual
performance appraisals to set up a development plan for the coming year that will
help employees reach their career goals. The company also should consider a tuition
reimbursement program that will assist employees in furthering their education while
working for the company. It creates a smarter workforce and increases employee
morale.

 Share the Vision:To make employees feel better about the company, it is important to
share the company's plans with the staff. Hold meetings to explain the company's
plans for growth and expansion, and get the entire staff to understand and take pride
in the company's future. Seek input from employees on ways to improve company
productivity going forward, and reward employees who offer ideas that make
company growth more efficient. The rewards can be cash or paid time off. When
management makes the effort to keep employees updated on plans and incorporates
employee suggestions to improve those plans, the staff feels more personally invested
in the company's success.

 Motivate: Employee of the Month programs are great, as are incentives and rewards.
However, they are short term behaviour changers, and you need to get the
fundamentals right. Ensure that each staff member knows what their boundaries are,
what success looks like and the expectations of both their immediate manager and the
team as a whole. The absence of any clear guidelines or feedback can be detrimental
to ensuring positive employee relations.
 BIBLIOGRAPHY

Books

Sr. Name Of The Author Publisher Edition Year of

No. Book Publication
1. Employee Elizabeth Kindle Cloud 1st 2014
Relations. Aylott Reader

2. Research C.R.Kothari NewAge 2nd 2004

methodology. Publishers

3. Employee John London : 4th 2005

Relations. Gennard, Chartered
Graham institute of
Judge personnel and
development

Websites

Sr. Website Name Date Of Visit

No.
1. www.imasion.com 03/06/2015
2. www.imasionindia.com 05/06/2015

3. www.managementstudyguide.com 26/06/2015
4. www.citehr.com 04/07/2015
 Annexure
QUETIONNAIRE
I am pursuing MBA from EMPLOYEE PRODUCTIVITY”(study at Big bazaar,
Hyderabad)
You are requested to fill
survey based on your own perception and judgment. This survey being done
purely for academic purpose and will not be used for any other than for this
study. Kindly spare some time for filling this questionnaire.
Thank you for your cooperation

PERSONAL DETAILS (optional)

Name: DESIGNATION:
WORKING EXPIRIENCE:
1.Rate your level of satisfaction with the working culture of the
organization?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

2.Are you satisfied with your relations with your coworkers?

a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

3.Do you get Support from manager/supervisor for your work?

a. Yes b. No c. Not Applicable To Me

4.To what extent do you agree with the following statement: I would
recommend this company as a Great Place to Work?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

5.Are you satisfied with your relation with your immediate supervisor?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied
6.Do you know how you are part of company’s vision and your role for
that?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

7.Is there good communication from managers to employees in The

Company?
a. Yes b. No

8.People in your department communicate sufficiently with one another?

a. Yes b. No

9.Does your supervisor actively listens to your suggestions and enables

you to perform at your best?
a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

10.Overall, how satisfied are you working for The Company?

a. Highly Satisfied b. Satisfied c. Average d. Dissatisfied e. Highly
Dissatisfied

11.Do you think that if employees have healthy relationships the

organization will be more effective and successful?
a. Yes b. No

12. Do you generally feel you are able to balance your work and personal
relationships (such as marriage, partners, and friends)?
a. Yes b. No

13.The people here are pleasant and co-operative to work with.

a. Yes b. No

14.There is someone at work who encourages my development.

a. Yes b. No

15.Even if I had the opportunity to get a similar job with

another organization, I would stay with my present company.
a. Yes b. No