A STUDY

ON

“EMPLOYEE RETENTION”
AT

BIG BAZAAR
Project Report Submitted in Partial Fulfilment for the Award Of the degree of

MASTER OF COMMERCE
BY

PADMAVATI PENTA
ROLL NO: PGCOM-19-002

Under The Guidance Of

DR. DEVADUTTA INDORIA

(ASSISTANT PROFESSOR)

Department Of Commerce

P.G DEPARTMENT OF COMMERCE

VIKARAM DEB (AUTONOMOUS) COLLEGE
JEYPORE, KORAPUT (ODISHA)
(2021 – 2022)
 CERTIFICATE

This is to Certify that Ms. PADMAVATI PENTA bearing the Roll no. PGCOM-19-002 has
successfully completed the organizational study and submitted her dissertation Report entitled “A
STUDY ON EMPLOYEE RETENTION AT BIG BAZAAR” in our PG department of
commerce under the partial fulfilment for the degree of master of commerce program in VIKRAM
DEB (AUTONOMOUS) COLLEGE during the year 2021-2022 under my supervision.

The work is original and it has not been submitted previously to any other institution including this
university or published anywhere.

Place: Jeypore, Koraput

Date:

Signature:
Asst. prof. Dr. DEVADUTTA INDORIA
P.G Department of commerce
Vikram Deb (Autonomous) College
 DECLARATION

I, PADMAVATI PENTA hereby declare that this project report titled “A STUDY ON EMPLOYEE
RETENTION” is done by me in “BIG BAZAAR” Submitted by me as part of partial fulfilment
for the award of the MASTER OF COMMERCE, at VIKARAM DEB (AUTONOMOUS)
COLLEGE, JEYPORE, is a record of bonafied work done by me.

I also declare that this report has to my knowledge is my own and is neither submitted to any other
University nor published any time before.

DATE:
PLACE: Jeypore, Koraput

Signature of the candidate:

PADMAVATI PENTA
ROLL NO: PGCOM-19-002
 ACKNOWLEDGMENTS

I would like to express my gratitude for all the people, who extended unending Support
at all stages of the project.

I express my sincere gratitude to my guide Mr. B. SAI KIRAN GOUD, Relationship

Manager & Guide of BIG BAZAAR.” Hyderabad for sparing his valuable time in giving
the valuable information and suggestions all through, for the successful completion of the
project.

I express my deep sense of gratitude to my guide DR. DEVADUTTA INDORIA (Assistant

Professor) who provided me with enough freedom and reposed great faith on my ability to complete
this project work.

This report is a product of not only my sincere efforts but also the guidance and Moral
support given by the management of BIG BAZAAR.

Last but not least, I express my sincere gratitude to my parents and all the employees
at BIG BAZAAR who has directly or indirectly contributed to the successful completion of
the project.

Signature of the candidate:

PADMAVATI PENTA
ROLL NO: PGCOM-19-002
 ABSTRACT

Employee retention refers to the ability of an organization to retain its employees. Employee
retention can be represented by a simple statistic (for example, a retention rate of 80% usually
indicates that an organization kept 80% of its employees in a given period). However, many
consider employee retention as relating to the efforts by which employers attempt to retain
employees in their workforce. In this sense, retention becomes the strategies rather than the
outcome.

A distinction should be drawn between low-performing employees and top performers, and
efforts to retain employees should be targeted at valuable, contributing employees. Employee
is a symptom of deeper issues that have not been resolved, which may include low employee
morale, absence of a clear career path, lack of recognition, poor employee-manager
relationships or many other issues. A lack of satisfaction and commitment to the organization
can also cause an employee to withdraw and begin looking for other opportunities. Pay does
not always play as large a role in inducing turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee turnover, thereby
decreasing training costs, recruitment costs and loss of talent and organizational knowledge.
By implementing lessons learned from key organizational behavior concepts, employers can
improve retention rates and decrease the associated costs of high turnover. However, this isn't
always the case. Employers can seek "positive turnover" whereby they aim to maintain only
those employees whom they consider to be high performers.

It is important to first pinpoint the root cause of the retention issue before implementing a
program to address it. Once identified, a program can be tailored to meet the unique needs of
the organization. A variety of programs exist to help increase employee retention.

Career Development – It is important for employees to understand their career path within an
organization to motivate them to remain in the organization to achieve their personal career
goals. Through surveys, discussion and classroom instruction, employees can better
understand their goals for personal development. With these developmental goals in mind,
organizations can - and should - offer tailored career development opportunities to their
employees.

Executive Coaching – Executive coaching can be used to build competencies in leaders within
an organization. Coaching can be useful in times of organizational change, to increase a
leader‟s effectiveness or to encourage managers to implement coaching techniques with peers
and direct reports. The coaching process begins with an assessment of the individual‟s
strengths and opportunities for improvement. The issues are then prioritized and interventions
are delivered to target key weaknesses. Assistance is then provided to encourage repeated use
of newly acquired skills.

Motivating Across Generations - Today‟s workforce includes a diverse population of

employees from multiple generations. As each generation holds different expectations for the
workplace, it is important to understand the differences between these generations regarding
motivation and engagement. Managers, especially, must understand how to handle the
differences among their direct reports.

Orientation and Onboarding – An employee‟s perception of an organization takes shape

during the first several days on the job and continues throughout their first six months, with
90% of employees still deciding whether or not to stay at the organization during this time. It
is in the best interest of both the employee and the organization to impart knowledge about
the company quickly and effectively to integrate the new employee into the workforce. In
addition, providing continual reinforced learning through extended onboarding over the first
year can increase new hire retention by 25%. By implementing an effective onboarding
process, new hire turnover rates will decrease and productivity will increase.

Women‟s Retention Programs – Programs such as mentoring, leadership development and

networking that are geared specifically toward women can help retain top talent and decrease
turnover costs. By implementing programs to improve work/life balance, employees can be
more engaged and productive while at work.
 LIST OF CONTENTS

S.NO. DESCRIPTION PAGE NOS.

INTRODUCTION 1

NEED OF THE STUDY 7

OBJECTIVES OF THE STUDY 7

CHAPTER – 1
SCOPE OF THE STUDY 7

RESEARCH METHODOLOGY 8

LIMITATIONS OF THE STUDY 11

CHAPTER – 2 REVIEW OF LITERATURE 12

CHAPTER – 3 THE INDUSTRY & COMPANY PROFILE 21

CHAPTER – 4 DATA ANALYSIS AND INTERPRETATION 38

FINDINGS, SUGGESTIONS AND

CHAPTER – 5 71
CONCLUSIONS

BIBLIOGRAPHY 75
 CHAPTER-I

INTRODUCTION

1
 INTRODUCTION

1.1 Introduction of the study:

Employee Retention involves taking measures to encourage employees to remain in

the organization for the maximum period of time. It is a process in which the employees are
encouraged to remain with the organization for the maximum period of time or until the
completion of the project. Employee retention is beneficial for the organization as well as the
employee. Effective employee retention is a systematic effort by employers to create and
foster an environment that encourages current employees to remain employed, by having
policies and practices in place that address their diverse needs. Retention of key employees is
critical to the long-term health and success of any organization. It is a known fact that
retaining the best employees ensures customer satisfaction, increased product sales, satisfied
colleagues and reporting staff, effective succession planning, and deeply embedded
organizational knowledge and learning. Employee retention matters, as organizational issues
such as training time and investment, lost knowledge, insecure employees, and a costly
candidate search are involved. Hence, failing to retain a key employee is a costly proposition
for an organization. Various estimates suggest that losing a middle manager in most
organizations costs up to five times his salary. Corporate is facing a lot of problems in
employee retention these days. Hiring knowledgeable people for the job is essential for an
employer, but retention is even more important than hiring.

There is no dearth of opportunities for a talented person. There are many organizations
which are looking for such employees. If a person is not satisfied by the job he‟s doing, he
may switch over to some other more suitable job. In today‟s environment it becomes very
important for organizations to retain their employees. The top organizations are on the top
because they value their employees and they know how to keep them glued to the
organization. Intelligent employers always realize the importance of retaining the best talent.
Retaining talent has never been so important in the Indian scenario; however, things have
changed in recent years. In prominent Indian metros at least, there is no dearth of
opportunities for the best in the business, or even for the second or third best. Retention of key
employees and treating attrition troubles has never been so important to companies. In an
intensely competitive environment where HR managers are poaching from each other,
organizations can either hold on to their employees tight or lose them to competition. For gone

2
are the days when employees would stick to an employer for years for want of a better choice.
Now, opportunities area bound. Employees stay

and leave organizations for some reasons. The reason may be personal or professional. These
reasons should be understood by the employer and should be taken care of. The organizations
are becoming aware of these reasons and adopting many strategies for employee retention. A
strong retention strategy, therefore, becomes a powerful recruitment tool.

Employee retention is a new era of modern technology and competitive business

environment. Organizations are continuously changing .this changing environment is not only
effecting the organizations but also the employees working in it. In order to maximize
organizational efficiency and for optimal utilization of the resources, human resources must be
managed properly. Human resource management plays a vital role in this regard. They are
responsible that how employees are treated in the organization. Employee retention is a vital
issue and challenge to all the organizations now days. There are numbers of factors which
promote the employees to stay or leave the organization. It may be external factors, internal
factors and the combined effect of both. Human resource practices counts a lot in this regard.
It is the need of the hour that hr managers should identify the needs of the employee and then
devises the retention strategies. One strategy does not fit to all as different individuals have
different priorities. Hr professionals face the vital challenge to retain talented employees.
Employee retention is very critical to the long term health of any organization. When an
organization loses its talented employee it lefts a negative impact on innovation, customer
satisfaction, knowledge gain during the past years and on the profitability of the organization
.more over replacing cost of another employee contribute a lot to the organization.

Employee retention is a vital issue and challenge to all the organizations now days.
There are numbers of factors which promote the employees to stay or leave the organization.
It may be external factors, internal factors and the combined effect of both. Human resource
practices counts a lot in this regard. It is the need of the hour that hr managers should identify
the needs of the employee and then devises the retention strategies. One strategy does not fit
to all as different individuals have different priorities. Hr professionals face the vital challenge
to retain talented employees. Employee retention is very critical to the long term health of any
organization. When an organization loses its talented employee it lefts a negative impact on
innovation, customer satisfaction, knowledge gain during the past years and on the

3
profitability of the organization .more over replacing cost of another employee contribute a lot
to the organization. It is the need of the hour that hr managers should identify the needs of the

employee and then devises the retention strategies. One strategy does not fit to all as different
individuals have different priorities. Hr professionals face the vital challenge to retain talented
employees. Employee retention is very critical to the long term health of any organization.
When an organization loses its talented employee it lefts a negative impact on innovation,
customer satisfaction, knowledge gain during the past years and on the profitability of the
organization. More over replacing cost of another employee contribute a lot to the
organization.

1.2 Definition of the study:

He explains the first key to success is indeed people. He fined the right people first; the
vision and strategy can follow. It is the people in organization, who are the key to success.

The organizations want to hold the valued employees. Many approaches are used in
this regard. The one approach sees success in rewards the second in making jobs more
valuable (training and advancement).

- Jim Collins

The relationship between the employee‟s job performance and their retention also
differ significantly with organizational culture values. The cultural effects were stronger than
the combined influences of the labour market and the new employees‟ demographic
characteristics.

- John e. Sheridan

1.3 Retain employees:

Motivation is necessary for work performance because, if people do not feel inclined
to engage themselves in work behavior, they will not put in necessary efforts to perform well.
However, performance of individual in the organization depends on variety of factors besides
motivation. It is therefore desirable to identify various factors. For instance, employees‟
knowledge and skills are important performance drivers. Another factor is the company‟s

4
ability to retain its employees with attractive benefit packages. Motivation is a prominent tool
to retain employees with greater compensation packages.

Companies have now realized the importance of retaining their qualitative workforce
and retaining their quality performers, contributes to productivity of the organization and

Increase morale among employees. Middle and top management plays a vital role in the
people dimensions of the organization. The organization culture in a long run converts to
organizational ethics and people feel reluctant to leave by making it as a stepping stone when
appreciation and rewards in form of compensation awaits them in comparisons to the market
trend. In view of the description given it is necessary to examine the facts as how to retain
them. There are four basic factors that play an important role in increasing employees‟
retention, include: salary and remuneration, providing recognition, benefits and opportunities
for individual growth as presented in figure 1.1. But are they really positively contributing to
the retention rates of the company? Salary these days hardly reduce turnover. Today‟s
employees look beyond money factor. In order to ensure that organizations are behaving more
customer-oriented, they need to be equally employee centric in order to match the intellectual
property and their products and services.

1.4 Importance of the study:

Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention
strategies go a long way in motivating the employees so that they stick to the organization for
the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth
and learning for the employees in their current assignments and for them to enjoy their work.

Let us understand why retaining a valuable employee is essential for an

organization:

 Hiring is not an easy process: The HR Professional shortlists few individuals from a
large pool of talent, conducts preliminary interviews and eventually forwards it to the
respective line managers who further grill them to judge whether they are fit for the
organization or not. Recruiting the right candidate is a time consuming process.

5
 An organization invests time and money in grooming an individual and makes
him ready to work and understand the corporate culture: A new joinee is
completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an individual
leaves an organization all of a sudden. The HR has to start the recruitment process all
over again for the same vacancy; a mere duplication of work. Finding a right employee
for an organization is a tedious job and all efforts simply go waste when the employee
leaves.

 When an individual resigns from his present organization, it is more likely that
he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take all
the important data, information and statistics to their new organization and in some
cases even leak the secrets of the previous organization. To avoid such cases, it is
essential that the new joinee is made to sign a document which stops him from passing
on any information even if he leaves the organization. Strict policy should be made
which prevents the employees to join the competitors. This is an effective way to
retain the employees.

 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better
than individuals who change jobs frequently. Employees who spend a considerable
time in an organization know the organization in and out and thus are in a position to
contribute effectively.

 Every individual needs time to adjust with others: One needs time to know his
team members well, be friendly with them and eventually trust them. Organizations
are always benefited when the employees are compatible with each other and discuss
things among themselves to come out with something beneficial for all. When a new
individual replaces an existing employee, adjustment problems crop up. Individuals
find it really difficult to establish a comfort level with the other person. After striking a
rapport with an existing employee, it is a challenge for the employees to adjust with
someone new and most importantly trust him. It is a human tendency to compare a
new joinee with the previous employees and always find faults in him.

 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization: They enjoy all

6
 kinds of benefits from the organization and as a result are more attached to it. They
hardly badmouth their organization and always think in favour of the management. For
them the organization comes first and all other things later.

 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can
really come out with something creative and different. No organization can survive if
all the top performers quit. It is essential for the organization to retain those employees
who really work hard and are indispensable for the system.

NEED FOR THE STUDY:

I have made an attempt to determine employee's retention in the Big Bazaar in Hyderabad.
This study is designed to explore the main retention factors for Big Bazaar employees. I have
also made an attempt to understanding about Employee's satisfaction and in Big Bazaar.

This study focus on employee retention strategies as a predictor of company performance rather
than technology and also the extent to which people value, enjoy and believe in what they do.

This study also focus on employee turnover and causes for the same.

It also examines the future growth and employee value proposition.

OBJECTIVES OF THE STUDY:

 To study about the employee retention of Big Bazaar in Hyderabad.

 To ascertain the problems of the employee in the organization.

 To offer suggestion regarding employee retention of Big Bazaar in Hyderabad.

 To study the organizational factors influencing retention strategies

 To determine the individual factors leading employees to leave the organization.  To

study the necessary conditions to retain the employees

7
 SCOPE AND BACKGROUND OF THE STUDY:
The retention of employees has been shown to be significant to the development and
the accomplishment of the organization‟s goals and objectives. Retention of Employees can be
a vital source of competitive advantage for any organization. This study attempted to explore
the main factors that contribute to employee Retention existing in the private sector in Kuwait.
The next paragraphs discuss the Background of the study by clarifying the theoretical
framework for the main Problems with employee retention.

Today, changes in technology, global economics, trade agreements, and the like are
directly affecting employee/employer relationships. “Until recently, loyalty waste cornerstone
of that relationship. The loss of talented employees may be very Detrimental to the company‟s
future success. Outstanding employees may leave an Organization because they become
dissatisfied, under paid or unmotivated (Coff1996), and while trying to retain employees
within the organization they may present other challenges as well. They may demand higher
wages, not comply with organization practices, and not interact well with their co-workers or
comply with their managers‟ directions.

RESEARCH METHODOLOGY

Research design:

A research design is purely and simply the frame work plan for a study that guides the
collection and analysis of a data. In this study the researcher has adopted descriptive research
design.

Descriptive research design:

It includes surveys and fact finding enquires of different kinds. It simply describes
something such as a demographic of employees. It deals with description of the state of offers
as it is and the researchers have no influence on the respondents.

Data collection:

Data collection is one of the most important aspects of research. For the success of
any project accurate data is very important and necessary. The information collected through
research methodology must be accurate and relevant.

8
Methods of data collection:

 Primary Data
 Secondary Data

Primary Data:

Data collected by a researcher is known as primary data. It is collected by a

person for his own use obtained from findings. This is considered as first-hand
information. This is that data which is collected by us to meet our own specific
purpose. The data is collected by the means of questionnaire filled in by the employees
at different posts of Nagpur area office. This method of data collection is very popular
particularly in big organizations.
Secondary Data:

Secondary data means data that are already available i.e., they refer to data
which has already been collected and analysed by someone else. This type of data
information can also be used by the researcher for his use as second hand information
sources through which secondary data can be collected. Secondary data may either be
published data or unpublished data.

The research approach:

Survey Method

The research instrument:

Questionnaire

The respondents:

The employees of the organization.

9
Sampling:

It is the process of selecting representative subset of a total population for obtaining

data for the study of the whole population the subset is known as sample. The sample size is
selected for the study 100 employees. The techniques of sampling unit in this study are
convenience sampling.

Convenience sampling:

In this method the sample units are chosen primarily on the basis of the convenience to
the researcher.

Statistical tools used:

A. Simple percentage analysis

B. Chi-square
C. Likert Scale Analysis

A. Simple percentage analysis:

Simple percentage can also be used to compare the relationship distribution of two
or more items. For calculations the simple percentage the following formula used.
Percentage of the respondents= Number of respondents/Total respondents*100 B.

Chi-square analysis:

Chi-square is anon parametric test. The chi-square method is the application of

testing the significance different between observed and expected values.

For calculating the value of chi-square test, the following formula used:

=∑ [(0-E) ²/E]

E=Row total*column to/Grant total

Degree of freedom=(R-1) (C-1)

Where as

10
 O-observed frequency

E-Expected frequency

P-Number of rows

C-Number of columns

C. Likert Scale Analysis

A Likert scale is a psychometric scale commonly involved in research that employs

questionnaires. It is the most widely used approach to scaling responses in survey research,
such that the term is often used interchangeably with rating scale, or more accurately the
Likert-type scale, even though the two are not synonymous. The scale is named after its
inventor, psychologistRensis Likert.

Likert distinguished between a scale proper, which emerges from collective responses
to a set of items (usually eight or more), and the format in which responses are scored along a
range. Technically speaking, a Likert scale refers only to the former. The difference between
these two concepts has to do with the distinction Likert made between the underlying
phenomenon being investigated and the means of capturing variation that points to the
underlying phenomenon. When responding to a Likert questionnaire item, respondents specify
their level of agreement or disagreement on a symmetric agree-disagree scale for a series of
statements. Thus, the range captures the intensity of their feelings for a given item, while the
results of analysis of multiple items (if the items are developed appropriately) reveals a pattern
that has scaled properties of the kind Likert identified.

The format of a typical five-level Likert item is:

1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree

11
Likert scaling is a bipolar scaling method, measuring either positive or negative response to a
statement. Sometimes a four-point scale is used; this is a "forced choice" method since the
middle option of "Neither agree nor disagree" is not available.

Questionnaire:

The questionnaire is prepared in such a way that is correct the comprehensive objectives
of the study. Open end, multiple choice of questionnaire adopted in this research.

LIMITATIONS OF STUDY

1. Project duration is limited to 45 days only.

2. Some of the respondents could not spare much time to answer the questionnaire
because of lack of their valuable time.

3. Complete information has not revealed by the companies for administrative reasons.

4. The sample taken for research was concerned only for 50 customers rather than
millions of customers scattered around the world.

5. Since the project has to be completed within a short period of time the information
collected could be biased.

6. Some of the premium segments could not be met due to time lack and by not obtaining
prior appointment due to tight schedule of the respondents.

12
 CHAPTER-II

REVIEW OF LITERATURE

13
 CHAPTER-II

REVIEW OF LITERATURE

Muhammad Hassan (1): Employee retention is the vital challenge in all organizations. This
papers focus on one industry that is the leather industry of Pakistan which is facing the same
problem of retention of employees due to many reasons. As Leather industry is the third
largest export earning sector in Pakistan so these reasons are discussed in detail. The turnover
rate in Leather Industry of Pakistan is around 25 – 30% annually, its observed that mostly
second line managers change their job‟s for high salaries offer, recognition, authority and also
to seek for more knowledge and to get more competitive edge in terms of processing; In
tanneries its critical and alarming because of the process and article secrecy. In order to
achieve competitive advantage, maximum utilization of resources and to get organizational
efficiency employees must be retained in a true spirit in order to cope with all these
conditions. In this paper the authors tried to know the reasons behind this dilemma that how
employees can be retained and some suggestions were given to deal with it. One edge of this
paper is that one of the author belongs to the same industry i.e. leather industry.

Tammy C. Morse (2): Humor has been in existence since the beginning of time. Some even
claim that humor is the best preventive medicine for stress management and good health. If
humor is good for living productively, can it also be good for employee retention and/or
employee satisfaction? The purpose of this conceptual and practical paper is to explore the
extent to which the use of appropriate humor relates to employee retention and satisfaction,
which can enhance the commitment, cohesiveness and performance of a company‟s
workforce. Another objective is to explore and emphasize the importance of humor and
employee retention in the workplace. The paper provides practical recommendations for
today‟s managers and offers a focus for future researchers to empirically test the use of humor
and its relationship to employee retention and employee satisfaction.

Muhammad Umer(3): Investigate the impact of variables (career development, supervisor

support, work environment, work life balance) on employee retention.A total of 50 interviews
were taken from managers of different BPO organizations in Pakistan. Graphical Analysis is
indicating that these variables have significant and positive impact on employee retention.
Very less research have been done about employee retention in business process out sourcing,

14
especially in Pakistan. So, these finding will provide some insights to BPO‟s managers to
make policies about employee retention in Pakistan.
Ruslan Gurtoviy(4): We model deferred compensation as a share of an uncertain future profit
granted by a nancially constrained employer to her employee in mutual agreement. Deferred
compensation serves as a retention mechanism, helping the employer to avoid bankruptcy.
The optimal combination of cash and deferred payments that a firm can use to retain qualified
personnel depends on the cost of new credit and bank- ruptcy risk: If interest rates are greater
(smaller) than the ex-ante odds of bankruptcy, the employer will to defer compensation (pay
in cash) to the employee. The employee always improves his position in the labor market if
imminent bankruptcy is avoided.

Klara Nelson(5): Illuminates significant relationships between three major knowledge

management (KM) design dimensions and the perceived ability of 150 organizations to retain
their knowledge workers. Knowledge worker retention is a critical challenge for today‟s
organizations as they face increasing global competition with its demands for even more such
workers, while dramatically shifting workforce demographics hasten their exit. KM design
initiatives that accelerate knowledge creation, acquisition, and particularly knowledge capture,
sharing and retention, are receiving unprecedented levels of investment as a result. While
many factors impact organization financial performance, this research indicates that
successful knowledge worker retention is significantly related with higher reported financial
performance.

The implications of these results are noted.

Dr. Nafees A. Khan(6):Retention of Key employees is critical to the long term health and
success of any organization. It is a known fact that retaining the best employees, ensures
customer satisfaction, increased product sales, satisfied colleagues and reporting staff,
effective succession planning and deeply imbedded organizational knowledge and learning.
Now days companies are struggling to retain employees. As employee attrition has
continuously been on increase, and its coeval phenomenon of employee retention has become
an evolving concept. The ultimate solution to the ever increasing employee attrition is to
increase employee engagement/ involvement in the organizations.

Atif Anis(7): Employee retention is a critical aspect for every company regarding competitive
advantage because human resource is the most critical asset of today‟s modern world. Other
resources can be arranged effortlessly but to get efficient and retain talented human capital is

15
the most difficult task. Therefore, organizations are now more focused towards employee
retention. Organizations use different HR techniques for retention. Our main emphasis is on
compensation packages after employee training and development practices for retention
purposes. We will also see how a relaxed work environment will help in the retention of
employees. For this purpose, we conducted this study in Lahore and collected data from
corporate groups. The numbers of respondents in our study are 330. For analysis we used the
structural equation modelling technique with the use of AMOS 18.0. In this study, we used
compensation as the mediating variable between the training and retention of employees.

Results reveal that retaining employee‟s long term, after their training and development has
been completed, without increasing their compensations is not as favourable as when
compensation is increased to reflect the completion ability to apply their field related skills
and capabilities.

Ijaz-Ur-Rehman(8): Comprehensive survey to date of labour turnover and employee loyalty

in New Zealand. The widely held view that the New Zealand worker has become more mobile
in the contemporary labour market is shown to be somewhat simplistic. Instead, the picture is
one of increasing employment stability as people get older and as they become better paid,
lending support to the idea that there are identifiable developmental stages affecting the
careers of both men and women. In terms of the reasons for employee turnover, the study
demonstrates that motivation for job change is multidimensional: no one factor will explain it.
While interesting work is the strongest attractor and retainer in the labour market, the results
also show that there is a strong employee expectation that management should make
personnel decisions based on merit, demonstrate that extrinsic rewards (such as pay,
promotion and security) play a role in both employee retention and turnover, lend support to
the idea that there is growing concern with work–life balance, and underline the retention
value of good relationships with co-workers and supervisors. The results demonstrate that
employee turnover is not riskless for individuals: some benefit a lot (for example, in finding
worthwhile promotion), while others do badly out of it. The study offers suggestions for
improving retention in firms with dysfunctional employee turnover.

Malvern W. Chiboiwa(9): Worldwide, a number of factors have been attributed to the

increase in the level of employee turnover. The way people are paid, recognised and achieve
salary advancement are critical factors in attracting, retaining, and motivating employees. The
challenge for most organisations today is the formulation of an effective employee retention

16
strategy that will help in retaining employees that are considered critical in attaining
organisational goals. The prevailing hostile economic environment in Zimbabwe has made the
formulation of a realistic retention strategy particularly difficult for managers in the face of an
ever changing economic environment that is characterised by hyper inflation with a depleted
labour market occasioned by skill emigration. This research was a case study of a major
private sector medical laboratory company in Zimbabwe and was aimed at achieving the
following objectives: identify the causes of employee turnover in the organisation, examine
the current retention practices in the organisation, establish the effectiveness of the practices,
and attempt a workable retention practice that could reduce the high rate of employee turnover
in the organisation. Qualitative research design was employed using structured interviews as
well as administering research questionnaire to all category of employees. The total
population of the organisation nationwide comprised of 3820 employees with a sample size of
2240 respondents. The result of the research showed that labour turnover is higher amongst
non-managerial employees. Similarly, majority of the employees would soon quit the
organisation and lastly, the high rate of employee turnover in the organisation is largely
attributed to poor reward system administration.

Ward Whitt(10): A mathematical model is developed to help analyze the Benet in

contactcenter perfor- mance obtained from increasing employee (agent) retention, by
increasing agent job satisfaction. The contact-center \performance" may be restricted to a
traditional productivity measure such as the number of calls answered per hour or it may
include a broader measure of the quality of service, e.g., revenue earned per hour or the
number of problems successfully resolved per hour. The analysis is based on an idealized
model of a contact center, in which the number of employed agents is constant over time,
assuming that a new agent is immediately hired to replace each departing agent. The agent
employment periods are assumed to be independent and identically distributed random
variables with a general agent-retention probability distribution, which depends upon
management policy and actions. The steady-state staff experiencedistributionis obtained from
the agent-retention distribution by applying renewal theory. An increasing real-valued
function specifies the average performance as a function of agent experience. Convenient
closed-form expressions for the overall performance as a function of model elements are
derived when either the agent-retention distribution or the performance function has
exponential structure. Management actions may cause the agentretention distribution to

17
change. The model describes the consequences of such changes upon the long-run average
staff experience and the long-run average performance.

Aaisha Arbab Khan(11): Identify factors reducing employee turnover and to explore the
impact of retention strategies on workforce. Serena Hotel, Faisalabad, Pakistan was selected
as sample for this study because of its uniqueness in practicing modern HR techniques. The
research was based on case study method; for this purpose thirty surveys and six face to face
interviews with key personnel were carried out. A total of 36 respondents were selected within
the population of 285. Variables like HR strategies, work place environment, training and
development, and compensation were found more effective in employee retention at Serena
Faisalabad. The study revealed that for higher control over retention, management must work
over monetary rewards and career progression. Overall, current HR practices at Serena may
be benchmarked by others to decrease turnover.

William A. Brown (12): Non-profit organizations rely on the mission to attract resources and
guide decision making. Increasingly, mission statements are recognized as a strong
management tool that can motivate employees and keep them focused on the organization‟s
purpose. This research investigated employee attitudes toward the mission in a youth and
recreation service organization. In general, the employees expressed positive attitudes toward
the organization‟s mission, and those attitudes were related to employee satisfaction and
intentions to remain with the organization. However, dissatisfaction with pay tended to
override employee‟s mission attachment as explanation of why they may leave the
organization. The implication is that mission might be salient in attracting employees but less
effective in retaining them.

Claire Crutchley(13): When companies pay bonuses to employees of bankrupt companies to

stay with the firm, popular press often describes this as greedy managers expropriating the last
bit of wealth from shareholders. In addition, research has found that, on average, retaining
prebankruptcy management has negative consequences. Nevertheless, the incidence of these
retention plans has been growing. In this paper, we study key employee retention plans
(KERPs) and the corporate environment which allows the payment of a KERP. We find no
evidence that the companies that declare KERPs have poor corporate governance or overpay
top executives. Instead, we find these companies are very similar to non-KERP bankrupt
companies, both before and in resolution of bankruptcy. The main difference between the two
samples is that KERP companies are larger and from industries that are more employee-

18
driven, such as wholesale and retail. We find that KERPS do not speed up the bankruptcy
process, but instead companies with KERPs spend more time in bankruptcy.

Muhammad Asif Khan(14): Establish link between perceived human resources internal
service quality practices with employee retentions in mediating environment of employee job
satisfaction. This study was conducted in twin cities of Rawalpindi and Islamabad. For the
analyses of research work, the data has been collected about the employees of public and
privatized banks‟ employees. A total of 550 copies of the questionnaire were distributed to
different bankers of selected areas and 400 copies of the same were collected back. The study
finds that employee selection, employee training and development, work design, job
definition employee rewards and compensation report high, positive and significant
dimensionality to internal service quality in human resource management. The study further
finds that internal service quality in human resource has positive and significant effect on
employee job satisfaction and employee job satisfaction has positive and significant effect on
employee retention. Based on findings of the study that the human resource development
departments should review and enhance the motivation, training, and retention of good
employees and that employee should support the concept of the ISQ. The employees‟
selection and their rewards and recognitions, their training and development, work design and
job definition all are the most important human resource management areas in enhancing the
employees‟ job satisfaction and the retention of prospective employees.

Maya Michielsen(15): In this continuously changing contemporary economy, companies

have to be able to anticipate technological innovations and to compete with other companies
worldwide. This need makes important a company‟s ability to evolve through its employees‟
learning and through continuous development. Securing and retaining skilled employees plays
an important role in this process, because employees‟ knowledge and skills are central to
companies‟ ability to be economically competitive. Given that employee retention is very
important for the functioning and competitiveness of a company, this study focuses on the
organisational and personal factors that influence employee retention. A special interest is
taken in employees‟ learning, because this is seen as a retention supporting activity. A
questionnaire was administered to 349 employees, and 11 employees were interviewed. The
interviews are used to illustrate and contextualise the quantitative results. The results show a
large positive contribution of appreciation and stimulation of the employee to employee
retention. This result is consistent with findings of earlier research. However, the retention
benefits arising from personal development offer new possibilities when attempting to

19
enhance employee retention. This study also showed that individual differences influence
employee retention. Leadership skills and seniority have a positive relationship with employee
retention and the level of readiness and initiative regarding learning is negatively related to
retention.

Zhang Weiwei(16): Understand the reasons of foreign teachers who are working at a
demonstration school in terms of retention. A qualitative research approach was applied to
answering the research questions proposed for this study, employing a Phenomenological
strategy. The setting involved purposive sampling that was used to identify 7 participants who
had experienced this phenomenon. Interview data, document reviews were integrated to
answer the two research questions. The participants were interviewed by using an in-depth
semistructured interview. All the perceptions were interpreted into nine categories, they were:
(1) Reason for teaching career, (2) Life experience, (3) Work environment, (4) Work
experience,

(5) Reason for retention, (6) Reason for leaving, (7) controversial FTS‟ position, (8) Problem
issues, (9) Future plan. The important findings of this study regarding employee retention are
their reasons for retention and leaving. Concerning the retention issue, the reasons mainly
conclude enjoying teaching, good vacation, good salary, and pleasant work environment as
well as some personal reasons. At the same time, the potential leaving reasons refer to
dissatisfaction with management, communication problems in terms of cultural understanding,
and personal reasons for going back to their countries.

John E. Sheridan(17): Retention rales of 904 college graduates hired in six publics
accounting firms over a six-year period. Organizational culture values varied significantly
among the firms. The variation in cultural values had a significant effect on the rates at which
the newly hired employees voluntarily terminated employment. The relationship between the
employees' job performance and their retention also varied significantly with organizational
culture values. The cultural effects were stronger than the combined exogenous influences of
the labor market and the new employees' demographic characteristics. The cultural effects are
estimated to have resulted in over six million dollars' difference in human resource costs
between firms with different cultural values. Implications for research on person-organization
fit are discussed.

Shelly Mohanty(18): Employee retention is arguably the biggest issue facing corporate
leaders as a result of the shortage of skilled labour, economic growth and employee turnover.

20
Hiring knowledgeable people for the job is essential for an employer, but retention is even
more important than hiring. Employee retention involves taking measures to encourage them
to remain in the organization for the maximum period of time. The key to retention is to
understand the employees‟ expectations and achieve proper alignment of their expectations
with those of the organization.

Michael J. Howard(19): A content model of 12 retention factors is developed in the context

of previous theory and research. Coding of open-ended responses from 24,829 employees in
the leisure and hospitality industry lends support to the identified framework and reveals that
job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and
organizational prestige were the most frequently mentioned reasons for staying. Advancement
opportunities and organizational prestige were more common reasons for staying among high
performers and non-hourly workers, and extrinsic rewards was more common among low
performers and hourly employees, providing support for ease/desirability of movement and
psychological contract rationales. The findings highlight the importance of differentiating
human resource management practices when the goal is to retain those employees valued most
by the organization.

William R. Meek(20):

Uses a sample of 47 high-growth small firms to examine the understudied topic of employee
retention. We found that firms reporting very low annual voluntary turnover (0-2%) rates
engaged in creating a positive work environment, provided employees more freedom and
flexibility, offered ample employee involvement and opportunities for growth; were clear
about the processes associated with compensation and benefits, and frequently communicated
with and provided assistance to their employees. Firms reporting turnover higher than 10% for
the past year described their retention practices in much diminished frequency and richness
along these same dimensions. Given that these firms were all part of a pool of 77 high growth
small companies (over $1 million annual revenue, less than 12 years old and compound
annual growth greater than 15%), retention of intellectual capital would be a prime issue.
Industry differences among the companies are explored and theoretical and practical
implications are discussed.

21
 CHAPTER-III

THE INDUSTRY AND COMPANY

PROFILE

22
 INTRODUCTION TO THE INDUSTRY

The Indian retail industry has emerged as one of the most dynamic and fast-paced industries
due to the entry of several new players. It accounts for over 10 per cent of the country‟s Gross
Domestic Product (GDP) and around 8 per cent of the employment. India is the world‟s
fifthlargest global destination in the retail space.

MARKET SIZE
The Boston Consulting Group and Retailers Association of India published a report titled,
„Retail 2020: Retrospect, Reinvent, Rewrite‟, highlighting that India‟s retail market is
expected to nearly double to US$ 1 trillion by 2025 from US$ 600 billion in 2019, driven by
income growth, urbanization and attitudinal shifts.

The report adds that while the overall retail market is expected to grow at 12 per cent per
annum, modern trade would expand twice as fast at 20 per cent per annum and traditional
trade at 10 per cent.

Retail spending in the top seven Indian cities amounted to Rs 3.58 trillion (US$ 53.7 billion),
with organized retail penetration at 19 per cent as of 2014. Online retail is expected to be at
par with the physical stores in the next five years.

India is expected to become the world‟s fastest growing e-commerce market, driven by robust
investment in the sector and rapid increase in the number of internet users. Various agencies
have high expectations about growth of Indian e-commerce markets. Indian e-commerce sales
are expected to reach US$ 55 billion! by FY2025 from US$ 14 billion in FY2019. Further,
India's e-commerce market is expected to reach US$ 220 billion in terms of gross
merchandise value (GMV) and 530 million shoppers by 2025, led by faster speeds on reliable
telecom networks, faster adoption of online services and better variety as well as
convenience@.

India‟s direct selling industry increased 6.5 per cent in FY2014-15 to Rs 7,958 crore (US$
1.19 billion) and is expected to reach a size of Rs 23,654 crore (US$ 3.55 billion) by FY2019-
20, as per a joint report by India Direct Selling Association (IDSA) and PHD.

23
INVESTMENT SCENARIO
The Indian retail industry in the single-brand segment has received Foreign Direct Investment
(FDI) equity inflows totalling US$ 344.9 million during April 2000–September 2016,
according to the Department of Industrial Policies and Promotion (DIPP).
With the rising need for consumer goods in different sectors including consumer electronics
and home appliances, many companies have invested in the Indian retail space in the past few
months.

• BIG BAZAAR expanded its logistics footprint three times to more than 2,100 cities
and towns in 2016, as bigbazaar.com invested more than US$ 700 million in its India
operations since July 2014.

• Adidas AG, renowned for its Adidas and Reebok sports brands, has become the first
foreign sports company to get government approval to open 100 per cent foreign-
owned stores in India.

• Walmart India plans to add 50 more cash-and-carry stores in India over the next four
to five years.

• >Aeropostale, an American teen fashion retailer, has chosen to enter India over China,
and expects India to be among its top three markets over the next four years with
revenue target of Rs 500 crore (US$ 75 million).

• Opinion, a hyper local delivery start-up, has raised US$ 7 million in a Series-A
funding from Gurgaon-based e-commerce fulfilment service firm Delivery along with
investment from Sands Capital and Accel Partners.

• Textile major Arvind Limited has announced a partnership with Sephora, owned by
LVMH Moet Hennessy Louis Vuitton, a French luxury conglomerate, in order to enter
into the beauty and cosmetics segment.

• Mobile wallet company MobiKwik has partnered with Jabong.com to provide mobile
payment services to Jabong‟s customers.

• DataWind partnered with HomeShop18 to expand its retail footprint in the country.
Under the partnership, HomeShop18 and DataWind would jointly launch special sales

24
 programmes across broadcast, mobile and internet media to provide greater access to
the latter‟s tablet range.

• FashionAndYou has opened three distribution hubs in Surat, Mumbai and Bengaluru
to accelerate deliveries.
• Abu Dhabi-based Lulu Group plans to invest Rs 2,500 crore (US$ 375 million) in a
fruit and vegetable processing unit, an integrated meat processing unit, and a modern
shopping mall in Hyderabad, Telangana.

• Aditya Birla Retail, a part of the US$ 40 billion Aditya Birla Group and the fourth
largest supermarket retailer in the country, acquired Total hypermarkets owned by
Jubilant Retail.

• With an aim to strengthen its advertising segment, Flipkart acquired mobile ad

network AdiQuity, which has a history of mobile innovations and valuable experience
in the ad space.

• US-based Pizza chain Sbarro plans an almost threefold increase in its store count from
the current 17 to 50 over the next two years through multiple business models.

GOVERNMENT INITIATIVES
The Government of India has taken various initiatives to improve the retail industry in India.

• The Ministry of Urban Development has come out with a Smart National Common
Mobility Card (NCMC) model to enable seamless travel by metros and other transport
systems across the country, as well as retail purchases.

• IKEA, the world‟s largest furniture retailer, bought its first piece of land in India in
Hyderabad, the joint capital of Telangana and Andhra Pradesh, for building a retail
store. IKEA‟s retail outlets have a standard design and each location entails an
investment of around Rs 500–600 crore (US$ 75–90 million).

• The Government of India has accepted the changes proposed by Rajya Sabha select
committee to the bill introducing Goods and Services Tax (GST). Implementation of

25
 GST is expected to enable easier movement of goods across the country, thereby
improving retail operations for pan-India retailers.

• The Government has approved a proposal to scrap the distinctions among different
types of overseas investments by shifting to a single composite limit, which means
portfolio investment up to 49 per cent will not require government approval nor will it
have to comply with sectoral conditions as long as it does not result in a transfer of
ownership and/or control of Indian entities to foreigners. As a result, foreign
investments are expected to be increase, especially in the attractive retail sector.

THE UPCOMING TREND

E-commerce is expanding steadily in the country. Customers have the ever increasing choice
of products at the lowest rates. E-commerce is probably creating the biggest revolution in the
retail industry, and this trend would continue in the years to come. Retailers should leverage
the digital retail channels (e-commerce), which would enable them to spend less money on
real estate while reaching out to more customers in tier-2 and tier-3 cities.

Both organized and unorganized retail companies have to work together to ensure better
prospects for the overall retail industry, while generating new benefits for their customers.
Nevertheless, the long-term outlook for the industry is positive, supported by rising incomes,
favorable demographics, entry of foreign players, and increasing urbanization.

GROWTH OF INDIAN RETAIL INDUSTRY

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 2019, it rose to 12%. It is also expected to reach 22% by 2025.

According to a report by North bride Capita, the India retail industry is expected to grow
to US$ 700 billion by 2025. 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.

India is rapidly evolving into a competitive marketplace with potential target consumers
in the niche and middle class segments. The market trends indicate tremendous growth

26
opportunities. Global majors too are showing a keen interest in the Indian retail market. Over
the years, international brands like marks and spencer, Samsonite, Lacoste, McDonald‟s,
Swarovski, Domino‟s among a host of others have come into India through the franchise route
following the relaxation of FDI (Foreign Direct Investment) restrictions. Large Indian
companies- among them the Tata, Goenka and the Piramal groups are investing heavily in this
industry.

MAJOR RETAILERS IN INDIA

PANTALOON:
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

2025. 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 lake 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 Food world stores. Later it also opened the
pharmacy and beauty care outlets „Health & Glow‟.

27
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 2025.

AV BIRLA GROUP

AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis
Philippe, Allen Solly, Van Heusen, and Peter England are quite popular. It's also investing in
other segments of retail. It will invest Rs. 8000-9000 crores by 2025.
Another big player in the segment will be the Bharti group. Overhauling this part of the
supply chain will be the key to the success of any retail venture in food and groceries segment.

Wal-Mart, the world‟s largest retailer, and Bharti Enterprises have signed a
Memorandum of Understanding (MoU) to explore business opportunities in the Indian retail
industry. This joint venture will mark the entry of Wal-Mart into the Indian retailing industry
a retail chain like Future Group‟s Big Bazaar may be clocking heady sales (growing at 100%
year- on- year), but the dozen odd shops operating in its proximity wear a deserted look,
giving a somewhat hollow ring to the much- talked- about retail boom in the country. The key
players currently operating in the Indian retail industry includes Future Group, Trent Ltd,
RPG Enterprise, Vishal Retail Ltd, Shoppers Stop Ltd, Bata India Ltd, Provogue India Ltd,
Vdeocon Appliances Ltd, ITC Ltd, Godrej Agrovert Ltd, and DCM-Hariyah Kissan Bazaar.

Retailers ranging from Pantaloon to RPG to Piramal‟s or the Tata‟s are working towards
exploiting this model, perceived by consumers as more value enhancing. But in the long run,
what is most likely to succeed is a more balanced multi-format strategy. Finally, while in the
first flush of the retail boom, the elimination of traditional intermediaries may bring windfall
gains (as well as bring welcome and much-needed relief to the producers), this source will
increasingly dry out as competition intensifies and margins come under pressure a few years
down the line. What would set the survivors apart from those who are forced to sell out or go
belly-up will be differentiators like location, value-added services (convenience), private
labels and customer loyalty programs other than price. The last, a result of retailer-
manufacturer tieups, state-of-the-art supply chain infrastructure, global sourcing and scale will
be a key factor. And, if experience in other markets is anything to go by, an uncanny ability to
read shifting trends.

28
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 is a couple of
examples.

CHALLENGES FACING INDIAN RETAIL INDUSTRY

• The tax structure in India favors small 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

29
 • Low retail management skill

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 2023. It is further expected to reach US$ 1.3 trillion by the year
2025 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 2025, the organized sector is also
expected to grow at a CAGR of 40%.

CATEGORIES OF INDIAN RETAILERS:-

CORPORATE HOUSES

Tata‟s: Tata Trent

 RPG group: Food World, Health and Glow etc.
 ITC: Wills Life Style
 Raheja group: (Shoppers‟ Stop), DLF (DT cinemas).
 Nike, Rbk. Zodiac  Multi-brand outlets

 Vijay Sales, Viveks etc.

 Manufacturers/ Exporters
 Pantaloons, Bata, Weekender

CLASSIFYING INDIAN RETAILERS:

1. Modern Format Retailers

 Supermarkets (food World)  Hypermarkets (Big Bazaar)

 Department Stores (shopper‟s Stop)  Specialty Chains (Ikea)

 Company Owned Company Operated

2. Traditional Format Retailers

 Kiranas: traditional Mom and Pop Stores

 Kiosks
 Street Market
 Exclusive /Multiple Brand Outlets

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 3. Hypermarket

 Big Bazaar
 Giants
 Shoprite
 Star

4. Department

 Lifestyle
 Pantaloons
 Pyramids
 Shoppers Stop
 Trent

5. Entertainment

 Fame Ad labs
 Fun Republic
 Inox
 PVR

OVERVIEW
The Indian Retail sector has come off age and has gone through major transformation over the
last decade with a noticeable shift towards organized retailing. A T Kearney, a US Based
global management consulting firm has ranked India as the fourth most attractive nation for
retail investment among 30 flourishing markets.

The retail market is expected to reach a whooping Rs. 47 lakh crore by 2024-25, as it expands
at a compounded annual growth rate of 15 per cent, according to the „Yes Bank - Assocham‟
study.

31
 The retail market, (including organized and unorganized retail), was at Rs. 23 lakh crore in
2018-19. According to the study, organized retail, that comprised just seven per cent of the
overall retail market in 2018-19, is expected to grow at a CAGR of 24 per cent and attain 10.2
per cent share of the total retail sector by 2024-25.

In terms of sheer space, the organized retail supply in 2019 was about 4.7 million square feet
(sq ft). This showed a 78 per cent increase over the total mall supply of just 2.5 million sq ft in
2018.

“Favorable demographics, increasing urbanization, nuclearisation of families, rising affluence

amid consumers, growing preference for branded products and higher aspirations are other
factors which will drive retail consumption in India,” said DS Rawat, Assocham Secretary
General.
RETAIL CLASSIFICATION
Retail industry can be broadly classified into two categories namely- organized and
unorganized retail.

• Organized retail - Organised traders/retailers, who are licensed for trading activities and
registered to pay taxes to the government.

• Unorganized retail – It consists of unauthorized small shops - conventional Kirana shops,

general stores, corner shops among various other small retail outlets - but remain as the
radiating force of Indian retail industry.

MARKET DYNAMICS
In the past few years, Indian Retail sector has seen tremendous growth in the organized
segment. Major domestic players have stepped into the retail arena with long term, ambitious
plans to expand their business across verticals, cities and formats.

Companies like Tata, Reliance, Adani Enterprise and Bharti have been investing considerably
in the booming Indian Retail market. Along with these giant retailers, a number of
transnational brands have also entered into the market to set up retail chains in close
association with bigger Indian companies.

32
 High consumer spending over the years by the young population (more than 31% of the
country is below 14 years) and sharp rise in disposable income are driving the Indian
organized retail sector‟s growth. Even Tier I & Tier II cities and towns are witnessing a major
shift in consumer preferences and lifestyles, the result of which, they have emerged as
attractive markets for retailers to expand their presence.

The Indian retail sector is highly fragmented and the unorganized sector has around 13 million
retail outlets that account for around 95-96% of the total Indian retail industry. However,
going forward, the organized sector‟s growth potential is expected to increase due to
globalization, high economic growth, and improved lifestyle.

Although the growth potential in the sector is immense, there are obstacles too, that could
slow the pace of growth for new entrants. Rigid regulations, high personnel costs, real estate
costs, lack of basic infrastructure, and highly competitive domestic retailer groups are some
such challenges.

KEY DRIVERS OF THE INDIAN RETAIL INDUSTRY

• Emergence of nuclear families

• An increase in the double-income households trend
• Large working population
• Reasonable Real estate prices
• Increase in disposable income and customer aspiration
• Demand as well as increase in expenditure for luxury items
• Growing preference for branded products and higher aspirations
• Growing liberalization of the FDI policy in the past decade
• Increasing urbanization,
• Rising affluence amid consumers

BOTTLENECKS

• A long way to meet international standards

• Lack of efficient supply-chain management
• Lack of required retail space
• No fixed consumption pattern
• Shortage of trained manpower
• Lack of proper infrastructure and distribution channel

33
EMERGING SECTORS/TRENDS IN INDIAN RETAILING
Within retail, the emerging sectors would be food and grocery, apparel, electronics,
ecommerce, fashion and lifestyle.

Incorporation of technology in the organized retail segment has been something to reckon
with in the past few years. Use of computers for merchandise planning and management,
control of inventory costs and supplies and replenishment of goods done electronically,
internal store billing, etc has changed the face of product retailing.

Online retail business is the next gen format which has high potential for growth in the near
future. After conquering physical stores, retailers are now foraying into the domain of
eretailing. The retail industry is all set to test waters over the online medium, by selling
products through websites. Food and grocery stores comprises the largest chunk of the Indian
retail market.

An emerging trend in this segment is the virtual formats where customer orders are taken
online through web portals which are delivered at the door step the very same day or the
following day. This trend has been catching up with most of the large sized retail chains that
have their websites.

THE ROAD AHEAD…

According to panel members at the seventh Food and Grocery Forum India, the opportunities
in food and grocery retail in India are immense, given that it constitutes about 69 per cent of

India‟s total retail market. The Indian retail market, currently estimated at $490 billion, is
project to grow at a compounded annual growth rate of 6 per cent to reach $865 billion by
2023. Modern retail with a penetration of only 5% is expected to grow about six times from
the current 27 billion USD to 220 billion USD, across all categories and segments.

Organised Retail is emerging as the new phenomenon in India and despite the slump, the
market is growing exponentially. As economic growth brings more of India‟s people into the
consuming classes and organized retail lures more and more existing shoppers, by 2026, more
than 300 million shoppers are likely to patronize organized retail chains.

34
Consumer markets in emerging market economies like India are growing rapidly owing to
robust economic growth. India's modern consumption level is set to double within five years
to US$ 1.5 trillion from the present level of US$ 750 billion.

The growing middle class is an important factor contributing to the growth of retail in India.
By 2030, it is estimated that 91 million households will be „middle class‟, up from 21 million
today. Also by 2030, 570 million people are expected to live in cities, nearly twice the
population of the United States today.

Thus, with tremendous potential and huge population, India is set for high growth in consumer
expenditure. With India's large „young‟ population and high domestic consumption, the macro
trends for the sector look favorable.

35
 THE 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.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 12 million square
feet of retail space in over 71 cities and towns and 65 rural locations across India. The group
owns several leading formats including Pantaloons, Big Bazaar, Food Bazaar, Home Town,
eZone and Central. Pantaloon Retail was awarded the International Retailer of the Year -
2008, by the US-based National Retail Federation, the largest retail trade association and the
Emerging Market Retailer of the Year 2008 at the World Retail Congress in Barcelona.

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

ABOUT FUTUREBAZAAR.COM

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.

36
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.

37
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

38
designed to appeal to the Indian consumer. You may be thinking, what does that mean? In
short, organized chaos.

With a slogan of "Is se sasta aur accha kahin nahi!" ("Nowhere cheaper or better than this!"),
the Big Bazaar targets itself directly at the average Indian's love of following the crowd and
scrambling for a good discount.

You won't find neatly ordered aisles at the Big Bazaar. Instead, stores are laid out to replicate a
market environment, with items all thrown in together. Promotions such as

"Sabse Saste 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.

39
 CHAPTER-IV
DATA ANALYSIS AND
INTERPRETATION

40
 CHAPTER-V

ANALYSIS, INTERPRETATION AND INFERENCE

Analysis:

Analysis is classifying and rearranging the raw data to arrive at meaningful

interpretation.

Interpretation:

Interpretation is essential because it brings the outcome of the analysis into forefront.

 It is through interpretation that the researcher can understand the abstract principles
that work beneath his founds. Through this he can linkup the same abstract with those
of other studies having the same abstract principle.

 Interpretation leads the establishment of explanatory concepts that can serve as a

guide for tutor research studies.

 Research can appreciate only through interpretation which can make other to
understand of researcher finding a per project study. The data collect are analyzed sing
simple percentage tool as the against the total number of the respondents.

 The content analysis presented in the form of tables and charts.

41
 TABLE NO: 4.1

AGE OF THE RESPONDENTS

S. No Age No of Respondent Percentage

1 20 Years to 25 years 25 25

2 26 Years to 30 years 38 38

3 31 Years to 35 years 32 32

4 Above 36 Years 5 5

Total 100 100

INTERPRETATION:

The above table shows that 25 percent of the respondents are between 20years to
25years of age, 38 percent of the respondents are between 26years to 30years, 32 percent of
the respondents are between 31years to 36years and 5 percent of the respondents are between
above 36years.

INFERENCE:

Majority 38 percent of the respondents are between the age group of 26 – 30 years.

AGE OF THE RESPONDENT

S
AGE

No 40
of 35
30
res
25
po 20
nd 15
ent10
5
0
20 Years to 25 26 Years to 30 31 Years to 35 Above 36
years years years Years
Age

42
 TABLE NO: 4.2

AGE AND EMPLOYEE RETENTION

CHI-SQUARE:

S. No Particular Value Degree of Chi- Inference

Freedom Square
Value

1 Age and Employee 36.944 3 7.815 Rejected

retention

H0 - there is no significant relationship between age and retention problem

H1 – there is a significant relationship between age and retention problem

CHI SQUARE:

Calculated value = 36.944

Degree of freedom =3

Table value = 7.815

Significant level = significant level of 5%

INTERPRETATION:

The above table shows that the calculated value of chi square is greater than the table
value.Hence the null hypothesis is rejected so there is a significant relationship between age
and retention problem.

43
 TABLE NO: 4.3
GENDER OF THE RESPONDENTS

S. No Gender No of Respondent Percentage

1 Male 64 64

2 Female 36 36

Total 100 100

INTERPRETATION:

The above table shows that 64 percent of the respondents are male and 36 percent of the
respondents are female.

INFERENCE:

Majority 64 percent of the respondents are male.

GENDER OF THE RESPONDENTS

GENDER

36%

Male
64%
Female

44
 TABLE NO: 4.4

MARITAL STATUS OF THE RESPONDENTS

S. No Marital status No of Respondent Percentage

1 Married 73 73

2 Unmarried 24 24

3 Widow 3 3

Total 100 100

INTERPRETATION:

The above table shows that 73 percent of the respondents are married, 24 percent of the
respondents are unmarried, and 3 percent of the respondents are widow.

INFERENCE:

Majority 73 percent of the respondents are married.

MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS

No 80
of 70
the60
res
po 50
nd 40
ent30

20

10

0
Married Unmarried Widow
Marital status

45
 TABLE NO: 4.5

MARITAL STATUS AND EMPLOYEE RETENTION

CHI-SQUARE:

S. No Particular Value Degree of Chi- Inference

Freedom Square
Value

1 Marital Status and 4.268 2 5.991 Accepted

Employee Retention

H0 - there is no significant relationship between marital status and retention problem.

H1 – there is a significant relationship between marital status and retention problem.

CHI SQUARE:

Calculated value = 4.268

Degree of freedom =2

Table value = 5.991

Significant level = significant level of 5%

INTERPRETATION:

The above table shows that the calculated value of chi square is less than the table
value. Hence the null hypothesis is accepted so there is no significant relationship between
marital status and retention problem.

46
 TABLE NO: 4.6

FAMILY SIZE OF THE RESPONDENTS

S. No Family size No of Respondent Percentage

1 Nuclear 69 69

2 join family 31 31

Total 100 100

INTERPRETATION:

The above table shows that 55 percent of the respondents are from nuclear family, and
45 percent of the respondents are joint family.

INFERENCE:

Majority 69 percent of the respondents are the nuclear family.

FAMILY SIZE OF THE RESPONDENTS

FAMILY SIZE

31%

Nuclear
join family

69%

47
 TABLE NO: 4.7
MONTHLY SALARY OF THE RESPONDENTS

S. No Monthly salary No of Respondent Percentage

1 Below 6000rs 8 8
2 6001rs to 12000rs 61 61
3 12001rs to 18000rs 27 27
4 Above 18001rs 4 4
Total 100 100

INTERPRETATION:

The above table shows that 8 percent of the respondents are having below 6000rs as
monthly income, 61 percent of the respondents are as monthly income between 6001 to
12000, 27 percent of the respondents are between 12001 to 18000 as monthly income and 4
percent of the respondents are between above 18001 as monthly income.

INFERENCE:

Majority 61 percent of the respondents are between the 6001 to 12000 as monthly
income.

MONTHLY SALARY OF THE RESPONDENTS

MONTHLY SALARY

No
70
of
the 60
res 50
po
40
nd
ent 30
20

10

0
Below 6000rs 6001rs to 12001rs to Above 18001rs
12000rs 18000rs
Monthly salary

48
 TABLE NO: 4.8

EDUCATION QUALIFICATION OF THE RESPONDENTS

S. No Education No of Respondent Percentage

1 Illiterate 2 2

2 Up to +2 61 61

3 Up to UG degree 18 18

4 Up to PG degree 7 7

5 Up to diploma 12 12

Total 100 100

INTERPRETATION:

The above table shows that 2 percent of the respondents are illiterate, 61 percent of the
respondents are up to +2, 18 percent of the respondents are up to UG degree, 7 percent of the
respondents are up to PG degree and 12 percent of the respondents are up to diploma.

INFERENCE:
Majority 61 percent of the respondents are the Education up to +2.

49
 CHART NO: 4.6

EDUCATION QUALIFICATION OF THE RESPONDENTS

EDUCATION

70
No
of 60
th
50
e
res 40
po
nd 30
en 20
t
10

0
Illiterate Up to +2 Up to ug Up to pg Up to diploma
degree degree
Education

TABLE NO: 4.9

AWARENESS OF THE ORGANIZATION

S. No Know about the organization No of Respondent Percentage

1 Friend 25 25
2 Relative 18 18
3 Neighbour 24 24
4 Nearby home 33 33
Total 100 100

INTERPRETATION:

The above table shows that 25percent of the respondents are awareness of the
organization in friend, 18 percent of the respondents are awareness of the organization in
relative, 24 percent of the respondents are awareness of the organization in neighbour and 33
percent of the respondents are awareness of the organization in nearby home.

50
INFERENCE:

Majority 33 percent of the respondents are awareness of the organization nearby home.

AWARENESS OF THE ORGANIZATION

35
No
of 30
the
25
res
po 20
nd
ent 15

10

0
Friend Relative Neighbour Nearby home
Know about the organization

TABLE NO: 4.10

EXPERIENCE

S. No Experience No of Respondent Percentage

1 Below 2years 53 53
2 2 years to 4years 38 38
3 4years to 6years 8 8
4 Above 6years 1 1
Total 100 100

INTERPRETATION:

The above table shows that 53 percent of the respondents are between below 2years
experience, 38 percent of the respondents are between below 2years to 4years experience, 8
percent of the respondents are between below 4years to 6yearsvexperience,and 1 percent of
the respondents are between above 6years experience.

51
INFERENCE:

Majority 53 percent of the respondents are having the experiencesbelow 2years.

EXPERIENCE
No
of 60
the
50
res
po 40
nd 30
ent
20

10

0
Below 2years 2 years to 4years to Above 6years
4years 6years
Experience

MOTIVATION OF THE JOB

S. No Motivation of the job No of Respondent Percentage

1 Salary 31 31
2 Native of job 50 50
3 Reputation 19 19
Total 100 100

INTERPRETATION:

The above table shows that 31 percent of the respondents are motivated by salary, 50
percent of the respondents are motivated by native of job, and 19 percent of the respondents
are motivated by reputation.

52
INFERENCE:

Majority 50 percent of the respondents are motivatedby native of job.

MOTIVATION OF THE JOB

60

No
50
of
th
e 40
res
po 30
nd
en 20
t

10

0
Salary Native of job Reputation
Motivation of the job

TABLE NO: 4.12

RETENTION PROBLEMS

S. No Retention problem No of Respondent Percentage

1 Yes 90 90
2 No 10 10
Total 100 100

INTERPRETATION:

The above table shows that 90 percent of the respondents are have retention problem,
and 10 percent of the respondents are have no retention problem.

53
INFERENCE:

Majority 90 percent of the respondents are the have retention problem.

RETENTION PROBLEMS

10%

Yes
No

90%

54
 TABLE NO: 4.13

RELATIONSHIP WITH MANAGEMENT

S. No Relationship with management No of Respondent Percentage

1 Strongly disagree 26 26
2 Disagree 36 36
3 Natural 30 30
4 Agree 7 7
5 Strongly agree 1 1
Total 100 100

INTERPRETATION:

The above table shows that 26 percent of the respondents are strongly disagree in good
relationship with management, 36 percent of the respondents are disagree in good relationship
with management, 30 percent of the respondents are natural in good relationship with
management, 7 percent of the respondents are agree in good relationship with management,
and 1 percent of the respondent are strongly agree in good relationship with management.

INFERENCE:

Majority 36 percent of the respondents are disagreeing in relationship with

management.

RELATIONSHIP WITH MANAGEMENT

No 40
of 35
th
30
e
res 25
po 20
nd 15
en
10
t
5
0
Strongly Disagree Natural Agree Strongly agree
disagree
Good relationship with management

55
 TABLE NO: 4.14

REWARDS & RECOGNITION

S. No Rewards And Recognition No of Respondent Percentage

1 Strongly disagree 32 32
2 Disagree 49 49
3 Natural 18 18
4 Agree 1 1
Total 100 100

INTERPRETATION:

The above table shows that 32 percent of the respondents are strongly disagree in
rewards &recognition, 49 percent of the respondents are disagree in rewards &recognition, 18
percent of the respondents are natural in rewards &recognition, 1 percent of the respondent are
agree rewards &recognition.

INFERENCE:

Majority 49 percent of the respondents are the disagree in Rewards and Recognition.

REWARDS & RECOGNITION

No 50
of 45
the 40
res 35
po 30
nd 25
ent 20
15
10
5
0
Strongly disagree Disagree Natural Agree
Rewards & Recognition

56
 TABLE NO: 4.15

INFRASTRUCTURE

S. No Infrastructure No of Respondent Percentage

1 Strongly disagree 9 9
2 Disagree 49 49
3 Neutral 38 38
4 Agree 4 5
Total 100 100

INTERPRETATION:

The above table shows that 9 percent of the respondents are strongly disagree in
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of the
respondents are between in infrastructure, and 4 percent of the respondents are agree in
infrastructure.

INFERENCE:

Majority 49 percent of the respondents are disagreeing in infrastructure.

INFEASTRUCTURE

No 50
of 45
the 40
res 35
po 30
nd 25
ent 20
15
10
5
0
Strongly disagree Disagree Neutral Agree
Infrastructure

57
 TABLE NO: 4.16

WORK SCHEDULE

S. No Work Schedule No of Respondent Percentage

1 Strongly disagree 11 11
2 Disagree 42 42
3 Neutral 46 46
4 Agree 1 1
Total 100 100

INTERPRETATION:

The above table shows that 11 percent of the respondents are strongly disagree in work
schedule, 42 percent of the respondents are disagree in work schedule, 46 percent of the
respondents are natural in work schedule, and 1 percent of the respondent are agree in work
schedule.

INFERENCE:

Majority 46 percent of the respondents are having the work Schedulein neutral.

WORK SCHEDULE

50
No 45
of
40
th
35
e
res 30
po 25
nd 20
en 15
t
10
5
0
Strongly disagree Disagree Neutral Agree
Work schedule

58
 TABLE NO: 4.17

COMPANY POLICY

S. No Company policy No of Respondent Percentage

1 Strongly disagree 22 22
2 Disagree 45 45
3 Neutral 33 33
Total 100 100

INTERPRETATION:

The above table shows that 22 percent of the respondents are strongly disagree in
company policy, 45 percent of the respondents are disagree in company policy, and 33 percent
of the respondents are natural in company policy.

INFERENCE:

Majority 45 percent of the respondents aredisagreed with the company‟s policies.

COMPANY POLICY
No 50
of 45
the40
res 35
po 30
nd 25
ent20
15
10
5
0
Strongly disagree Disagree Neutral
Company policy

59
 TABLE NO: 4.18

AVAILABILITY OF PROMOTION OPPORTUNITY

S. No Promotion Opportunity No of Respondent Percentage

1 Strongly disagree 62 62
2 Disagree 29 29
3 Neutral 9 9
Total 100 100
INTERPRETATION:

The above table shows that 62 percent of the respondents are strongly disagree in
promotion opportunity, 29 percent of the respondents are disagree in promotion opportunity,
and 9 percent of the respondents are natural in promotion opportunity.

INFERENCE:

Majority 62 percent of the respondents are having the promotion opportunities in

strongly disagreed.

PROMOTION OPPORTUNITY

9%

29%
Strongly disagree
62% Disagree
Neutral

60
 TABLE NO: 4.19

JOB SECURITY

S. No Job security No of Respondent Percentage

1 Strongly disagree 78 78
2 Disagree 19 19
3 Neutral 3 3
Total 100 100

INTERPRETATION:

The above table shows that 78 percent of the respondents are strongly disagree in job
security, 19 percent of the respondents are disagree in job security, and 3 percent of the
respondents are natural in job security.

INFERENCE:

Majority 78 percent of the respondents arestrongly disagreedwith the job securities.

JOB SECURITY

No 80
of
70
the
res 60
po 50
nd 40
ent
30
20
10
0
Strongly disagree Disagree Neutral
Job security

61
 STATUTORY BENEFIT

60

50
No
of 40
the
res30
po
nd20
ent
10

0
Strongly disagree Disagree Neutral Agree
Statutory benefit

TABLE NO: 4.20

STATUTORY BENEFIT

S. No Statutory benefit No of Respondent Percentage

1 Strongly disagree 12 12
2 Disagree 52 52
3 Neutral 29 29
4 Agree 7 7
Total 100 100

INTERPRETATION:

The above table shows that 12 percent of the respondents are strongly disagree in
statutory benefit, 52 percent of the respondents are disagree in statutory benefit, 29 percent of
the respondents are natural in statutory benefit, and 7 percent of the respondents are agree in
statutory benefit.

INFERENCE:
Majority 52 percent of the respondents are disagreed with the statutory benefits.

62
 TABLE NO: 4.21

MOTIVATION OF EMPLOYEES

S. No Motivation of employee No of Respondent Percentage

1 Strongly disagree 18 18
2 Disagree 40 40
3 Neutral 39 39
4 Agree 3 3
Total 100 100

INTERPRETATION:

The above table shows that 18 percent of the respondents are strongly disagree in
motivation of employees, 40 percent of the respondents are disagree in motivation of
employees, 39 percent of the respondents are natural in motivation of employee, and 3
percent of the respondents are agree in motivation of employees.

INFERENCE:

MOTIVATION OF EMPLOYEE

40
No 35
of
th 30
e
25
res
po 20
nd
15
en
t 10

0
Strongly disagree Disagree Neutral Agree
Motivation of employees

Majority 52 percent of the respondents aredisagreed with the motivation of employee.

63
 TABLE NO: 4.22

RATE OF THE APPRAISAL SYSTEM

S. No Appraisal system No of Respondent Percentage

1 Strongly disagree 23 23
2 Disagree 47 47
3 Neutral 30 30
Total 100 100

INTERPRETATION:

The above table shows that 23 percent of the respondents are strongly disagree in
appraisal system, 47 percent of the respondents are disagree in appraisal system and 30
percent of the respondents are natural in appraisal system.

INFERENCE:

Majority 47 percent of the respondents aredisagreed with the appraisal systems.

APPRAISAL SYSTEM

50

45
No
of 40
the35
res
30
po
nd 25
ent20
15

10

0
Strongly disagree Disagree Neutral
Rate of the appraisal system

64
 TABLE NO: 4.23

OPPORTUNITY TO SHARE YOUR IDEAS AT WORK

Opportunity to share your ideas No of Respondent Percentage

S. No
1 Yes 20 20
2 No 80 80
Total 100 100

INTERPRETATION:

The above table shows that 20 percent of the respondents are had to share their ideas, 80
percent of the respondents are does not have to share their ideas.

INFERENCE:

Majority 80 percent of the respondents are having opportunities to share your ideas at
work no.

OPPORTUNITY TO SHARE YOUR IDEAS

20%

Yes
No

80%

65
 TABLE NO: 4.24

ATTENDED ANY TRAINING PROGRAMS

S. No Training programs No of Respondent Percentage

1 Yes 34 34
2 No 66 66
3 Total 100 100

INTERPRETATION:

The above table shows that 34 percent of the respondents are percent attended training
program, 66 percent of the respondents are does not attended training program.

INFERENCE:

Majority 52 percent of the respondents‟ percent are the training program no.

TRAINING PROGRAMS

34%

Yes
66% No

66
 TABLE NO: 4.25

CAREER ENHANCEMENT OPPORTUNITIES

S. No Career opportunities No of Respondent Percentage

1 Yes 17 17
2 No 83 83
3 Total 100 100

INTERPRETATION:

The above table shows that 17 percent of the respondents are company provides career
enhancement opportunities for yes, and 83 percent of the respondents are do not company
provides career enhancement opportunities for no.

INFERENCE:

Majority 26 percent of the respondents are between the career opportunities no.

CAREER OPPORTUNITIES

17%

Yes
No

83%

67
 TABLE NO: 4.26

REASON FOR LEAVE

S. No Reason for leave No of Respondent Percentage

1 marriage 19 19
2 Team fitment 23 23
3 Career opportunity 26 26
4 Others 32 32
Total 100 100

INTERPRETATION:

The above table shows that 19 percent of the respondents are reason for leave
marriage, 23 percent of the respondents are reason for leave team fitment, 32 percent of the
respondents are reason for leave career opportunity, and 26 percent of the respondents are
reason for leave other reason.

INFERENCE:

Majority 26 percent of the respondents are the reasons for leave career opportunity.

REASON FOR LEAVE

No 35
of
30
the
res 25
po
20
nd
ent 15
10

0
marriage Team fitment Career Others
opportunity
Reason for leave

68
 TABLE NO: 4.27

SATISFIED WITH THE INCENTIVES

S. No Incentive No of Respondent Percentage

1 Yes 33 33
2 N0 67 67
Total 100 100

INTERPRETATION:

The above table shows that 33 percent of the respondents are satisfied their incentive,
67 percent of the respondents are does not satisfied their incentive,

INFERENCE:

Majority 67 percent of the respondents are the statutory incentive no.

No of Respondent

33%

Yes
67% N0

69
 TABLE NO: 4.28

SATISFIED WITH THE WORKING HOURS

S. No Working hours No of Respondent Percentage

1 Yes 19 19
2 No 81 81
Total 100 100

INTERPRETATION:

The above table shows that 19 percent of the respondents are satisfied working hours,
and 81 percent of the respondents are does not satisfied working hours.

INFERENCE:

Majority 81 percent of the respondents are satisfied working hours no.

WORKING HOURS

19%

Yes
No

81%

70
 TABLE NO: 2.29

SATISFIED WITH THE BENEFIT OFFERED BY THE ORGANIZATION

S. No Benefit offered by the No of Respondent Percentage

organization
1 Yes 20 20
2 No 80 80
Total 100 100
INTERPRETATION:

The above table shows that 20 percent of the respondents are satisfied benefit offered
by the organization, and 80 percent of the respondents are does not satisfied benefit offered by
the organization.

INFERENCE:

Majority 80 percent of the respondents are thenot benefit offered by the organization.

BENEFIT OFFERED BY THE ORGANIZATION

20%

Yes
No

80%

71
 PARTICIPATION IN HOLIDAYS

No60
of
50
th
e 40
res
30
po
nd 20
en
10
t
0
Not at all Not much involved Neutral Involved
Participation in holidays

TABLE NO: 4.30

PARTICIPATION IN DURING HOLIDAYS

S. No Participation in holidays No of Respondent Percentage

1 Not at all 54 54
2 Not much involved 24 24
3 Neutral 20 20
4 Involved 2 2
Total 100 100

INTERPRETATION:

The above table shows that 24 percent of the respondents are not at all in participation in
holidays, 54 percent of the respondents are not much involved in participation in holidays, 20
percent of the respondents are neutral in participation in holidays, and 2 percent of the
respondents are involved in participation in holidays.

INFERENCE:

Majority 52 percent of the respondents are the participation in holidays not at all.

72
 CHAPTER-V
FINDINGS, SUGGESTIONS AND
CONCLUSIONS

73
 FINDINGS:

 Majority 38 percent of the respondents are between the age group of 26 – 30 years.
 Majority 64 percent of the respondents are male.
 Majority 73 percent of the respondents are married.
 Majority 69 percent of the respondents are the nuclear family.
 Majority 61 percent of the respondents are between the 6001 to 12000 as monthly
income
 Majority 61 percent of the respondents are the Education up to +2.
 Majority 33 percent of the respondents are awareness of the organization nearby home.
 Majority 53 percent of the respondents are having the experiencesbelow 2years.
 Majority 50 percent of the respondents are motivated by native of job.
 Majority 90 percent of the respondents are the have retention problem.
 Majority 36 percent of the respondents are disagreeing in relationship with
management.
 Majority 49 percent of the respondents are the disagree in Rewards and Recognition.
 Majority 49 percent of the respondents are disagreeing in infrastructure.
 Majority 46 percent of the respondents are having the work Schedulein neutral.
 Majority 45 percent of the respondents are disagreed with the company‟s policies.
 Majority 62 percent of the respondents are having the promotion opportunities in
strongly disagreed.
 Majority 78 percent of the respondents are strongly disagreed with the job securities.
 Majority 52 percent of the respondents are disagreed with the statutory benefits.
 Majority 52 percent of the respondents are disagreed with the motivation of employee.
Majority 47 percent of the respondents are disagreed with the appraisal systems.
 Majority 80 percent of the respondents are having opportunities to share your ideas at
work no.
 Majority 52 percent of the respondents‟ percent are the training program no.
 Majority 26 percent of the respondents are between the career opportunities no.
 Majority 26 percent of the respondents are the reasons for leave career opportunity.
 Majority 67 percent of the respondents are the statutory incentive no.
 Majority 81 percent of the respondents are satisfied working hours no.
 Majority 80 percent of the respondents are the not benefit offered by the organization.
 Majority 52 percent of the respondents are the participation in holidays not at all.

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 SUGGESTIONS:

Retaining key personnel is critical to long term success of an organization. A Retention

Strategy has become essential if your organization is to be productive over time and can
become an important part of your hiring strategy by attracting the best candidates. In fact,
some companies do not have to recruit because they receive so many qualified unsolicited
submissions due to their history of excellence in employee retention. How do you get your
employees to "fall in Love" with your organization? This is a great question. Some of the
suggestions for this can be summarized as follows:

 The company should provide better motivations to the employees. So that improves the
satisfaction of the employees.

 The company should maintain a good relationship with the employees that help to
improve their production.

 The company want to change their work schedule and policies of their organisation 
The company should also develop their infrastructure facility of their organisation.

 The company want to reduce their employee retention problem and provide promotion
offers to their employees

 The company should provide job security and statutory benefits to their employees.
 The company should provide training programs for their employees
 The company should provide career opportunities to the employees.
 The company should provide proper incentives to the employees
 The company should maintain proper work timings for the employees and should main
a proper attendance of the employees.

 The company should provide other benefits properly to the employees.

 The company should provide Rewards and Recognition to the employees.
 The company should provide promotions opportunities to the employees.

75
 CONCLUSION:

The research has a humble attempt in identifying the causes of employee retention and
come up with a few suggestions. Big Bazaar in Hyderabad exists a high level of employee
retention.

So, the management has simply to concretize people and live them alone with an
environment in which they find it possible it behave appropriately, identify the problem,
appreciate the need to resolve it, identify the factors and contributing to the problem and
behave in ways that would either eliminate the casual variables or reduce their influence on
the problems. Though slow, the process of concretization is sure to produce the desired
results conducted in proper ways.

Employees comprise the most vital assets of the company. In a work place where employees
are not able to use their full potential and not heard and valued, they are likely to leave
because of stress and frustration. They need transparent work environment to work in. In a
transparent environment where employees get a sense of achievement and belongingness,
where they can best utilize their potential and realize their skills. They love Tobe the essential
part of such organization and the company is benefited with a stronger, reliable work-force
harboring bright new ideas for its growth.

76
BIBLIOGRAPHY

77
 BIBLIOGRAPHY
Reference books:

1. Kothari.C.R, Research Methodology methods and Techniques, Wishwa

prakashan.

2. Prof.Memoriya, Personnel management, Narayan Publications.

3. RAO VSP, Human Resource Management, Anurag Jain.

4. Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.

5. Taylor Stephen, The Employee Retention Handbook, The Cromwell Press.

Reference Articles:

1. Biswas.S.N, Indian Journal of individuals, Institute of Management, Volume-5,

Issue-2, and February 1994.

2. Manikandan.P, HRM Review, The ICFAI University, Volume-3, Issue-5, and March
2007.

3. Venkat.R.K, Management and Labour Studies, Institute of Management, Volume-3,

Issue-2, and July 1997.

4. Philips J. J, Managing Employee Retention- A Strategic Accountability Approach,

Elsevier Butterworth Hethemann Publications, Volume-5, Issue-2, and 1998.

5. Arthur, Effects of human resource systems on manufacturing performance and

turnover, Academy of Management Journal, Volume-2, Issue-3, and June 2005.

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