CHAPTER 1

INDUSTRY PROFILE

Indian retail industry

India is the 4th largest economy in the world in purchasing power parity (PPP) terms after USA,
China and Japan. In 2008-09, India became the 2 nd fastest growing economy in the world with a growth
rate of 9.2%. The economy is expected to grow at an average 7.8% per annum for the next 5 years.
Wholesale & Retail trade sector currently contributes to about 13% of GDP & employs about 40 million
people. India has a large number of retail enterprises with close to 12 million retail outlets. India has one of
the highest retail densities in the world, but only 4% being larger than 500 sq ft in size. In terms of the
structure, the industry is fragmented & predominantly consists of independent, owner managed shops.
The retail businesses include a variety of traditional retail formats, such as Kirana stores which stock
basic household necessities (including food products).

Growth of retail sector in India

Retail sector accounts for 13.72 % of India's GDP.

Provides employment to 15% of the population.

World's largest retail networks with 12 million outlets.

Total market size of retailing in India now is US$ 300 billion.

Current share of Organized Retail is 3%.

The size of Indian retail sector is estimated to grow by a compound annual growth rate of 5.5 per
cent, to become $410 billion market by 2010.

Retail formats in India

Hypermarkets/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.

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 2010. In 2001, Pantaloon
launched country's first hypermarket Big Bazaar. It has the following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar

Home Solutions: Hometown, Furniture Bazaar, Collection-i

Consumer Electronics: e-zone

Shoes: Shoe Factory

Books, Music & Gifts: Depot

Health & Beauty Care: Star, Sitara

E-tailing: Futurebazaar.com

Entertainment: Bowling Co.

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

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.

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

Defining a new consumer culture, retailing beats everything else hollow. Though still at a nascent stage, the
rate at which retail outlets are mushrooming could give an amoeba a complex.
From supermarkets and hypermarkets to department stores and convenience stores and one-stop shops, a
retailing wave is currently on in the country. And from food to music and apparel to tea and coffee bars,
companies of all hues are indulging in retail speak.
Organized retailing has grown three-fold from Rs 5,000 crore in 2000 to Rs 1,44,253 crore today, with a
potential to expand to Rs 235,000 crore by 2015.
The Indian consumer initially accepted everything that was offered to them but from the nineties the trend
changed and the market became more consumer driven. Consumers became more specific about what
they wanted and did not pick up anything and everything that was given to them. In short they became very
choosy and needed alternatives to choose from. These in turn made the Indian consumers more
knowledgeable about the products and facilities and they have now become tough critics, savvy,
purchasers, value driven spenders and practical thinkers when it comes to shopping. The demand for their

time at work and home has made the consumers extremely selective about how they would spend their
limited time on shopping.
The rate of growth in India has gradually picked up in the last two decades. Growth prospects apart, India's
very size acts as the fourth largest economy in the world. It is also the second most populous nation in the
world. This clearly indicates that within the broad picture of a developing nation, there are segments big
enough to represent large markets for organized retail. Due to the increasing demand of consumers for
variety and convenience under one single roof, the concept of shopping malls started taking shape in India.
Though the concept of shopping malls came from the west, when it was introduced in India is was
according to Indian taste and preferences.
Shopper's stop was the first Shopping mall to start in India. It was promoted by Mr.K.Raheja , a prominent
Mumbai-based builder, opened the first outlet in Andheri, Mumbai in 1991, initially it underwent a fair share
of growing pains but slowly it caught on and has now been very well accepted by the masses.
In India there are a number of large towns and the population in these towns is also very high. This acts as
a very important factor to attract the large retailers in venturing into these towns. In the ascending traffic
congestion levels, the net result is over crowded towns and parking hassles, One-stop shops have become
the places of choice in such a scenario.
There has been an explosion of branded goods as a corollary to the receptive conditions created by The
new trend; For example: In the eighties there was only one brand of salt available in the Indian market but
today there are many brands that are available. Garments, cosmetics, shoes, etc are no way different as a
number of brands have entered into the market.
Indian Retailing - On to Generation Mall:
The changing structure of the industry is in response to global forces. There is a perspective of the existing
opportunities and the future potential areas across various segments of the retail industry. While this sector
hasn't yet been thrown open to foreign investments, the potential for the same in the future is huge.
Technology is playing an increasingly crucial role for the success of a retail venture. Retailers are
scrambling to tap the vast consumer information at their disposal using technological advancements. The
section on such initiatives in the Indian retail scenario is a must for any potential entrant and for majors in
the software industry wanting to tap the potential in this industry.

Traditional retailing continues to be the major form of retail system contributing to over 97% of total retail
revenues. Indian retail market is in a transition phase with a fast paced shift towards organized retail which
is predicted to capture 15-20% market share by 2011. Initially organized retail stores made their entry
through metro cities. But with the increased spending capacities of consumers in tier-2 cities, the new retail
stores are entering smaller upcoming cities.

There are only a handful of companies with a retail background. Most new entrants to the Indian retail
scene are real estate groups who see their access to and knowledge of land, location and construction as
prime factors for entering the market. Quite interestingly, the share of retail market in urban and rural India
is not very skewed. The organized retail is expected to grow at a rate of 35% in large cities because of
shortage of space, while in small towns it would grow at a rate of 50-60 per cent, where ample land is
available (NSSO and KPMG analysis).

India, currently, is the hottest retail destination. The Indian retail sector is highly fragmented with 95% of its
business being run by the unorganized retailers like the traditional family run stores and corner stores. The
organized retail is at a very nascent stage though attempts are being made to increase its proportion to 1520% by the year 2010 bringing in a huge opportunity for prospective new players. Retail Revolution is just
beginning in India. This presents a unique opportunity in time to organized retailers in the western world to
leverage and scale-up in India utilizing their well defined and proven processes, procedures and controls.
The supply chain, procurement systems and understanding of global trends & fashion will enable them to
succeed.

According to the research conducted by Sumitra group, from the setting up of Indias first mall in 1999,
there has been a steady proliferation of malls, a trend specially pronounced in the urban cities. Total
number of malls was estimated at 200 in 2005-06 and projected to increase to 715 by 2015.
The
mall

mania has bought in a whole new breed of modern retail formats across the country catering to every need
of the value-seeking Indian consumer. An average Indian would see a mall as a perfect weekend gateway
with family offering them entertainment, leisure, food, shopping all less than one roof. FDI up to 51 per cent
is allowed, with prior Government approval for retail trade in Single Brand products with the objective of
attracting investment, technology and global best practices and catering to the demand for such branded
goods in India (KPMG Research Group).

CHAPTER 2
REVIEW OF LITERATURE AND RESEARCH DESIGN
INTRODUCTION
Organizational climate is comprised of mixture of norms, values, expectations, policies and
procedures that influence work motivation, commitment and ultimately, individual and work unit
performance. Positive climate encourages, while negative climates inhibits discretionary effort.
Organizational climate refers to the quality of working environment. If people feel that they are valued and
respected within the organization, they are more likely to contribute positively to the achievements of the
business outcomes.
Creating a healthy organizational climate requires attention to the factors which influence
employees perceptions, including the quality of leadership, the way in which decisions are made and
whether the efforts of employees are recognized. In fact Climate may be thought of as the perceptions of
the characteristics of an organization.
Climate for an organization is somewhat like the personality for a person. Just as every individual
has a personality that makes each person unique, each organization has an organizational climate that
clearly distinguishes its personality from other retail companies. Every organization is different and has a
unique feeling and character beyond its structural characteristics. Thus every organization deals with its
member in a distinct way through its policies on allocations of resources, communication pattern, reward
and penalty, leadership and decision making style, etc. The organizational policy and conviction with regard
to all these and a cluster of other related activities influence the feelings, attitudes and behavior of its
members and results in the creation of the unique organizational climate.
The content of organizational climate has varied widely and they include almost all the important
aspect of organizations such as structure, communication, leadership, Conflicts, reward system, inter
personal relationships organizational effectiveness, reasonability and so forth. It has been pointed out that
the contents of the climate constructed by various researches overlap with many other major concepts in
organizational behavior.

IMPACT OF ORGANIZATIONAL CLIMATE:

Organizational climate has a major influence on human performance through its impact on
individual motivation and job satisfaction. It does this by carrying certain kinds of expectancies about what
consequences will follow from different actions. Individuals in the organization have certain expectations
and fulfillment of these expectations depend upon their perception as to how the organizational climate
suits to the satisfaction of their needs. Thus organizational climate provides a type of work environment in
which individuals feels satisfied or dissatisfied. Since satisfaction of individual goes a long way in
determining his efficiency, organizational climate can be said to be directly related with his performance in
the retail companies.
a) Affects Motivation, Productivity and Job satisfaction:
Organizational climate can have a major influence on motivation, productivity and job satisfaction.
Climate determines the action and it creates few expectations as to consequences. Employees expect
certain rewards, penalties, satisfaction or frustrations based on the organizational climate and their
expectations tend to lead to motivation as said in expectancy theory.
b) Contingency Relationship:
There is a contingency relationship between climate and the retail companies. The climate of an
organization is contingent upon the type of employees. The type related to employees education like
technical workers, knowledge workers. For example, research institutes certainly want a climate different
from that of a workshop or an office.
c) Social System:
Organizational climate represents the entire social system of a work-group. It is clearly a system
concept. There are two important aspects of climate: (1) workplace itself and (2) Personal treatment of
Management. If employees feel satisfied while at work and if climate provides a sense of personal worth, it
can be assumed that in that organization is favorable. Employees expect the management to feel and care
about their needs and problems. If these two are favorable a good climate prevails in the retail companies.
In this study, the following aspects are covered.
a)

Environment - A work environment can be identified as the place that one works.

b)

Team Work - Teamwork is the concept of people working together cooperatively as a

team in

order to accomplish the same goals/objectives.

c)

Management effectiveness - In management, the ultimate measure of management's

performance is the metric of management effectiveness which includes execution, leadership,

delegation, communication and consideration.

d)

Competency - Competence is a standardized requirement for an individual to properly

a specific job. It encompasses a combination of knowledge, skills and behaviour

perform

utilized to improve

performance.
e)

Rewards and Recognition It is based on the performance of the employees in their

workplace. It encourages and motivates them to contribute their hard work to the organizations

development.
e)

Commitment - Commitment means to duty or pledge to something or someone, and can refer to

personal commitment, organizational commitment etc.

f)

Work Involvement - Employee involvement is creating an environment in which people

have an impact on decisions and actions that affect their jobs. It is considered as helpful

in

continuous improvement and the success of retail companies.

A high level of organizational climate is necessary for the development of retail companies. Good
climate attracts good and efficient opportunities to the organization, who contribute to the productivity of the
retail companies.

REVIEW OF LITERATURE
Organizational climate is a relative enduring characteristic of an organization which distinguishes it
from other organization: (a) and embodies members collective perceptions about their organization with
respect to such dimensions as autonomy, trust, cohesiveness, support, recognition, innovation and
fairness; (b) is produced by members interaction; (c) serves as a basis for interpreting the situation; (d)
reflects the prevalent norms, values and attitudes of the organizations culture; and (e) acts as a source of
influence for shaping behavior.
Organizational climate is defined primarily in terms of shared perceptions of organizational polices,
practice and procedures. Thus organizational climate includes employee perception and evaluation of
leadership practices decision making, process-working relationship among employees, appraisal and
recognition, as well as role and goals.
Organizational climate has been identified as a critical link between the members of an
organization, their organizational behavior i.e. commitment to duty, job satisfaction and the organization
itself.
2.1.2 EVOLUTION OF THE CONCEPT
The earliest reference of Organizational Climate is found in the article of Lewin, Lippitt and White
(1939). This article is focused on the experimentally created social climates on a number of groups of
teenage boys. But astonishingly the authors failed to provide any conceptual framework or the technique of
measurement of Organizational Climate.
The article mainly emphasized on the relationship between leadership styles and so-called Social
Climate. Climate was again mentioned in an article by Fleishman (1939). This article discussed the
development of leadership attitude and its implication through the measurement of behavioral scales. In
that article Fleishman discussed Leadership Climate as a construct but he did not explain the concept of
climate very elaborately. Climate was first very comprehensively defined by Argyris (1958). In his attempt
to diagnose the group dynamics in a bank, Argyris introduced the concept of Organizational Climate.
Argyris defined climate in terms of formal organizational policies, employee needs, values, and
personalities. This paper also triggered off the popular ambiguity between culture and climate that persisted
till late 70s in the realm of organizational studies.

2.1.3 EARLY FORMULATIONS OF THE CLIMATE CONSTRUCT

The concept of climate can be traced back to the work of Lewin, Lippitt and White (1939) and a
work entitled Patterns of aggressive behaviour in experimentally created social climates (Denison, 1996;
Schneider, 1990). The Lewin et. Al. (1939) study investigated the relationship between leadership style
and climate, a factor that has remained central to the concept, Joyce and Slocum (1982) trace the
concept back to the studies of Koffka (1935) on behavioral environment; Lewins (1936) study on life
space; and Murrays (1938) work on organizational climate. Lewins (1951) approach to climate was
conceptualized by the relationship between individuals, their social environment and how that is set in a
framework. Lewin expressed this in terms of simple equation:
B = f (P.E.) in which B = Behaviour, E= Environment, and P = the person
It is clear from Lewins equation that the concept of climate takes a psychological approach,
focusing upon the individual and seeking to understand the cognitive processes and behaviour. Lewins
conceptualization of the theory provides the underpinnings of many studies and approaches to climate
research.
In a research work Gregopoulos (1963) defined Organizational Climate as a normative structure of
attitudes and behavioral standards which provided a basis for interpreting the situations and act as a
source of pressure for directing activities. In their extensive research work Litwin and Stringer (1966)
introduced a very comprehensive framework of Organizational Climate. They provided six dimensions of
Organizational Climate that include i) structure, ii) responsibility, iii) reward, iv) risk, v) warmth, and vi)
support.
2.1.4 DEVELOPMENT OF THE CONCEPTUAL FRAMEWORK OF ORGANIZATIONAL CLIMATE:
Organizational Climate is a very popular subject for research in the domain of industrial and
organizational psychology. The origin and the use of the specific term are found to be as old as the original
concept of management itself. However, over a long period of time there appeared various frameworks,
conceptual as well as operational, different sets of dimensions, techniques of measurements, and research
findings that are highly diverse and often contradictory. It created considerable ambiguity in the particular

area. Up to a certain point of time it had been even confused with another very important concept,
Organizational Culture.This particular article has put some effort to clear some of the ambiguity in the area
of Organizational Climate and has tried to establish it as a single construct.

THREE APPROACHES TO THE CLIMATE CONSTRUCT

James and Jones (1974) conducted a major review of the theory and research on organizational
climate and identified climate in three separate ways that were not mutually exclusive, (a) multiple
measurement organizational attribute approach, (b) perceptual measurement organizational attribute
approach, and (c) the perceptual measurement individual attribute approach.
Forehand and Gilmer (1964) defined Organizational Climate as a set of characteristics that (a)
describe the organization and distinguish it from other organizations (b) are relatively enduring over time
and (c) influence the behaviour of people in the retail companies.
Schneider and Bartlett (1968) had proposed four organizational climate dimensions,

Individual autonomy: based on the factors of the individual responsibility, agent interdependence,
rules orientation and opportunities for exercising individual initiative.

The degree of structure imposed upon the position: based on the factors of structure, managerial
structure and the closeness of supervision.

Reward orientation: based upon the factors of reward, general satisfaction, promotionalachievement orientation, and being profit minded and sales oriented.

Consideration, warmth and support: based upon the factors of managerial support, nurturing of
subordinates and warmth and support.
In reviewing psychological climate as a set of perceptually based, psychological attributes Jones

and James (1979) noted that the process reflected the developments that had occurred in the
conceptualization of climate and the nature of its major influences. They propose that psychological
climate:
(a) refers to the individuals cognitively based description of the situation;

(b) involves a psychological processing of specific perceptions into more abstract depictions of the
psychologically meaningful influences in the situation;
(c) tends to be closely related to situational characteristics that have relatively direct and immediate
ties to the individual experience; and
(d) Is multidimensional, with a central core of dimensions that apply across a variety of situations
(through additional dimensions might be need to better describe particular situations.
Schneider and Hall (1972) describe climate as a global perception held by individuals about their
own organizational environment.
Schneider and Snyder (1975) further clarified the approach by defining climate as a summary
perception which individuals form of (or about) an retail companies. For them it is a global impression of the
retail companies.
2.1.5 DIMENSIONS OF ORGANIZATIONAL CLIMATE:
Organizational climate have used data relating to individual perception of organizational properties
in identifying organizational climate. Denison (1996) argues that developing a universal set of dimensions
was often the central issue of the climate researchers so that comparative studies could be made possible
in different organizational settings. He compared this approach to that of the culture research that used a
post-modem perspective which examined the qualitative aspects of individual social contexts where each
culture that was seen as unique and was not expected to have generalized qualities which had become
central to the climate research.
Jones and James (1979) argued that one of the assumptions of the climate literature is that a
relatively limited number of dimensions could characterize a wide cross-section of social settings. Jones
and James labeled their factors as follows:
Conflict and ambiguity, which reflected perceived conflict in organizational goals and
objectives, combined with ambiguity of organizational structure and roles, a lack of interdepartmental
cooperation, and poor communication from management. Also included were poor planning, inefficient job
design, a lack of awareness of employee needs and problems, and a lack of fairness and objectivity in the
rewards process.

Job challenge, importance and variety, which reflected a job perceived as challenging, which
involve a variety of duties, including dealing with other people. The job was seen as providing autonomy
and feedback, and demanding high standards of quality and performance.
Leader facilitation and support, which reflected perceived leader behaviors such as the extent
to which the leader was seen as helping to accomplish work goals by means of scheduling activities,
planning, etc., as well as the extent to which he was perceived as facilitating interpersonal relationships and
providing personal support.
Workgroup cooperation, friendliness, and warmth, which generally described relationships
among group members and their pride in the workgroup.
Professional and organizational esprit, which reflected perceived external image and desirable
growth potential offered by the job. Also included were perceptions of an open atmosphere to express ones
feelings and thoughts, confidence in the leader, and consistently applied organizational policies, combined
with non- conflicting roles expectations and reduced job pressure.
Job standards, which reflects the degree to which the job was seen as having rigid standards of
quality and accuracy, combined with inadequate time, manpower, training and resources to complete the
task.
2.1.6 DEVELOPMENT OF CLIMATE INSTRUMENTS:
Current instruments include Patterson, Payne and west (1996) Business Organization Climate
Index that consists of 28 item scales however only eight were used because of the length. Kozlowski and
Dohertys (1989) instrument uses 55 measures consisting of 11 sub-scales that overlap with Jones and
James (1979). Joyce and Slocum (1982) used the same measures as Pritchard & Karasick (1973) with
10 dimensions that were factor analyzed and reduced to six. Drexlers (1977) survey of operations that
was based upon Taylor and Bowers (1972) a composite of several other instruments. Likerts (1976) profile
of organizational characteristics. Ashforth (1985) put forward the view that climate has the potential to
facilitate a truly integrative science of organizational behaviour.
Ryder and Southey (1990) used the James and Jones (1979) questionnaire as the basis for their
instrument which they applied to employees with a large public building construction and maintenance
authority in Australia. Modifications to the original instrument were threefold, consisting of modifications to

the wording, scaling and presentation format. Ryder and Southey judged the scaling of the original
instrument to be unsatisfactory.
Francese (1993) who examined the effect of climate in service responsiveness; Meudell and
Gadd (1994) who studied climate and culture in short life organizations; and Vallen (1993) who was
concerned about organizational climate and service staff burnout. Organizational climate has much to offer
in terms of its ability to explain the behaviour of people in the workplace.
(Schneider, 1994) discussed that the atmosphere that employees perceive is created in their
organizations by practices, procedures and rewards. Employees observe what happens to them (and
around them) and then draw conclusions about the organizations priorities. They then set their own
priorities accordingly.
Schneider, Brief and Guzzo (1996) argue that sustainable organizational change is most assured
when both the climate what the organizations, members experience and the culture what the
organizations members believe the organization values change.
Climate researchers typically placed greater emphasis on organizational members perceptions of
observable practices and procedures that are closer to the surface of organizational life and categorization
of these practices and perceptions into analytic dimensions defined by the researchers,
These studies have claimed that climate has a considerable impact upon organizational
effectiveness.

STATEMENT OF THE PROBLEM

This research is design to find out the effect of organizational climate and the level of satisfaction
over the various factors in the retail companies. The extent to which an employee perceived its
organizational climate, directly or indirectly affects the exhibition of satisfaction to duty and the commitment
of their job which in turn affects the growth of the organization positively or negatively.

SCOPE OF THE STUDY

To assess the real opinion and mindset of employees and aid to meet out their expectations in future which
in turn will increase the volume and quality of output.
To understand the employee psychology on organization climate so that the organization can take
appropriate measures.
To throw light on the effectiveness of the organization climate provided to the employees, so that it can
create the root for further improvement.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the overall organization climate in retail industry

SECONDARY OBJECTIVE:

To study the level of organizational climate prevailing in the Retail companies.

To understand the factors influencing the organization climate of the retail industry
To study the level of satisfaction of the factors influencing the organization climate.
To examine the relationship between the known factors and find out its impact on

organizational climate of the retail companies.

To know the employees attitude towards the retail companies.

METHODOLOGY

2.6 RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an investigation,
a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford woody,
Research comprises of defining and redefining problem, formulating hypothesis or suggested solutions,
collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether
they fit the formulated hypothesis.

2.6.1 DEFINING THE PROBLEM:

Defining the research problem is first necessary step for any research. This work should be done
carefully. Here research problem is to find out the effect of organizational climate factors in the retail
industry and also among the employees.
2.6.2 RESEARCH DESIGN:
Research design is considered to be a blue print of the research being under taken that is,
Research design is purely and simply the frame work or plan for the study that guides the collection and
analysis of data. There is never single standard or correct method to carry research. Descriptive Design
has been opted to be appropriate one, as it would help to obtain complete and accurate information.
For descriptive study, a proper procedure should be prepared keeping in mind the objectives of the
study and the resources available. The descriptive design is also called the survey design since it takes in
to account all the steps involved in a survey and hence the design was found to be the most suited design.
The major goal of a descriptive research design is to describe events, phenomena and situations.
The research design must make enough provision for protection against bias and must maximize reliability
with due concern for the economical completion of the research study. The design in such studies must be
rigid and not flexible.
2.6.3 RESEARCH INSTRUMENT:
The research instrument in this study is a Structured Questionnaire. Structured questionnaire are
those questionnaire in which there are concrete and predetermined question relating to the aspect, for
which the researcher collect data. The questions are presented with exactly the same working and in same
order to the respondents.

Methods of Data Collection:

The datas were collected through Primary and secondary sources.

Primary Sources:
Primary data are in the form of raw material to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, datas collected through questionnaire.
Secondary Sources:
Secondary datas are in the form of finished products as they have already been treated statistically
in some form or other.

The secondary data mainly consists of data and information collected from records, and also
discussion with the management of the retail companies.

Secondary data were also collected from journals, magazines and books.

CHAPTER 3
PROFILE OF BUSINESS

3.1.1 History of Retail Industry:

The origin of retailing in India can be traced back to the emergence of Kirana stores and convenience
stores which used to cater to the local people. In 1956 the government set up Khadi & Village Industries
Commission to give impetus to rural retail and many indigenous franchise stores came up with its help. The
retail industry underwent a huge change in the 1980s when the economy opened up. The emergence of big
retail chains in India was first witnessed in the textile sector. Some examples are Bombay Dyeing, S
Kumar's and Raymonds. Later Titan launched retail showrooms in the organized retail sector. Gradually we
saw a shift from manufacturing to pure retailing. The evolution of retailing in India can be better understood
as:
Early Eighties
'Retailing' in India was synonymous with peddlers, vegetable vendors, neighbourhood kirana stores
(small grocery stores) or sole clothing and consumer durable stores in a nearby town.
These retailers operated in a highly unstructured and segmented market. There were hardly any
retailers which operated in more than one city.
Before 1990
Organized retailing in India was led by few manufacturer owned retail outlets, mainly from the
textile sector, e.g. Raymonds, Bombay Dyeing, S Kumar's, and Grasim.
Titan successfully created an organized retail chain and established a series of showrooms for its

premium watches
Nineties
Liberalization of the Indian economy led to the dilution of stringent restrictions.
Changing profile of the Indian consumers,
Increasing wages of the employees working in Greenfield sectors with high purchasing power.
Setting up of retail chains by domestic retailers like Cotton World (Mumbai), Nirula's (Delhi) and the

Viveks and Nilgiris in the South.

The latter half of the 1990s saw a fresh wave of entrants with a shift from Manufactures to Pure
Retailers. For example Subhiksha, Food World and Nilgiris in food and FMCG; Planet M and Music
World in music; Crossword and Fountainhead in books.
1995 onwards saw an emergence of urban shopping centres with facilities like car parking targeted
to provide a complete destination experience for all segments of society

 Emergence of malls and super markets trying to provide customer with 3 Vs - Value, Variety and
Volume.

Fig: 1.1 Evolution of Retailing in India

3.1.2 Types of Retail business models:

Mom-and-pop stores: These are generally small family-owned businesses catering to smaller sections of
society and usually operate locally.
Category Specialists / killers: These are big box discount specialty stores that offer a narrow but deep
assortment of products. By offering a complete assortment at low prices, category specialists can kill a
category of merchandise for other retailers and thus are frequently called category killers.
For example, Office Depot, electronics (Best Buy) and sporting goods (Sport Authority), The Home Store,
Landmark, and Music World are some of the category specialists.
Malls: These are the largest form of retail formats. They provide an all-round shopping experience by
providing a mix of all kinds of products, services, food and entertainment under one roof. Examples are
Phoenix Market City, Forum Value Mall, and Mantri Square Mall, in Bangalore region.
Specialty Stores: These retail chains deal in specific categories and provide a deep assortment of
merchandise. Example: Crossword and Sapna Book Store in Bangalore

Discount stores: These are the stores or factory outlets that provide discount on MRP items. They focus
on bulk selling and reaching economies of scale or selling the stock left after the season is over. Example:
Brand Factory in Bangalore.
Supermarkets: A predominantly self-service format offering a full line of groceries, meat, and produce with
limited sales of non-food items, such as wellness and beauty products. Nilgiris, Foodworld, Food Bazaar
etc. are some of the Supermarkets in India.
Hypermarkets: A very large retail unit that offers products at a low price. It is a combination of a general
merchandise store and the supermarket. These are characterized by large store size, low operating costs
and operating margins, dicounted prices and comprehensive range of merchandise. Hypermarkets carry a
larger proportion of food items than supercentres with a greater emphasis on perishables-produce, meat,
fish and bakery. They offer an expanded selection of non-food items at low prices. These are usually large
self-service outlets, offering a deep assortment in a wide variety of categories. Hypermarkets also have
spacious parking facilities exclusively for their customers and employees. Some popular hypermarkets in
Indian market include Pantaloons Big Bazaar, Reliance Trends, and Vishal Mega Mart

3.1.3 E-Retailing:
E-retailing (or e-Tailing) is the concept of selling retail goods using electronic media,
especially, the internet. E-Retailing stores sell online promotion for goods that can
be readily sold online, e.g., books & CDs, etc. Online retailing requires a lot of
detail in the display and specification of products to give viewers a personal
feel of the product and its quality.
Indian online retail market is estimated to grow over 4-fold to touch $ 14.5 billion (over Rs. 88,000 crore) by
2018 on account of rapid expansion of e-commerce in the country. According to research, the online retail
market is projected to grow at a compound annual rate of 40-45 % during 2014-18. The Indian online retail
market has been striding leaps and bounds over the past few years on account of digital revolution. This
trend is expected to continue and is estimated to reach $14.5 billion by 2018.

Growth Drivers Of E-tailing

One of the key factors contributing to the growth of online retail in India is the increasing broadband
penetration. Increased broadband penetration along with fast internet connection speeds has promoted the
growth of internet companies and e-tailers. The trend is likely to continue and will remain a key factor in the
ability of e-tailers to acquire market share at the expense of general retailers.

Better Technology Provides Better Services

Increased internet connectivity and lower costs of computer processing power are making the mechanics of
conducting an e-tailing business easier. The availability of sophisticated software e.g. data analytics
products and supporting hardware has allowed e-tailers to study consumer behaviour more efficiently. This
has led to targeted sales and increased product cross-selling. This has given e-tailers a clear competitive
advantage over their brick-and-mortar competitors. Extensive and easy-to-use product search, quick
product comparison, wide scope of brand selection, easy transaction options like COD(cash on delivery),
and free

shipment and flexible sale return policies are few characteristics of e-tailing. Online customers must have
access to the Internet and a valid method of payment in order to complete a transaction.
Generally, higher levels of education and personal income correspond to a more favourable perception of
online shopping. Increased exposure to internet also increases the probability of developing favourable
attitudes towards new shopping channels.
Customers are attracted to online shopping not only because of the convenience of shopping from home,
but also because of a wider choice, competitive pricing, and better access to information. On the other
hand, businesses seek to offer online shopping not only because it is of much lower cost compared to
bricks and mortar stores, but also because it offers access to a global market, enhances customer value,
and builds sustainable capabilities.

3.2 Company Profile:

3.2.1 Overview:
The parent company of BigBasket.com is Supermarket Grocery Supplies Private Ltd. which operates as an
online grocery store. The company offers online shopping and delivery of grocery items such as fruits,
vegetables, bakery products, dairy products, frozen foods, staples provisions, toiletries and personal care
products. Supermarket Grocery offers its products and services in India.

BigBasket was founded by V.S. Sudhakar, Hari Menon, Vipul Parekh, VS Ramesh and Abhinay Choudhari
and started its operations in December 2011 with an initial investment of about Rs 5 crore from serial
entrepreneur duo of K Ganesh and Meena Ganesh.

For the founding team of BigBasket.com this was their second e-commerce venture. The team of five had
earlier launched Fabmart.com (backed by ChrysCapital), selling books, music, toys, jewellery and also,
groceries. The grocery business later became pure play retail, and was split off and merged with Trinethra,
and raised funds from India Value Fund and was ultimately sold to the Aditya Birla Group.
The online business finally became Indiaplaza.com, an online shopping site, and the five founders still
remain shareholders.

Bangalore based online grocery store BigBasket has recently raised Rs. 200 crore in fresh round of funding
led by Helion Ventures and Zodius Capital. With this fund raise, BigBasket valuation has now crossed Rs.
1000 Crore (approx $167 Million). BigBasket had earlier raised their funding of USD 10 million (about Rs 50
crore) from private equity firm Ascent Capital.
With this round of funding, BigBasket has raised a total funding of Rs. 278 crore.
BigBasket claims to have more than 12000 products from over 1000 brands across several categories like
groceries, fruits, vegetables, bread & bakery products, toiletries, branded food & non-food products, dairy
products, household provisions, confectioneries and frozen food.
They exist in 4 cities (Bangalore, Hyderabad, Mumbai and Pune) and planning to expand10 cities by the
end of next year.
The company has crossed annual revenue of Rs 250 crore and has a growth rate of 10 percent monthover-month (MoM). They currently ship over 5000 orders per day.
BigBasket faces competition from other online grocers like ZopNow, Aaram Shop, LocalBaniya,
Shopveg.in, Greencart.in and Farm2Kitchen.

3.2.2 Delivery Model of BigBasket.com in Bangalore:

BigBasket owns a fleet of more than 50 vans, which are being commissioned for delivery. Company follows
a hub-and-spoke model where all the goods are bought and stocked in a warehouse. The warehouse
supplies to the hubs. There are three hubs in Bangalore in Whitefield, Kanakpura and Yashwantpur and
they cover the entire city. From there, the delivery executives (called customer experience managers)
deliver the goods in four time slots 7 am-9 am, 11 am-1:30 pm, 3 pm-5 pm and 7 pm-10 pm.

3.2.3 Structure of Organization:

CEO

CFO

CTO

CPO

HEAD
B &M

HEAD
HR &
ADMIN

HEAD
FINANCE &
Fig. 3.1 Structure of BigBasket.com
ACCOUNTS

HEAD
PROJECT

3.2.4 Promoters:
BigBasket.com is an online grocery retailer owned and operated by Bangalore based SuperMarket Grocery
Supplies Pvt Ltd, secured Rs 200 crore ($32.8 million) venture capital from Helion Venture Partners and
Mumbai-based Zodius Capital. The funding also saw participations from its existing investors, including
Ascent Capital; Srihari Kumar, co-founder of Singapore based hedge fund LionRock Capital and former
partner at TPG-Axon; and serial entrepreneurs K Ganesh and Meena Ganesh.

Helion Ventures Partners is an India-focused, early to mid-stage venture fund, managing over $600 million.
It

invests in technology-powered and consumer service businesses in sectors like Internet,

Outsourcing, Mobile, Retail Services, Healthcare and Education. Rahul Chandra is
a co-founder and Managing Director of Helion and has 15 years of venture capital
investing and corporate development experience in technology product and services

companies in India and the US. Helion is also supported by a team of advisors with rich entrepreneurial,
opertaing and venture experience. It has a strong brand in India and a well-established network in global
markets.

Zodius was founded in 2011 by Neeraj Bhargava, formerly the co-Founder of BPO firm
WNS, which had a successful IPO at the New York Stock Exchange.
The Zodius founding team includes Shilpa Kulkarni, Amar Shah and
Anuraag Srivastava, all former colleagues of Neeraj at WNS and/or eVentures India.
Gautam Patel, former MD of Battery Ventures in India, and also a former colleague of Neeraj, also recently
joined the Zodius team. Neeraj, Ranjan and Ganesh are also among the key investors in Zodius.
Ascent Capital is a leading India-focused independent private equity firm. They are one of the most
experienced teams on ground with over 150+ years of collective
experience in Indian capital markets. Over the past 15 years they have helped over 55 entrepreneurial
teams build leading businesses across diverse sectors such as Technology, Ecommerce, Financial
Services, Healthcare, Consumer Brands, Infrastructure and so on.

Krishnan Ganesh is an Indian entrepreneur and business

executive, and the founder and Chief Executive Officer of
TutorVista, an online tutoring company. Krishnan is a serial
entrepreneur and has launched four startups with an aggregate
capital of 16 million (US$250,000) and an aggregate exit
valuation of $300 million. Meena Ganesh is the chief executive
officer of Portea Medical, provider of home healthcare services in India. She has launched four
entrepreneurial ventures along with her husband Krishnan Ganesh.
3.2.5 Vision Statement:
BigBasket.coms vision is to become Indias most customer centric online retail service company and to
build a place where people can come to find and discover anything they might want to buy online.
3.2.6 Mission Statement:

To serve the customers in the best way on time.

Provide the best quality of products to the customer.

Provide the products to the customers at the best price.

3.2.7 Quality Policy:

BigBasket.com is committed to meet customer requirement through continual improvement of its quality
management system. BigBasket.com shall sustain organizational excellence through visionary leadership
and innovative efforts.
3.2.8 Products/Services Profile:
Bigbasket.com is India's largest Online Grocery Store and Online Supermarket. Bigbasket.com has over
10000 products from over 1000 brands and is currently present in Bangalore, Hyderabad, Mumbai and
Pune. It has plans to expand in other cities also. Their online food store offers a variety of products across

various categories like: Fresh Fruits & Vegetables, Grocery & Staples, Beverages & Bread, Dairy & Egg
products, Branded Food Items, Meat, Personal Care and Household products.

Meat

Bread Dairy & Eggs

Groceries & Staples

Chicken

Bread & Bakery

Ayurvedic

Mutton

Dairy Products

Dals & Pulses

Eggs

Dry Fruits
Edible Oils & Ghee
Flours & Sooji

Fruits &
Vegetables
Cut Fruits &
Vegetables

Beverages

F&V Combo

Household

Fruits

Energy & Health

Drinks
Back
To School

Branded Foods

Food & Periodicals

Books

Ayurvedic

Personal Care

Bread & Bakery

Ayurvedic Food

Car Care

Baby Food

Cleaning Accessories

Baking & Dessert

Items

Detergents

Biscuits
Breakfast Cereals
Canned Food
Chocolates &

Electricals

Ayurvedic
Baby Care
Cosmetics
Deos & Perfumes

Gardening Needs

Fashion
Accessories

Kitchen & Dining

Grooming Tools

Kitchen Appliances

Fig. 3.2 Product Profile of BigBasket.com

3.2.9 Areas of Operation:

The areas of operation of BigBasket.com are in the following regions:

Bangalore

Mumbai

Hyderabad

Pune

3.2.10 Infrastructural Facilities:

Warehouse Facility

Approximately 1, 00, 000 Sq. Ft. area space use efficiently.

Manual and mechanical material handling available.

Economical storage facility available.

Separate storage facility available for perishable and non-perishable goods.

0C, -5C & -15C freezers for storing meat and dairy products.

Pickup-and-drop facility for female employees.

Subsidized canteen facility for all employees.

Place to take rest available for employees.

2 shifts of 4 hours each in a day.

1 day off after 3 days of regular work.

Head Office Facility

HO Facility:

Comfortable infrastructure.

All the departments are computerized.

Adequate lighting facility.

Well-furnished and spacious.

Safe building and water facility.

Precaution in case of fire.

3.2.11 Competitors Information

ZopNows vision is to help people save time with the hope that they can spend this
saved time on something more meaningful. Their tagline is Be Lazy, Buy Easy.
As a starting point for this vision the first mission of delivering daily needs items at
the doorstep in less than 3 hours. Currently they have items ranging from home and personal needs,
staples, beverages, spices, edible oil, cleaning utilities, baby products and many more. ZopNow earlier
raised funding from Accel partners, Times Group and Qualcomm.

LocalBanya is Mumbais premier online convenience store. Since

May 2012, they have aimed to revolutionize the grocery shopping
experience with a single minded focus to make each step of the
shopping process as possible. They have their shelves stacked
with over 14,000 products and they keep introducing new products
under their wide array of categories. The product list contains essentials like salt, rice, flour, sugar &
pulses, specialty products like frozen waffles, pepper spray, baby care, seasonal and festive favourites like
organic mangoes, mithai boxes, exotic fruits and many more. Local Banya was conceptualized in August
2011 and launched in May 2012 by Karan, Rashi and Amit.

Ekstop.com is a leading website for online shopping in Mumbai, Thane and Navi Mumbai, which offers
all g

rocery and daily essentials delivered to home. One can buy groceries,
beverages, healthy foods, snacks, cleaning supplies, detergents, soaps,
shampoos, hair care, electrical items, cosmetics, baby products, healthcare

products and everything else at huge discounts.

They offer cash on delivery as well as secure online payment options. Ekstop had raised an investment
from Unilazer Ventures in return for 25% stake. EkStop is co-founded by Sumat Chopra (CEO) and
Shaurya Mehta (COO), both have in-depth experience working with leading retail and technology
companies across US, Asia and Europe.

Greencart started in 2013 with the

objective of making the Best Quality &
the Widest Range of Fresh Produce
(Farm-O-Fresh Fruits & Veggies) easily
available to everyone. The have come
together from varied fields having indepth experience in Agriculture, Technology, Marketing and Distribution in
corporate world. Greencart.in had also raised $1.5 million in angel funding
from Techno Group in April this year.

Reliance Fresh Direct makes grocery shopping simpler by bringing it to

the door step. There is wide range of 6000+ products to choose from.
They offer convenience of shopping everything that is needed in home - be it Fresh Fruits & vegetables,
rice, dals, oil, packaged food, bakery & dairy item, frozen & pet food, household cleaning items, your
specialised beauty & personal care products from a single virtual store.
Godrej Natures Basket is the retail venture of Godrej Group and is today Indias foremost
retail destination for fine foods from across the world. It started in 2005 as a single fresh food store, and

has now morphed into a 32-store chain of premium gourmet stores strategically located at high
street locations in NCR, Mumbai, Pune, Hyderabad and
Bangalore.
AaramShop is
shop

a hybrid retail platform that is completely focused on ensuring that customer can

for

their daily essentials & grocery brands from the comfort of their homes or

offices and

have the orders delivered to them. Their philosophy is to make shopping

more

engaging, entertaining, fun and stress-free. AaramShops are trusted

neighbourhood retailers, who have serviced the customers for years. Now

customers can access the same retailers via their customized web-fronts.
3.2.12 SWOT Analysis

Fig. 3.3 SWOT Analysis

STRENGTH
Manpower availability.
Excellent infrastructure.
It is great place to work and it attracts a lot of potential employees.
No physical store which reduces the overhead cost.
Strong buying and merchandizing team.
No time constraints, orders can be placed round the clock and delivery is done

according

the chosen time slots.

The buying is just a click away from the seller. No physical movement is required and no hunting of
right product at right price is to be done by the consumer; this makes the buying process faster.
Transaction through internet saves time.
WEAKNESS
Acceptance in 2-tier cities is weak.
Requirement of internet for placing order.
Reach in rural areas.
Impossibility of physical examination of the products.

OPPORTUNITIES
On the move order with the help of apps.
Growth in other states of the country. Growth in 2 tier cities like Ahmedabad and Jaipur.
THREATS
Other startups can copy the technology.
Fears that information can be misused lead to spam email or identity fraud.
Persons using unfair means to sell online can damage the confidence and faith of common people.
In e commerce there is no direct or physical interaction between customer and the seller. There is
no scope of bargaining. So the personal feel is absent.
3.2.13 Future Growth:
Opportunity to grow in 2 tier cities like Ahmedabad and Jaipur.
To grow in cities like Delhi, NCR & Chennai
To increase the warehouse floor space.
There will be increase in employees working in BigBasket.com

3.2.14 Financial Statement:

BigBasket.coms bangalore business saw revenues of Rs 20 crore in FY13. In FY14, it showed revenues of
Rs 300 crore and Rs 500 crore is expected in FY15. Currently, BigBasket.com has team of 1600 across
four cities.

CHAPTER 4
Factual Questions.
1. Age
a)
b)
c)
d)

Below 26
26-35
36-45
45 & Above

Table No. 4.1

Below 26
13

26-35
39

36-45
43

45 & Above
14

Total
109

Below 26
26-35
36-45
45 & Above
Total

DATA ANALYSIS
From table no 4.1 we got there are 13 employees who are below 26, 39 employees whose age is in
between 26-39, 43 employees are 36-45, 14 employees are 45 and above.

INTERPRETATION

There are more number of employees whose age in between 36-45, because they need the experienced
employees.
2. GENDER
a) Male
b) Female
Table No 4.2
Male
85

Female
24

Total
109

Male
Female
Total

DATA ANALYSIS
There are 85 Employees who were male and 24 were Female
INTERPRETATION
From the table it is observed that men play a important role in retail Industry comparatively than women

3. Marital Status

a) Single
b) Married
Table No 4.3
Single
19

Married
90

Total
109

Single
Married
Total

DATA ANALYSIS
There are 90 Employed who were married and 19 Employed who were Single.
INTERPRETATION
Here observed from the above the table that in retail industry married individuals are more

4. Qualification

5. Present Salary
a)
b)
c)
d)

Below 2 lakh
2-5 lakh
5-10 lakh
10 lakh & Above

Table No. 4.4

Below 2 lakh
11

2-5 lakh
39

5-10 lakh
57

10 lakh & above

12

Total
109

Below 2 lakh
2-5 lakh
5-10 lakh
10 lakh & above
Total

DATA ANALYSIS
There are 11 Employees who were below 2 lakhs, 39 were 2-5 lakhs, 57 were 5-10 lakhs, 12 were 10 lakhs
and above.
INTERPRETATION
As observed from the Table that employees working for 5 lakh to 10 lakh salary are more .

WORK ENVIRONMENT
6. How is your Performance with the working Environment ?
a)
b)
c)
d)
e)

Very High
High
Medium
Low
Very low

Table No. 4.5

Very High
23

High
34

Medium
21

Low
12

Very low
19

total
109

Very High
High
Medium
Low
Very low
Total

DATA ANALYSIS
There were 23 employees whose performance with the working environment was very good, 34 were high,
21 were medium, 12 were low, 19 were very low.
INTERPRETATION

As employees rated on based of their performance regard working environment is high based on their
perceptions

7. What is your opinion about work environment ?

a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.6

Highly Satisfied

satisfied

moderate

dissatisfied

34

31

23

12

Highly
dissatisfied
9

total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.6 we got 34 employees were highly satisfied,31 were satisfied,23 were moderate, 12 were
dissatisfied, 9 were highly dissatisfied.
INTERPRETATION
From the table clearly states that most of the majority employees are highly satisfied with the working
environment

8. What is your opinion about the welfare facilities provided in your Organization ?
a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.7

Highly Satisfied

satisfied

moderate

dissatisfied

31

33

25

10

Highly
dissatisfied
5

total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From Table No. 4.7 there were 31 employees who were highly satisfied, 33 were satisfied, 25 were
moderate, 10 dissatisfied, 5 were highly dissatisfied.
INTERPRETATION
As observed from the table about the feedback on welfare facilities provided in the organization is satisfied .

9. Is there occurance of health and safely program regularly ?

a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.8

Highly Satisfied

satisfied

moderate

dissatisfied

21

29

23

30

Highly
dissatisfied
5

Total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.8, 21 were highly satisfied, 29 were satisfied, 23 were moderate, 30 were dissatisfied, 5
were highly dissatisfied.
INTERPRETATION
As observed from the table that regular occurance of health and safety programmes are at satisified level in
retail Industry.

10. Does your organization conduct periodic safety program ?

a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.9

Highly Satisfied

satisfied

moderate

dissatisfied

13

25

39

Highly
dissatisfied
23

total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.10, 9 were highly satisfied, 13 were satisfied, 25 were moderate, 39 were dissatisfied, 23
were highly dissatisfied.
INTERPRETATION
From the table states that employees regular safety checkup programmes are at dissatisfied level from the
feedback at retail Industry.

11. Are you satisfied with the safety equipments provided in your organization ?
a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.10

Highly Satisfied

Satisfied

moderate

dissatisfied

39

35

20

Highly
dissatisfied
6

total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.10, 39 were highly satisfied, 35 were satisfied, 20 were moderate, 9 were dissatisfied, 6
were highly dissatisfied.
INTERPRETATION
As observed from the table safety equipments provided by the oragnisation in a retail industry is at highly
satisfied level

AUTONOMY
12. What is your opinion about interpersonal relationship with other workers ?
a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.11

Highly Satisfied

satisfied

moderate

dissatisfied

34

31

23

12

Highly
dissatisfied
9

total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.11, 34 were highly satisfied, 31 were satisfied, 23 were moderate, 12 were dissatisfied, 9
were highly dissatisfied.
INTERPRETATION
From the above table observed that Interpersonal relationship with the workers is higly satisfied

13. What is your opinion about the relationship with supervisors ?

a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.12

Highly Satisfied

satisfied

moderate

dissatisfied

33

32

25

11

Highly
dissatisfied
8

Total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.12, 33 were highly satisfied, 32 were satisfied, 25 were moderate, 11 were dissatisfied, 8
were highly dissatisfied.
INTERPRETATION
As from the table clearly states that relationship with the supervisors. Is highly satisified.

14. What is your opinion about the relationship with Management ?

a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.13

Highly Satisfied

satisfied

moderate

dissatisfied

34

31

23

12

Highly
dissatisfied
9

Total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.13, 34 were highly satisfied, 31 were satisfied, 23 were moderate, 12 were dissatisfied, 9
were highly dissatisfied.
INTERPRETATION
As observed from the above table relationship with the management is at highly satisfactory in retail
Industry

15. Are you free to communicate with other nontechnical staff ?

a) Yes
b) No
c) Sometime
Table No. 4.14
Yes
45

No
34

Sometime
30

Total
109

Yes
No
Sometime
total

DATA ANALYSIS
From table no. 4.14, 45 employees said yes, 34 were no, 30 said sometime.
INTERPRETATION
As observed from the table makes a statement that majority of employees are free to communicate with the
non technical staff

16. How Often would your views and suggestions ?

a) Frequently
b) Sometimes
c) Never
Table no. 4.15
Frequently
34

Sometimes
39

Never
36

Total
109

Frequently
Sometimes
Never
Total

DATA ANALYSIS
From table no. 4.15, 34 gave frequently, 39 gave sometimes, 36 never.
INTERPRETATION
From table states that its a neutral state about the viewing and suggestions ia retail industry

Recognisation & Competitiveness

17. Does your organization give recognisation to you ?
a) Yes
b) No
Table no. 4.16
Yes
85

No
24

Total
109

Yes
No
Total

DATA ANALYSIS
From table no.4.16, 85 said yes and 24 said no.
INTERPRETATION

As observed from the table employees at majority level say that they get recognisation on their
performanace

18. Do you think you can compete with employees in similar profile in other organization ?
a) Yes
b) No
Table no. 4.17
Yes
89

No
20

Total
109

Monetory
Non-Monetory
Total

DATA ANALYSIS
From Table no. 4.17, 89 said yes, 20 said no.
INTERPRETATION
As most of the employees had stated that they are well capable to compete with the other employees of
similar profiles in retail Industry

19. What kind of awards will you expect from the organization ?
a) Monetory
b) Non-monetory
Table no. 4.18
Monetory
79

Non-monetory
30

Total
109

Monetory
Non-Monetory
Total

DATA ANALYSIS
From the table no.4.18, 79 said monetory, 30 said non-monetory
INTERPRETATION
SO got to known from the table that most at majority of employees are seeking monetory rewards instead
of non-monetory rewards in retial Industry

20. Are you satisfied with current benefits provided by your organization ?
a)
b)
c)
d)
e)

Highly Satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

Table No. 4.19

Highly Satisfied

satisfied

moderate

dissatisfied

34

31

23

12

Highly
dissatisfied
9

Total
109

Highly Satisfied
satisfied
moderate
dissatisfied
Highly dissatisfied
total

DATA ANALYSIS
From table no. 4.19, 34 were highly satisfied, 31 were satisfied, 23 were moderate, 12 were dissatisfied, 9
were highly dissatisfied.
INTERPRETATION
As most of employees are highly satisfied about the current benefits provided by the company

21. Specify the rewards provided by your Organisation ?

a)
b)
c)
d)

Salary
Incentive
Promotion
Other (Please specify)

Table no.4.20
Salary
23

Incentive
35

Promotion
45

Other
6

Total
109

Salary
Incentive
Promotion
Other
Total

DATA ANALYSIS
From the table no.4.20, 23 said salary, 35 said incentive, 45 said promotion, 6 said other.
INTERPRETATION
As in common got to know that promotions are most majority reward provided by the organization.