Beruflich Dokumente
Kultur Dokumente
MYLAPORE
Internship Report
by
MOHAMED NIYAMATHULLAH S
17MBA1028
Dr. Saju. B
Assistant Professor
JULY-2018
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CERTIFICATE
This is to certify that this Internship Report is submitted by Mohamed Niyamathullah S, Reg.
No. 17MBA1028 to VIT Business School, VIT University, Chennai in partial fulfillment of the
requirements for the degree of Master of Business Administration is a bonafide record of work
carried out by her under my supervision. The contents of this report, in full or in parts have not
been submitted in any form to any other institute or university for the award of any degree or
diploma.
Internship Coordinator
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DECLARATION
ohamed Niyamathullah (1 7MBA1028) , a Bonafide student of the VIT Business School, VIT
I, M
University, Chennai, hereby declare that the Internship Report submitted in partial fulfillment of
the requirements of the Degree of Master of Business Administration of the VIT University, is my
original work.
Date:
Place: Chennai
Mohamed Niyamathullah S
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ACKNOWLEDGEMENT
On the accomplishment of the summer internship project successfully, many people have
bestowed upon me with continuous support and encouragement. I, hereby, utilizing the
opportunity to thank all the people who played major roles in fulfilling the project.
I express my sincere gratitude towards the Chancellor Dr. G. Viswanathan for providing me
with adequate infrastructure and a congenial academic environment.
I wish to express my thanks to the Dean of VIT business school, Dr. N. Sambandam for his
patronage.
I am grateful to the Programme Coordinator of VIT business school Dr. A. Anuradha, for
encouraging and providing me with necessary assistance in accomplishing the internship.
I am wish to thank my Guide Dr. Saju B, Assistant Professor, VIT business school whose timely
guidance and persistent encouragement helped me in completing the internship successfully and
in having a wonderful learning experience.
I want to thank several people for their professional assistance. This includes Mr. Mohan
Periyasamy ( Deputy Manager, Employee Relations and Statutory compliance, Reliance
Retail Limited) and Mr. Manivannan (HR, Reliance Retail Limited) who gave me privilege
of carrying out my study in Reliance Retail Limited, Mylapore. They devoted their precious time
a rendered generous support for my study.
I convey my thanks to all teaching and non-teaching staff of business school for their support and
cooperation during my internship.
Finally, I thank my parents and colleagues who have helped me in the successful completion of
the internship.
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TABLE OF CONTENTS
2 INTERNSHIP ANALYSIS 22
5 REFERENCES 62
7
INTERNSHIP SUMMARY
Key-Words : Work Life Balance, Statutory Compliance, Employee Relations, Reliance Retail
Limited
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CHAPTER 1
ORGANIZATIONAL ANALYSIS
to the entry of several new players. It accounts for over 10 percent of the country’s Gross
Domestic Product (GDP) and around 8 percent of the employment. India is the world’s fifth-
in 2015, driven by income growth, urbanization and attitudinal shifts. While the overall retail
market is expected to grow at 12 percent per annum, modern trade would expand twice as fast
at 20 per cent per annum and traditional trade at 10 per cent. India’s Business to Business (B2B)
e-commerce market is expected to reach US$ 700 billion by 2020. Online retail is expected to
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$ 120 billion! by 2020 from US$ 30 billion in FY2016. 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,
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faster adoption of online services and better variety as well as convenience.
India’s direct selling industry is expected to reach a size of Rs 23,654 crore (US$ 3.54 billion)
by FY 2019-20, as per a joint report by India Direct Selling Association (IDSA) and PHD. Indian
exports of locally made retail and lifestyle products grew at a compound annual growth rate
The size of modern retail in India is expected to double to Rs 171,800 crore (US$ 25.7 billion)
from Rs 87,100 crore (US$ 13 billion) in three years driven by omni-channel retail.
Founded : 2006
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Reliance Retail Limited operates supermarkets, hypermarkets, wholesale cash and carry,
convenience, and specialty stores. The company has been set up to initiate, acquire, set-up,
construct, establish, maintain, run, operate, and manage business centers, hypermarkets,
departmental stores, supermarkets, shopping malls, discount stores, specialty stores, shopping
outlets, convenience stores, etc. Its retail outlets offer foods, groceries, apparel and footwear,
lifestyle and home improvement products, electronic goods, and farm implements and inputs.
The company’s outlets also provide vegetables, fruits, and flowers. It focuses on consumer
goods, consumer durables, travel services, energy, entertainment and leisure, and health and
well-being products, as well as educational products and services. Reliance Retail Limited was
formerly known as Reliance Petroleum Retail Private Limited and changed its name to Reliance
Retail Limited in January 2006. The company was incorporated in 1998 and is based in Mumbai,
Today Reliance Retail operates over 500 Reliance Fresh stores across 80 cities and sells over
200 metric tonnes of Fruits and over 300 metric tonnes of Vegetables every day.Reliance Fresh
is India’s leading neighbourhood retail chain, synonymous with freshness & savings. With the
three core promises of Fresh Hamesha, Available Hamesha and Savings Hamesha, Reliance
Fresh is a one-stop-shop for fresh shopping, fresh savings and fresh happiness.
From fresh fruits & vegetables to dairy, cereals to spices, processed food & beverages to home
& personal care products, we have the entire gamut of your grocery needs covered. Reliance
Fresh has consistently appeared in the list of ‘Most Trusted’ Service brands in India by Brand
Equity and is ranked No. 2. This represents the faith of consumers in patronising the chain which
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1.3.2 Reliance Smart
Synonymous to its name, Reliance Smart is a new age supermarket serving the needs of today’s
smart and value seeking customers. Reliance Smart offers a one-stop shopping experience by
offering fresh produce, bakery, dairy products, home and personal care products, general
merchandise and in many cases are co-located with our fashion & electronics store Reliance
Reliance Smart’s incredible value proposition rewards shoppers more & more for bigger
purchase, every single time they shop with 100% assortment being offered below MRP all year
customers door step. No more hassles of sweating in crowded markets or grocery shops,
RelianceSMART.in offers over 6,000+ products at comfort of your home, office or on the move.
grown rapidly expanding to 37 cities and serving over 2.5 million member partners.
Reliance Market operates on the principle of 'less is more' i.e. 'buy for less' – 'operate for less' –
'sell for less' relying on higher efficiency of asset utilization and passing on higher value to
customers. The societal value thus created by Reliance Markets helps in supporting member
Reliance Market enjoys strong patronage of its registered member partners by offering them a
wide assortment of groceries, home and personal care products, consumables, general
merchandise, apparel, footwear and home appliances. By sharing benefits of strong sourcing
capabilities and relationships with a large network of vendors, Reliance Market offers regional,
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national and international brands to its partners and help them prosper.
Industries. Reliance Digital is a consumer electronics company in India. The first Reliance
Digital Store was opened on 24 April 2007 in Delhi. Currently there are around 2000 Reliance
Digital & Reliance Digital Xpress Mini Stores in around 600 cities in India. The stores are
spread across the states of Maharashtra (Mumbai, Pune), Gujarat (Ahmedabad), Delhi NCR,
Karnataka (Bangalore, Mangalore, Mysore, Hubli), Kerala, Tamil Nadu (Chennai, Madurai,
Salem, Coimbatore) and Telangana (Hyderabad). Reliance Digital Stores are bigger in size than
the other format Digital Xpress Mini stores. The company plans to ramp up its current store
about 250 square feet and mainly sell the company's telecom services, smartphones, tablets and
also accessories of other brands. There are around more than 1700 Digital Xpress Mini stores
Reliance Trends offers stylish, high-quality products across Womenswear, Lingerie, Menswear,
Kidswear and fashion accessories through a diversified portfolio of own brands, national and
international brands.
The uniqueness of the store is the core, which delivers "fashion at great value". Spread over
8,000 – 24,000 square feet of shopping area, each Reliance Trends store is designed to offer a
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unique shopping experience for the entire family through wide aisles, coordinated displays and
needs of the entire family. Reliance Footprint offers widest range of international, domestic and
Reliance owned brands across men’s footwear, women’s footwear, kids footwear, handbags,
At Reliance Footprint, we believe in the quality of our products and service which is the sole
reason for our success. Be it indoor, outdoor, formals, casuals, sports, parties, ethnic or
occasional, we offer the best in-trend fashion footwear and accessories for all age groups.
1.3.9 Footprint360
Extending its reach Reliance Footprint operates its omni-commerce platform Footprint360
bringing the convenience to shop your favourite pair of footwear from anywhere any time.
Footprint360 offers a wide collection of footwear and accessories at a convenience of click to be
Reliance Jewels today extends its reach to 36 cities with 52 stores across India. At Reliance
Jewels, customers are assured of the widest range, stunning designs, guaranteed purity & quality
and a pleasant shopping experience. The product collection hosts an extensive range starting
from traditional gold jewellery including Kundan, Polki, Filigree and Temple that showcases the
legendary design and craftsmanship of various parts of India right up to contemporary diamond
Renowned for its high quality, competitive pricing and superior customer service experience,
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Reliance Jewels have touched millions of lives in various ways and earned trust & loyalty
amongst customers. Offering BIS Hallmarked Gold, Internationally Certified Diamonds and
Free Jewellery insurance, the brand further assures complete peace of mind to its customers.
1.3.11 AJIO.COM
Ajio, a fashion and lifestyle brand, is a natural extension of the Reliance legacy in fashion which
started with the iconic brand-Vimal in 1975. Ajio was unveiled in April 2016 at Lakme Fashion
Week, Mumbai. It’s also the first pan-India e-commerce venture by Reliance Retail and is
focused
AJIO’s brand mission is to live life to its fullest, aligning itself to the call to live that is Jio. AJIO
is a style philosophy, a brand foremost. We are a style destination, offering handpicked curated
fashion across a unique selection of own brand, international brands, authentic handcrafted
artisanal products, inspired indie and national brands. We offer a significant majority of
With the advanced internet infrastructure built by Jio and a robust physical retail business built
by Reliance Retail, we are creating a differentiated e-commerce model for India. This model will
entail seamless integration of online and offline while innovating across superior customer
experience, delivery services and payment ecosystem. Ajio App is available for download on
which caters to customers for after sales service. resQ is India’s first Multi product, Multi brand,
Multi-location service facility which offers service from 10am to 10pm, 365 days a year. The
resQ Care Plans offer scheduled preventive maintenance visits and Standby units in special
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cases.
1.3.13 iStore
Reliance Digital also operates a chain of Apple resellers in India under the name iStore. There
1.3.14 Reconnect
Reliance Digital launched its private label of products branded "RECONNECT" in October,
2011. Reconnect product range covers over 200 products, from the latest large-screen LED TVs,
& personal care products. Major all products comes with a 2-year warranty, while accessories
1.3.15 LYF
Reliance Digital also carries the LYF brand of 4G smartphones. These phones were launched in
January 2016. So far, five phones have been launched - Earth 1, Water 1, Water 2, Wind 6 and
Flame 1.
• Reliance Retail appeared in the list of Most Trusted Retailers as per ET Brand Equity
2016 Survey
• Reliance Retail recognized as India’s Top 10 Retail Companies to Work for Calendar
Year 2017 by Great Place to Work Institute and Retailers Association of India (RAI)
• Reliance Smart awarded with “IMAGES Most Admired Food & Grocery Retailer of The
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India Food Forum 2017
• Reliance Digital awarded ‘Retailer of the Year’ by India Retail Awards 2016
• Reliance Digital rated as ‘the Leading Electronics Retail Brand’ in equity index study by
Nielsen
• Reliance Digital retains No.1 position as CDIT retail brand in the Brand Equity Economic
Times survey
• Reliance Digital was awarded the Retail Leadership Award 2015 - India Retail Awards
2015
• Reliance Digital receives Golden Mikes 2015 bronze award for the “Best Radio
Commercial”
• Great Place to Work® Institute and Retailers Association of India (RAI) have recognized
Marks and Spencer Reliance India Pvt. Ltd. as the 6th best company to work for in retail
• Marks and Spencer Reliance India Pvt. Ltd. was awarded the "Most Admired Retailer”
• Marks and Spencer Reliance India Pvt. Ltd. was awarded the “Green Initiative in Supply
Chain & Logistics”, Scale Awards -2015 by Confederation of Indian Industry (CII)
• Reliance Footprint wins “ABP Business Excellence” award for brand excellence in
• Reliance Footprint was awarded the “Footwear Retailer” of the year by Franchise India
Retail Awards 2014 and by CMO Asia Retail Excellence Awards 2015
• Reliance Jewels received an award in the mid design category in the inaugural Retail
• AJIO receives ‘Silver W3 Award’ for its creative excellence on the web by the Academy
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of Interactive and Visual Arts and wins 'Excellence in Digital Experience’ award in SAP
We care about:-
● Quality
● Research & Development Health,
● Safety & Environment
● Human Resource Development
● Energy Conservation
● Corporate Citizenship
Reliance believes that any business conduct can be ethical only when it rests on the nine core
values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility,
Citizenship and Caring.
The essence of these commitments is that each employee conducts the company's business with
integrity, in compliance with applicable laws, and in a manner that excludes considerations of
personal advantage. We do not lose sight of these values under any circumstances, regardless of
the goals we have to achieve. To us, the means are as important as the ends.
For Reliance…
● Growth is care for good health Reliance's occupational health centers carry out
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pre-employment and periodic medical checkups as well as other routine preventive
services. Specialised tests like biological monitoring, health risk assessment studies and
audits for exposure to various materials are also performed. Health education and
awareness form an integral part of the health care programme at Reliance. Growth Is
Care for Safety We believe that the safety of each employee is the responsibility of the
individual as well as of the whole community of employees.
● Growth is care for the environment Reliance believes that a clean environment in and
around the workplace fosters health and prosperity for the individual, the group and the
larger community to which they belong. Environmental protection is an integral part of
the planning, design, construction, operation and maintenance of all our projects.
● Growth is conservation At Reliance, energy conservation efforts seek to reduce the unit
cost of fuels and to improve efficiencies in energy intensive processes.
● Growth is betting on our people Reliance builds with care a workplace that proactively
fosters professional as well as personal growth. There is freedom to explore and learn;
and there are opportunities that inspire initiative and intrinsic motivation. We believe that
people must dream to achieve, that these dreams will drive the company's excellence in
all its businesses.
● Reliance thinks, behaves, lives and thrives with a global mindset, encouraging every
employee to reach his / her full potential by availing opportunities that arise across the
group.
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● Responsibility
● Safety
● Truth
Damodar Mall is an Indian retail sector professional. He is Chief Executive Officer of Reliance
Retail Ltd. (Value Format). He is the Ex-Director, Integrated Food Strategy at Future Group. He
was a part of Kishore Biyani’s core strategy team. Damodar Mall writes an invitation blog for
Forbes India, on consumer behaviour and modernising retail. Damodar Mall is a Business
He won a marketing gold, at his business school. His earlier career was at Hindustan Unilever,
in the brand management function. With a foreword from Mukesh Ambani and preface by
Kishore Biyani, Damodar Mall’s first book, SuperMarketWala – Secrets to Winning Consumer
Drawing inspiration from Paco Underhill, Mall’s book talks about observations and experiences
in the retail sector. A collectivization of Mall’s blog at Forbes, the book has become the focal
He has written columns for the Economic Times, DNA, and the Times of India. He was profiled
by Mint, a business daily in 2007. Damodar was a member of Coca-Cola Retail Research
Committee of Asia from 2006-2009. He is the recipient of the Golden Spoon Award for the most
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V Subramaniam is a Chartered Accountant and Cost Accountant and has over 25 years of
experience in the fields of Business Management, Finance & Information Technology. He has
worked in Reliance Group, Tata Group, Bajaj Group and in various senior positions. He has vast
experience in consumer businesses of Retail and Telecom and also in manufacturing businesses
across Petroleum, Petrochemicals and Automobiles sectors. Currently he is the Managing
Director of Reliance Retail which is India’s Largest Retail enterprise and operates Groceries,
Electronics and Fashion and Lifestyle Stores.
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CHAPTER 2
INTERNSHIP ANALYSIS
● I Was Oriented into the work done by the HRD - Employee Relations and Statutory
Compliance.
● This week also involved on the process of verifying the PF documents submitted by
employees. - Verification and Validation. & Transfer to Head Office in Mumbai.
● Designed a Grievance redressal poster with the help of my guide and distributing to
various Reliance Digital, Fresh and Trends outlets via courier addressed to respective
Store Managers. And educating them about how to make employees understand the
usage of grievance redressal service
● CLRA license documents were verified and sent as soft copies via email to Respective
store managers and cluster managers of TN- Circle Reliance Digital, Trends and Fresh
Stores.
● Visited the Sastri Bhavan, Labour office to get permission from Assistant
Commissioner of Labour in accordance with Payment of Gratuity Act, 1972.
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Week 3: (May 14th'18 - May 18th'18)
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Marketing & Operations Activity at Reliance SMART, Perambur
● The Reliance SMART Outlet followed a grid type pattern. This enables the customer to
get accustomed and familiar which helps in locating the merchandise easily. It is also cost
efficient and easy to clean and self servicing is easier.
● All the products are displayed on a gondola, bay and some products are kept on end cap
to sell at a much faster pace
● There was a Summer jackpot sale was going on and hence banners and displays were
raised outside the outlet to attract customers. Offers were given on beverages and ice
creams.
● During the weekend, Rice bag ice cream and Oil combo offers were displayed outside the
outlet to improve the sale.
● Maaza introduced a new flavor “Maaza Gold”. So, a promotional ad campaign was
going on in the outlet.
● Clearance markdowns were done to get rid of slow-moving and obsolete products.
● Promotional markdowns were done to increase sale traffic and to promote new products.
● These type of products are often kept on floor display or where the customer waits like
near the billing counter.
● New displays and banners were raised as part of the Ramzan Promotional Campaign.
● I learnt how SAP was used to manage the inventory at the Reliance SMART outlet.
● Fruits & Vegetable were sourced from different nearby villages (Tiruvallur,
Acharapakkam) and distributed from the HUB.
● The HUB for Reliance Retail Limited is situated in Puzhal Camp, from there it is
distributed to all the retail outlets.
● GRN (Goods Receipt Note) is entered in the SAP database immediately after the arrival
of the products.
● GRN is created to record the delivery of items from your suppliers.
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● Suppose if the product is sold with GRN registration it can be corrected using
Stock/Negative Correction or else it will show the negative number in the database.
● Stocks are updated in the database and the products are sent to the outlets when the stock
reaches a minimum number.
● Some products follow DSD like ID, Kwality Wall’s.
● Direct Store Delivery, or DSD, is a distribution strategy that offers an alternative to
centralized distribution. DSD allows retailers to reduce operating costs by sidestepping
the retailer’s distribution center.
● Instead, goods travel directly from the supplier to the retail store, saving time and money
off of the retailer’s bottom line.
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CHAPTER 3
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unregulated working hours allow you to take hours off if needed throughout the day, for
example, to visit your child at school if there is for instance, a meeting with the teacher or
another important activity. Work life balance describes the relationship between your work and
the commitments in the rest of your life, and how they impact on one another. Employers,
employees and government want to maximize participation in the workforce. However, in our
demanding lives many people struggle to balance work and the responsibilities of caring for
children, family members with a disability or elderly parents. For other workers it's often
difficult to find time outside work for study, volunteering, taking care of their own health or
participating in sport and recreation. There is no ideal work life balance; everyone is different
and the 'right' balance may alter over time as families grow older and personal commitments
change. Having options about how work is organized makes managing work and life demands
possible by allowing employees to work in non-traditional work patterns and locations that better
fit their personal commitments. Overall quality of life improves and businesses also benefit from
employees' higher morale and commitment. The term work life balance (WLB) can be defined as
previously mentioned the balance between work-life and private life. The term balance as a
metaphoric definition indicates the pursuit towards a satisfying balance and the avoidance of any
side weighting to heavy. When a person experiences a good WLB he or she is able to separate
between work-and family life and does not had to worry about being interrupted by alarming
telephone calls messages or emails while spending time with their family or in a private
situation. The term has been criticized since it is considered to be socially constructed regarding
what is really related to work and why it is not for example the domestic work, which is still
mostly carried out by women, this is future discussed below under. Hence, this study will refer to
work in the context of paid work to avoid any ambiguity. WLB practices can be described as
benefits for the employees to the able to combine their private life with their work-life. Work-life
balance practices could be any benefit that makes life easier in one way or another for the
employee who are juggling their private life and work-life for instance: Parental leave,
flexi-time, unregulated working hours, telecommuting, and could as well be available fitness
center, daycare center sponsored by the workplace etc. There is a focus on the most commonly
used WLB practices in this study, search as: parental leave, flexitime, unregulated working hours
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and part-time working. The delimitations in this study have been to focus on the actual
experiences of the informants concerning work-life balance practices. The de-limitations
regarding the informants have been that they are officials working in either private- or public
sector and they should have children under 18 years of age and that they had used parental leave
and other work-life balance practices such as; flexi time, part time, telework or unregulated
working hours. The only requirement was that they had used the parental 4 leave and at least one
more WLB practice. The basis is to investigate and understand how the work life balance
practices have worked in eight different people’s lives, neither to make a comparative study
between countries nor to generalize it to for example all other parent in Sweden. Officials are
chosen mainly because their technical work equipment (such as laptops, smartphones etc.) allow
them to work at other place that their workplace to a greater extent than workers who usually
perform practical tasks that are only possible to be at the workplace, for instance: painters,
carpenters, care workers, bus drivers etc. Those workers can of course also work to much
overtime etc. The study’s aim was to assess the extent to which employers operated work-life
balance practices and whether employees felt existing practices met their needs. The study
looked at policies and practices that: Permitted some flexibility with respect to hours of work.
Allowed people to work from home. Granted leave arrangements their allowed people to either
meet their non-work. Commitments or realize their non-work goals. Provided workplace
facilities assist employees to attend work. Promoted communication and consultation between
employers and employees over relevant issues.
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3.1.2 THE ROLE OF MANAGEMENT IN PROMOTING WORK-LIFE
BALANCE
Human resource (HR) management is a particularly versatile element of the organization, and its
responsibilities are often much less clear than a textbook might imply. While hiring, training,
employment contracts and regulatory considerations are well within the HR framework, so too is
5 ensuring that employees are both healthy and satisfied at work. This requires taking stands on
behalf of the employees, and putting organizational and managerial expectations and policies in
place to ensure that employees are treated properly. One example of what HR and/or upper
management can do in this regard is override the culture to encourage employees to take time for
themselves. Upper management must communicate to lower managers, through words and by
example, that work communication past a certain time of night (or on the weekends) is only
acceptable in highly time-sensitive situations (or never at all). HR can suggest to employees that
they turn off their work phones in the evenings and leave their work computers in the office
unless absolutely necessary. Another useful tool for management is flexi time. This is
particularly useful for individuals in global markets, since they are often on the phone early in
the morning or late at night with clients or suppliers on the other side of the globe. Employees
might also work only four days a week, but work 10 to 12 hours each of those days (from, say,
6:00 a.m. to 5:00 p.m.). Businesses focused on quarterly results could offer long weekends at a
company-wide level at the beginning of each new quarter (when workload is the smallest). HR
professionals should be observant and creative, identifying when employees are pushing
themselves too hard and offering solutions.
3.1.3 WORK-LIFE BALANCE POLICIES & PRACTICES WORK LIFE
BALANCE
Work-life balance policies frequently include benefits such as flexible work hours, child- and
elder-care provisions, paid maternity leave, adoption assistance, leave/ time off, education
assistance, health assistance, and housing assistance. Flexible work hours, telecommuting, and
job sharing also may encourage work-life balance, and for some organizations may help reduce
costs for non-work-related absences. However, research clearly shows that regardless of what the
organization promotes, direct supervisors/managers greatly influence the work-life balance of
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their subordinates. Managers, who focus on the desired work product, rather than requiring “face
time” or logging overtime hours, can better enable their employees to balance work and life
demands. An important caveat to note: when organizations advertise a culture of work-life
balance to job applicants but then fail to implement or enforce the policies, they may quickly
lose those new hires. Also important to note, the menu of work-life balance supports should be
broad enough to meet the needs not only of p 6 A state of equilibrium in which the demands of
both a person’s job and personal life are equal. WLB is the maintenance of a balance between
responsibilities at work and at home. Work life initiatives are those strategies, policies, programs
and practices initiated and maintained in workplaces to address flexibility, quality of work life
and work family conflict. In other words, WLB is about people having a measure of control over
when, where and how they work. Strategies of WLB in organizations include policies covering
flexible work arrangements, child and dependent care and family and parental leave. Several
studies have shown the benefits associated with the provision of work life in organizations.
Various researches has indicated that those workers who have some form of control over their
working environment tend to suffer less stress related ill-health, with clear implications for the
concept of work-life balance. According to Jim Bird, CEO of Worklifebalance.com (an
international work-life balance and consulting company), and “Work-life balance is meaningful
achievement and enjoyment in everyday life”. Also he believes that to achieve better work-life
balance, each individual needs to work smarter- to get more done in less time. The primary way
companies can help facilitate work life balance for their employees is through work-life
practices, that are usually associated with flexible working and reductions in working time or
family-friendly policies. Even if many companies have extensive work-life programs, most have
not yet changed their organizational cultures to support employees and managers who want to
use work-life options. Work-life balance policies can assist employees achieving a balance
between their work and personal commitments that is right for them. The policies need to be
supported by the workplace culture, which reflects the beliefs, values and norms of the whole of
the organization from the CEO to staff members. Other important factors in the success of work
life balance policies include proper communication of commitment to the policies to existing and
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future employees, raising awareness of the policies, education of managers about the importance
of policies, and training of managers on ‟how to’’ implement these policies
● According to the questionnaire answered by the employees it can be clearly seen that
Reliance Retail Limited have various policies regarding work life balance of employees,
the prominent one’s being Family Support / Counselling Services, Flexible working
hours is one major factor in maintaining positive work life balance as said by majority of
the employees.
● commitments to manufacturers;
● sales figures for individual products;
● promotions; and
● seasonal considerations.
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Allocation of store space Store managers generally expend a great deal of time, thought and
money designing and implementing a workable and effective store layout. The planning begins
with allocating floor space based on selling area and/or the area where merchandise is displayed.
From available space, room must also be made for employees to rest, customers to walk, sit and
try on clothes and for other activities such as storing stock. Some of the space allocations are
beyond the control of the manager e.g.the size of the storeroom or break room.
As the manager, you will need to regularly evaluate the allocation of space that you do have
control over. This is an important management planning task.
Traffic flow
Traffic flow is the movement of customers through the store. It is a critical aspect of store layout
due to the impact that it can have on the customer both practically and psychologically.
A well-designed layout not only influences the movement of customers through the store, it can
also encourage certain shopping behaviours. For example, a supermarket may deliberately make
the aisles small and crowded to create a feeling of economy and order. This encourages the
customers to move consistently through the store in an ordered pattern. It may also imply that the
store sells many more lines of product than they actually do. In comparison, the layout in a gift
shop may appear to be haphazard. This doesn't mean that the design has not been well-planned.
The intention may be to encourage people to take their time browsing through the store.
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Types of traffic flow
● the grid pattern which is characterised by its structured layout design; and
● the free flow pattern which is less formal in its appearance.
The Reliance SMART Outlet followed a grid type pattern. This enables the customer to get
accustomed and familiar which helps in locating the merchandise easily. It is also cost efficient
and easy to clean and self servicing is easier.
The Grid Pattern
Grid Pattern. Another traditional form of store layout is grid pattern, in which the counters
and fixtures are placed in long rows or runs., usually at right angles, throughout the stores
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CHAPTER 4
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4.2 REVIEW OF LITERATURE
A brief of relative literature is too presented for any research study. It deals with a literature
survey of the existing volume of similar or related subjects. Since effective research is based
upon past knowledge, a survey of past literature helps to eliminate the duplication of what has
been done and sometimes providing useful hypothesis.
a) Galinsky et al (1991)1 This gives a detailed discussion on different work life balance policies
which are the values, those which attract prospective employees and what are tools for employee
retention and motivation. The study gave a detailed insight on how one should also keep in mind
that new generation employees should not only evaluate their career progress not in terms of
lucrative and high paid job assignments but also in terms of their ability to maintain healthy
balance between their work and non-work life.
b) Bachmann and Schwartz (1994)2 This gives a detailed discussion on the literature that work
and balance is quite varied. Family-Friendly work environment, such as flexi-time, telework has
been portrayed as an important component of an individual worker’s preferences towards work
time. It has been suggested to the organizations that if work and non-work lives environment
should be provided to the employees with a means of recruiting, retaining and motivating their
work-force.
c) Glass and Fujimoto (1995)3 This defined work-family practices as ‘any benefit, working
condition, or personnel policy that has been to empirically decrease work–family conflicts
among workers’. In working, work –family practices address predominantly childcare plans,
on-site day care, elder care, parental leave, long-term care leave, and flexible working hours as
the supporting HR practices which makes an employee to balance both work and life.
d) Karrir and Khurana (1996)4 The Researcher here found significant correlations of Quality
of work life of managers from three sectors of industry viz., Public, Private and Cooperative with
some of the background variables (education qualification, native/migrant status, income level)
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and with all of the motivational variables like job satisfaction and job involvement. And
concluded that both the variables show effect on work life balance.
e) Caproni (1997)5 This Researcher, unlike her peers, takes a different stand on work life
balance. Here she argues that much of the work in field has been built on the language and logic
based on traditional models of bureaucratic organizations which further aggravates the problem.
She cites certain problems in the prevalent literature: first the overarching goal oriented approach
to life that assumes people have a great deal of choice and control over their lives, and second,
the sole focus on individual (and neglect of structural and relational) level of analysis.
f) Baral (2000)6 conducted a study on 730 managerial employees from various organizations in
India, and found that family significantly contributes to work in terms of enhancing performance
and positive emotions at the workplace. The finding indicates that one of the important
determinants of work life balance is availability of work life balance programs. When an
organization offers its employees policies, practices, benefits and services to help them integrate
their work and family responsibilities, they feel committed to the organization and indulge
themselves in organizational citizenship behaviors..
g) Bhandari K., Soni H. (2015)7 in the paper titled "Impact of Gender, Age and Work
Experience on satisfaction towards Work Life Balance (with special reference to Bank Of 30
Baroda, Udaipur)" showed that Male employees are less satisfied than Female employees
because female employees get maternity leave and males don't get any parental leave to take care
of his newly born baby and his wife. Paternity benefit as retention tool is considered as main
factor for work life balance of fathers. It's too hard for male employees to take time off during
work to take personal/ family matters as male employees have all the responsibility of family
including his parents, wife and children rather than female employees. So company should be
flexible with respect to family responsibilities.
h) Mohanty A., Kesari L. (2016)8 in the paper titled "Work-Life Balance Challenges for Indian
Employees: Socio-Cultural Implications and Strategies" – conducted interviews with some of the
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Indian HR managers working in manufacturing, IT and Telecom sectors in India. They have said
that the MNC's have come up with initiatives to offer provisions such as flexi-time, paid
paternity leave, childcare facilities and tools such as video conferencing to reduce commuting to
office. At the same time no formal initiatives have been taken to improve WLB. The slow and
differential HR policy response in India as compared to western countries can be attributed to the
political ideologies, slow pace of change in socio- demographic structure & attitude of employers
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expenditure necessary to gather the primary data. Primary data are original in nature and directly
related to the issue or problem and current data. Primary data are the data which the researcher
collects through various methods like interviews, surveys, questionnaires etc.
4.3.2.2 SECONDARY DATA
Secondary data are the data collected by a party not related to the research study but collected
these data for some other purpose and at different time in the past. If the researcher uses these
data then these become secondary data for the current users. These may be available in written,
typed or in electronic forms. A variety of secondary information sources is available to the
researcher gathering data on an industry, potential product applications and the market place.
Secondary data is also used to gain initial insight into the research problem.
4.4 SAMPLING METHODOLOGY
Population In Reliance Retail SMART, Trends and Digital Overall 90 employees are working.
Employees of the Reliance Retail SMART, Trends and Digital are taken as the sampling unit.
Sample Frame and Sample Size:
The sample size was chosen based on the availability of the employees in the organization. The
questionnaire was targeted to lower level employees in the overall population. Hence the sample
size is 30
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4.6 DATA ANALYSIS & INTERPRETATION
4.6.1 ANALYSIS
Analysis helps in structuring the finding from different sources of data collection.it is very
helpful in breaking a macro problems into micro parts. Data analysis acts like a filter when it
comes to acquiring meaningful insights out of huge data set. Overall analysis is classifying and
rearranging the raw data to arrive at meaningful interpretation.
4.6.2 INTERPRETATION
Interpretation is essential because it brings the outcome of the analysis into forefront.it is the
process of assigning meaning to the collected information and determining the conclusions,
significance and implications of the findings. It is through interpretation that the researcher can
understand the abstract principles that the work beneath his founds. Through this he can linkup
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 simple percentage tool as the against the tool number of respondents.
The content analysis presented in the form of tables and charts.
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4.7 PERCENTAGE ANALYSIS
● The total No. of respondents was 30 and the Maximum number of respondents was from
the age group (19-26) around 20. ( 66.67%)
● The remaining 10 (33.33%) respondents were from the age group (27-35)
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● This clearly shows that the sample population taken has a healthy mix of age group
among them.
● All of the employees taken for the sample population are full time workers (100%)
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Figure 4.3 (Gender of Respondents)
● This sample population has an equal share of Male and Female Respondents ( 50%) each.
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Figure 4.4 (Marital Status of Respondents)
● 70% of the employees ( 21 ) were single and the rest 30% (9) were married workers.
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Figure 4.5 ( Work Life Balance )
● From this graph it is clearly seen that 70% of the employees have a positive work life
balance at Reliance Retail Limited.
● The rest 30% who do not have a proper work life balance, we will find out what are the
predominant factors affecting their Work Life balance.
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Figure 4.6 ( Working Hours )
● Nearly 86.7% ( 26 ) Employees feel that the working hours is the most important factor
which helps them maintain a positive work life balance.
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Figure 4.7 ( Holidays )
● We have an interesting mix from the respondents in this chart where almost 53.3% agree
to the fact that they make use of the holidays and paid time off to maintain good work life
balance.
● 13.3% are unsure whether it really helps them or not
● 33.3% feel that the holidays and paid time off are either not provided at all or are really
not helpful in maintaining positive work life balance.
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Figure 4.8 ( Counselling Services )
● 66.6% of the employees make use of the counselling services and it is benificial for them
to maintain positive Work Life Balance.
● 13.3% of them are unsure whether it is really helpful or not.
● 20% of the population feel that the counselling / family support programs are of not much
use for them to maintain a positive work life balance.
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Figure 4.9 ( Work Environment )
● 66.7% of the employees feel that the Environment is safe and comfortable to work in.
● 13.3% are not sure how to decide whether the environment is safe or not and in a state of
equality.
● The rest 20% feel it is not comfortable work environment to work in.
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Figure 4.10 ( Due Compensation )
● From this graph we can interpret that either the employees are not compensated on time
for the work they do or they do not know about the incentives available for such extra
work done.
● 46.7% feel that they are duely compensated, whereas 36.7% feel that they do not get
enough motivation with the compensation provided.
● The rest 16.7% are unsure whether they get what they deserve or not.
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Figure 4.11 ( Job Satisfaction and Security )
● Can be clearly interpreted that majority of the employees (66.7%) are satisfied with the
work they do and feel secure in the job
● 10% are not sure about the satisfaction and safety.
● 23.3% of the employees are not satisfied with the work they do and do not feel secure in
the job.
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Figure 4.12 ( Work Pressure )
● 80% of the workers feel that the work pressure is too much on them that they do not get
to spend quality time with friends and family
● The rest 20% somehow manage to handle the pressure and still spend time with family
and friends.
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Figure 4.13 ( Exhaustion )
● 50% of the employees feel that there is not much exhaustion in the work they do.
● 33.3% of the employees feel much exhaustion at EOD. Maybe it differs from job to job.
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Figure 4.14 ( Depression )
● 70% of the employees say no to depression, whereas 13.3% of them feel that they get
depressed at home due to work.
● 16.7% of them are not sure.
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Figure 4.15 ( Societal Respect )
● 60% of the employees feel respected in society, 26.7% of them neither agree nor
disagree.
● 13.3% feel that the job they do is looked down upon in society.
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Figure 4.16 ( Personal Commitments )
● 43.3 % agree and 43.3% disagree for the same. The rest 13.3% neither agree nor disagree.
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Figure 4.17 ( Worry about work at home )
● 60% of them strongly agree to worrying about their work even when they are at home.
● 30% have a policy of whatever happens at work, stays there.
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Figure 4.18 ( Salary )
● From the chart we can clearly see that 86.6% of the employees are clearly not satisfied
with the salary they get and it is not enough for them to manage their personal life.
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Figure 4.19 ( Peers / Superiors )
● 73.3% agree to the fact that their peers / superiors do not like it when they discuss
personal life problems while at work.
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Figure 4.20 ( Family / Friends )
● Clearly 83.3% of the employees have the problem that their family and friends do not
spend proper time with them due to work timings and pressure.
4.7 SUGGESTIONS
Based on the findings and discussions, some recommendations could be mentioned here.
1. Maintaining proper working hours is one of the major key factor to maintain positive work life
balance. The organization should make sure that the employees come on time and leave on time.
This will help in improving the overall productivity of the employee as well as help him in
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maintaining a good work life balance. Apart from working hours, not making them to work even
holidays will ensure well being for both employer and employee.
2. Employees should be kept constantly engaged with counselling activities and family support
programmes which has proven to be a very beneficial factor for most of the employees. I suggest
continuing and improving the counselling services
3. Each employee must be given enough time for discussion to keep forth their thoughts & points
and noted that every employee gets a chance to speak / discuss.
4. Feedback must be collected on a regular basis from the subordinates and employees to serve in
better way (or) to improve the current practices.
5. Due compensation for work done should be immediately settled in due time without any
delay. Most of the employees are sole bread-winners for the family and they are of low level
employees. Even a slight delay in getting compensated might make them feel agitated and in turn
affect their work life balance in a negative way.
6. Providing accomodation for employees who travel from far away places should be done to
avoid exhaustion and lead to severe health issues.
7. Proper salary should be paid according to industry standards and rules as most of the
employees feel that the salary paid is very low for them to lead their personal lives.
Apart from these suggestions, few more are implementing online registers for stores instead of
storing all registers and verification documents in hard copy format. Digital format will be kept
safe and hassle free verification is possible during store audits. Digital records verification will
save lots of time in verification and thus more stores can be covered in a single day.
Instead of following just a grid pattern in the Reliance SMART outlet, a combination of free
flow and grid pattern is introduced in the store layout. It will help in improving the browsing of
customers and also to identify the shopping behaviour of customers. It will help in creating an
atmosphere suited to the product as the Outlet also houses luxury electronics.
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4.8 CONCLUSION
Work-life balance can increase the productivity in the workplace and improve the work
environment in general. Work-life balance requires cooperation and coordination at national,
governmental, organizational, family, as well as the individual level. Stress is one of the factor
affecting both the work life and personal life of the employees. The stress due to workload and
poor working conditions can be reduced by improving the working conditions. Providing good
canteen facility or cafeteria where employees can go for a break and refresh and giving them
enough leisure time and holidays can really help. Taking the employees for a holiday outing can
improve the interpersonal relations and reduce their stress level. To overcome this problem both
the employer and employee should contribute equally in avoiding or minimizing the factors
raising stress in the work-place.
From the internship, I gained huge insight into the department of statutory compliance foremost
as i did not have any knowledge of such a departments existence in the HRD. It really helped me
in understanding the compliances to be followed while owning a retail store.
Understanding about the PF and ESIC also enlightened me about labour laws and regulations to
be followed while being an Entrepreneur.
The Grievance redressal cell was formed at the time of the starting of Internship, and it gave me
deep insights into Employee relations and well being. The process was entirely anonymous and
any employee could talk about their Grievances to the HR without fearing their superiors.
Overall it can be concluded that the Internship was a very good experience in terms of
Management processes learning, being on time, leaving on time, team work and maintaining a
healthy relationship with your peers and superiors. This will definitely be of great help for my
Professional Career.
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REFERENCES
Book Referred
1. P. Subba Rao, Personnel and human resource management – Text and cases 8th Edition,
Himalaya Publishing House.
2. C. R. Kothari: Research Methodology – Methods and Techniques, 2nd Edition, New Age
International Publisher.
3. K. Aswathappa Human Resource Management – Text and cases 7th Edition, McGraw Hill
Education.
Web-Links
● https://relianceretail.com/index.html
● https://epfindia.gov.in/site_en/index.php
● https://www.esic.nic.in/insured-person-employer-login
Other References
1. Galinsky,E., et al “The Corporate Reference Guide to Work-Family Programmes, Families
and Work Institute: New York, 1991.
2. Bachmann,k., “work life balance. Are employees listening? Ottawa: Conference Board of
Canada”, 2000.
3. Glass,J.L., and Fujimoto,T., “Employer Characteristics and the provisions of Family
Responsive Policies", Volume No.22, 1995, pp.380-411.
4. Karrir, N. and Khurana, A., “Quality of work life of managers in Indian industry”, Journal of
the Indian Academy of Applied Psychology, Vol. 22(12), 1996 pp.1926.
5. Coproni,P.J “Work life balance: you can’t get there from here. Journal of Applied Behavioral
Science, Volume 33(1), 1997, pp.46-56.
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6. Baral, R.,”Examining Antecendents of Work-Family Enrichment and its Effect on Individual,
Family and Organisational Outcomes”, Unpublished Doctoral Dissertation, IIT Bombay, 2000.
7. Bhandari, K., & Soni, H. Impact of Gender, Age and Work Experience on Satisfaction
towards Work Life Balance (with special reference to Bank of Baroda, Udaipur).
8. Atasi Mohanty, Lalatendu Kesari Jena, Work-Life Balance Challenges for Indian Employees:
Socio-Cultural Implications and Strategies, Journal of Human Resource and Sustainability
Studies, 2016, 4, 15-21 Published Online March 2016 in SciRes
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