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INTRODUCTION TO SHOPPING MALL
We are beginning the study of job satisfaction of employees in retail
industry by understanding the malls and its functions. Mall is a place in
which different items like garments, eatables, cosmetics; footwear,
utensils, toys etc are available under one roof.
A mall is a key place facilitating the shopping and sale of various types
of items.
A desire to always find a better way of doing things
In India it is notorious for its fragmented nature.
It amazes me that just a decade ago; India did not have a single mall.
Today, we have 125 full-fledged malls and 300 mall, multiplexes and
shopping centers are under construction. At the pace set this year we
stand to have close to 50 million square feet of high grade retail space by
the end of 2010. Large corporate groups like ITC, Reliance, tata, raheja
and others are infusing staggering amounts of capital into the organized
retail sector.
The concept of customer generation and business
practices certainly do have some cross- cultural commonalities. However
there has never been a better time than now to plumb the unique Indian
psyche and to see what makes it tick. If we wish to emulate the wests
momentous successes in retail and related fields, we must also shake off
certain old prejudices and misconceptions. The western mind is in many
respects far more liberated than the eastern mind. We must not discount
the possibility that profess we see in western retail are closely interlinked.
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IDEA OF SHOPPING MALL
The idea of shopping mall came in the mind ofVictor
Gruen. So he is known as the FATHER OFSHOPPING MALL
Victor Gruen, an architect from Vienna, was asked by a
friend in 1939 to design a leather-goods store in New York. The result was a
revolutionary storefront, with a mini-arcade in the entranceway filled with
glass cases, spotlights, and faux marble, and green corrugated glass on the
ceiling. It was, in his words, a "customer trap," designed to lure customers
into the store regardless of their interest in the products on display. The idea
was new to American retail design, particularly in major cities where
storefronts were flush to the street. Gruen received considerable critical
praise, and designed stores for real estate developers around the city and in
New Jersey.
Gruen's main contribution to commercial real estate development was on anew project for a real estate developer constructing South dale, the first
modern shopping mall. Construction costs totaled twenty million dollars,
and the mall had seventy-two stores and two anchor department-store
tenants, Donaldson's and Dayton's.
South dale used a unique new design feature: previously, shopping centers
used an extroverted style, with store windows and entrances facing the
parking area and interior pedestrian aisles.
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Unlike other shopping centers, South dale was introverted: the exterior walls
were blank with all activity focused on the inside. Suburban shopping
centers had always been in the open, with stores connected by outdoor
passageways. Gruen had the idea of putting the whole complex under one
roof, with air-conditioning for the summer and heat for the winter - it was a
visionary concept for a developer, and created significant positive changes
for retailers and developers.
Another of Gruen's new concepts was to create a multi-level shopping
facility; to that point almost every other major shopping center was built on
a single level. Gruen put stores on two levels, connected by escalators and
fed by two-tiered parking. In the middle he put a courtyard under a skylight,
with a fishpond, sculpted trees, bird cages, and a caf. The result was a
sensation in retail development. Critics and shoppers raved about the
atmosphere, convenience, and design of the mall. Retail property
development in the United States (and across the world) has never been the
same.
Today virtually every regional shopping center in America is at minimum a
fully enclosed, introverted, multi-tiered, double-anchor-tenant complex with
a garden court under a skylight. (Many malls have more than two anchor
stores - some have up to eight large department stores.)
Victor Gruen didn't just design a building; he designed an archetype.
He created a retailing model that became the paradigm of retail property
development. He gave speeches, wrote articles, and met with scores of real
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estate developers and commercial contractors in later years; his influence on
commercial real estate cannot be overstated.
By inventing the mall he invented an entirely new shopping experience and
a new business model for real estate developers, commercial contractors,
construction companies, and retailers across the United States. Real estate
developers quickly worked with architects and designers to develop their
own shopping mall plans, and retail stores rushed to fill open space created
by new construction. Some properties reached a 90 percent lease rate even
before they officially opened, as retailers jockeyed for prime positions (or
any position at all) in newly-constructed malls
RETAIL IN INDIA
Retailing in India-
Performance highlights
Total Consumer Spend in the Year 03-04 - INR 9300 billion (USD
375 billion) growing over 5% annually
Retail sales - 55% at INR 280 billion (USD 205 billion)
Organized Retail - Only 3% but growing at 30%
Organized retail to cross INR 1000 billion mark by 2010
INR 200 billion investment in the pipeline
Top 6 cities account for 66% of total organized retailing
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2007 figures-
Organized retail: Rs. 280 billion
Clothing, Textiles & Fashion accessories: 39%
Footwear 9%
Jewellery & watches 7%
Mobile hand sets & accessories 3%
Health & Beauty (including services) 2%
Food & Grocery 18%
Durables 13%
Books, Music & Gifts 3%
Home 3%
Pharma 2%
Entertainment 1%
2008 figure-
Projection for Organized Retail - Rs. 350 billion
A decade ago - not a single mall
A year ago - less than half a dozen
Today - 40 malls
2 years from now - 300 malls (According to a survey report on Zee
Business)
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Five Reasons why Indian Organized Retail is at the brink of
Revolution:
1. Scalable and Profitable Retail Models are well established for most of the
categories.
2. Rapid Evolution of New-age Young Indian Consumers.
3. Retail Space is no more a constraint for growth.
4. Partnering among Brands, retailers, franchisees, investors and malls.
5. India is on the radar of Global Retailers Suppliers.
Looking Ahead
Many strong regional and national players emerging across formats and
product categories Most of these players are now geared to expand far morerapidly than the initial years of starting up Most have regained / improved
profitability after going through their respective learning curves Malls in
India
INDIA RETAIL BY 2009-2010
50 million sq ft of quality space under development 7 major cities to account
for 41 million sq ft development 300 malls, shopping centers and
multiplexes under construction To open 35 hypermarkets, 325 large
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department stores, 1500 supermarkets and over 10,000 new outlets To add
US $ 10 billion of business to organized retail.
Briefing on the report R S Roy, editorial director, IMAGES Group said that
the presentation of India Retail Report 2005 required a yearlong interaction
with over 1000 companies representing the entire gamut of manufacturing,
retailing and the services sector that had direct or indirect impact on
consumer spending. The study required a thorough understanding of the
world market, major players, strategies and emerging trends and the
evolution of Indian retail across multiple segments.
"Supported with the findings of various research reports of
IMAGES and KSA Consumer Outlook study the India Retail Report 2005
presents size, strengths and scope with performance of key players in each
segment and explores new emerging segments that have potential for new
and existing players," said Roy
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MALLS IN INDIA
For the Indian mass affluent, the call of the mall is
proving irresistible. Malls increasingly dot the urban Indian landscape and
their packed parking lots, busy food courts and restaurants, crowded anchor
stores and noisy gaming arcades bear testimony to this alluring call.
Some would call it consumerism in action; we call it the celebration of mass
affluence.
The secret of the lure of the mall lies in its mass appeal - it has something on
offer for everyone in the family. There is a wide range of shopping
experiences - bargains and discounts or high-end brands for couples, gaming
and other amusement facilities for kids, a large choice of cuisines for family
meals, and, of course, the multiplex theatres.
In many ways, malls reflect the state of our society and actas agents of change. Rising incomes and busier lifestyles are creating the
space for malls in the lives of the urban mass affluent.
Leisure time is limited and a visit to the mall can do a lot
for a busy family - domestic chores like grocery shopping are taken care of
and food courts and restaurants save the bother of cooking dinner after
hectic shopping apart from keeping children entertained.
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Combine this with the consumer's rising purchasing
power and his increasing focus on value proposition rather than just price,
and malls suddenly start becoming more relevant.
DETAIL INFORMATION OF MALLS
D-MART:-
D-MART offers distinct architectural features that are
at par with the best of world class malls. Its large floor plates exclusive
air conditioned atmosphere and unique ambience has attracted a large
number of clients to conduct business in an environment which is free
from pollution and parking hassles.
D-MART, Ludhiana takes care of the specific requirements of each
family member the sheer depth of choice stimulates the imagination and
every product available carries a distinct quality. It showcases beautifully
decorated and well lit walkways, illuminated show windows; enjoy
family outings in grand style!
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STRIKING FEATURES
World class architecture and up market character of the mall
Plain glass exterior & contemporary design
Magnificent atrium, lobbies and walkways
Column free showrooms
Escalators and elevators
Fully air conditioned malls
100% power back up for uninterrupted power supply
Proffered unique ambience and an unparallel mix of global brandsEco-friendly and no smoking atmosphere
Integrated building management system
Public address system
International quality mall management
Location and surrounding
Strategic location of Lothian Mall road
Well connected with the major landmarks of the city
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VISHAL MEGA MART:-
Vishal retail the value retains which recorded a
total turnover of Rs 771 crore and earned a net profit of Rs 25 crore during
2008-2009.
Vishal founded by SHRI RAM
AGGRAWAL with a single 100 sq.feet shop in LAL BAZAR area
KOLKATA in 1986. Today operates 51stores of the country. The stores
located from GURGAON TO GUWHATI and from JAMMU TO
JAIPUR
Now company plans to utilize Rs 104 crore to set up 22 new
stores during the year
K-MART:-
K-MART established in 1962 and starts its business all
over world. K-mart of ludhiana is well located. It provides so much variety
in store. It is well established and its interior is very comfortable for
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shopping. The staff is very polite and hardworking. It is an expensive store
but having very good products. It already achieved a turnover of Rs 800
crores in last few years and expects to increase it three fold to Rs. 2400
crores.
THE MALLS OFFERS
Branded retail chain outlets.
Ethnic and western wear boutiques.
Lifestyle and personal care products.
Gems and jeweler stores.
Cosmetics and perfumes
Fashion accessories
Supermarket
Footwear and leather products
Travel convenience
Electronics and home appliances
Furnishing and interior dcor
Much more
Finest retreat to treat your taste-buds
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THE FOOD COURTS OF THE MALLS OFFERS
Fast food chains
Coffee shops
Snack counters
Ice cream parlors
Specialty restaurants
Multi-cuisine food courts
Fitness and entertainment zone for chilling out
Exclusive health club
Entertainment zone
Kids club
Party rooms
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NEWS RELATED MALLS FROM DIFFERENT
SOURCES-
Kirana stores happy to give stores to modern format retailers
Not all kirana store owners are worried about their future, some are quite
overjoyed at the rise in real estate prices that the retailing boom has brought
about and are all to happy to lease out their premises to modern format
stores. One of the biggest problems that the fledgling retail industry is facing
is the severe shortage of retail space within cities, especially in central areas,
where the kirana stores are already established.
So instead of competing with the organized retailer, kirana storeowners are
opting to lease space to them, giving them a readymade market and local
customer base. Food and grocery retailers like Subhiksha, Spinach and
Spencers are signing long leases with kiranas that are over 1,000 sq ft in
space.
Source: The Economic Times
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Organized retail sector to cross $22 billion by 2010
Friday, February 02, 2007
Indias organized retail sector is expected to cross $22 billion by 2010, a
significant increase from its current value of $4 billion. The increase in size
of the organized retail sector will also require over 220 million sq ft of
space. These results were reported according to industry organization
Assocham. The total retail industry in India is worth $16 billion at present,
of which the organized retail sector accounts for only 25%.
The organized sector is expected to grow in large part due to the fast pace of
growth in small towns, where it is growing at 50-60% as compared to 35%
in larger cities. There are close to 600 malls coming up in metros and large
cities. Another 1000 malls are being planned for smaller towns where land is
available and consumers have access to increasing incomes. The big sellers
in small towns are food and grocery items, FMCG, sportswear, eye wear,
watches, footwear, tailored clothing and outerwear.
Source: The Economic Times
Rural malls are taking off
The concept of rural malls is picking up and retailers are all rushing to set up
stores in rural areas. Consumers in rural areas spend an estimated Rs. 8000
billion each year. In some areas, there is no electricity or drinking water, but
villagers are tracking commodity indexes via the ATM. Companies such as
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DCM Shriram Group are setting up 50 rural retail outlets called Hariyali
Kissan Bazaars seeing this vibrant demand
Domestic Realty Market of India Going High
Indian domestic realty market is turning into high value market, owing to
the globalization and economic development in country.
According to experts, domestic real estate market in India is worth around
$14 Billion. Experts expressed their view during a conference held in
chennai. Experts suggested the institution of a regulatory body to improve
the transparency in the realty business that is in the middle of its remarkable
growth phase, in India.
"Currently growing at 30 percent per annum, the domestic real estate market
is estimated to be of the order of $14 billion," said Manoj Vaish, president
and CEO, Dun and amp; Bradstreet, India. The statement published on
IndiaPwire.
Economic boom in the country, changes in life style and prospective boom
in real estate, all these factors has paved way for development of real estate
business in the country. Moreover, the interest exhibited by chief developers
and retailing brands in investing in real estate provides the optimistic stance
for development.
Main drivers for growth are presence of approving demographics, consumer
friendly banks, higher disposable incomes of people, easy availability of
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housing loans & financing companies, government regulations supporting
investment from global investors and proficient attitude in real estate
dealings. As a result of globalisation, multinational companies are setting up
their offices in India and they require land for use. Consequently, the prices
have increased and the realty sector is experiencing a boom.
Owing to augmented demand in metropolitan cities, prices have escalated.
So the cities are growing in all directions to accommodate and satisfy the
growing demand for land.
As stated by industry experts, all the sectors BT, IT, industries, and
healthcare are exposed to growth. Also, there's a huge lack of space (almost
by 6.7 million housing units) in housing sector of urban India.
As per the research analyst at RNCOS, taking into consideration economic
boom in India and impressive demographics, the real estate sector is
expected to experience positive growth. Precisely, middle-class would give
motivation for transactions in real estate. Increased personal disposable
incomes would be another reason for the growth. Investment in the real
estate business in current scenario is a winning bet for sure
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AFFECT OF MALLS ON INDIANS
For the Indian mass affluent the call of the mall is proving irresistible. Malls
increasingly dot the urban Indian landscape and their packed parking lots,
busy food courts
And restaurants, crowded anchor stores and noisy gaming arcades bear
testimony to this alluring call.
Some would call it consumerism in action; we call it the celebration of mass
affluence.
The secret of the lure of the mall lies in its mass appeal it has something
on offer for everyone in the family. There is aide range of shopping
experiences- bargains and discounts or high end brands for couples, gaming
and other amusement facilities for kids, a large choice of cuisines for family
meals and of course the multiplex theatres.
In many ways malls reflect the state of our society and act as agents of
change. Rising income and busier lifestyles are creating the space for malls
in the lives of the urban mass affluent.
Leisure time is limited and a visit to the mall can do a lot for a busy family
domestic chores like grocery shopping are taken care of and food courts and
restaurants save the bother of cooking dinner after hectic shopping apart
from keeping children entertained.
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Combine this with the consumers rising purchasing power and his
increasing focus on value proposition rather than just price, and malls
suddenly start becoming more relevant.
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INTRODUCTION OF JOB SATISFACTION
JOB SATISFACTION;-
Job satisfaction is in regard to ones feeling or
state of mind regarding the nature of their work. Job satisfaction can be
influenced by a variety of factors eg- the quality of ones relationship with
their supervisor the quality of the physical environment in which they work
degree of fulfillment in their work, etc.
To my knowledge there is no strong acceptance among researchers
consultants etc that increased job satisfaction produces improves job
performance in fact improved job satisfaction can sometimes decrease job
performance. For example you could let sometime sit around all day and do
nothing. That may make them more satisfied with their work in
NEED OF MEASURE EMPLOYEES SATISFACTION
A mall is only as strong and successful as its members its employees are. By
measuring employee satisfaction in key areas, organizations can gain the
information needed to improve employee satisfaction, retention and
productivity. However a recent study by Society of Human Resource
Management indicated that often the HR departments perceptions ofemployee satisfaction versus the true measure of employee satisfaction are
not always in sync.
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FIVE TIPS FOR IMPROVE JOB SATISFACTION OF
EMPLOYEES
Human Performance Institute describes five ways employers can create a
satisfying work environment.
1. Build employees competence and self confidence through training
feedback and recognition. There is a very close relationship between
high job satisfaction and feelings of effectiveness on the job says Dr.
loehr. Encouragement of genuine self confidence is probably the
number one way to achieve higher job satisfaction.
2. Communicate the value of the organizations products and services
and the role the organization plays in the marketplaces where it
operates. People with high job satisfaction also report an
extraordinarily high sense of mission vision and passion for their
work, says loehr. They feel their work is consistent with their
values. They couldnt achieve that feeling if their employers didntenable them to get meaningful insight about the value they provide to
customers.
3. Encourage and reward thoughtful risk-taking. people with high job
satisfaction also score high on the desire to try novel approaches, face
challenges and perform problem solving both individually and in
groups says loehr. They appear to have an appetite for mission-
driven change. They also rate themselves very high on perseverance.
4. Encourage positive workplace relations. People who are highly
satisfied in their jobs report food feelings about their bosses, peers and
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coworkers, says loehr. Their feelings of opportunity are elevated
and they perceive a low hassle-factor.
5. Encourage meaningful rest breaks and light diversion. High job
satisfaction correlates strongly with the feeling of having fun at
work, says Dr. Lower. Highly satisfied individuals also report that
they find it easy to wake in the morning and that their sleep is deep
and restful. He adds; - This is consistent with our thirty years of
research on world class athletes. Top performers in every field know
how to enhance performance through rest and recovery.
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EMPLOYEES JOB SATISFACTION :A CONCEPTUAL MODEL
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ESSENTIALS OF JOB SATISFACTION
Performance appraisal; - Employees are the cornerstone of any
organization the whole is only as good as the sun of its parts. In a
constant effort to improve efficiency and productivity a regular
employee performance appraisal helps to measure progress and
establish expectations. The performance appraisal also allows
employers and employees to work together on work activities and
goals in identifying and correcting problems and encouraging
improved future performance.
Communication- A key element to a companys success is how well
they communicate internally and externally. However when
communication flows accurately a company can flourish. Miss this
important link and employee and customer satisfaction can plummet.
Training- Training is a key factor to fulfill the satisfaction of
employees by improving their knowledge. It helps in increasing theproductivity of employees. Training can be helpful in boost morale of
employees as well as provide organization fully skilled persons.
Employees opinion- The feedback you gain from an employees
opinion survey will enable you to develop an environment your
employees thrive in and enjoy. Understanding what motivates your
employees will empower you to create the positive work environment
necessary to improve your companys bottom line.
Skill assessment- When evaluating an employee for promotion or a
new candidate for a job opening knowing the individual skill set is
critical to making the right placement. But it can be difficult to find an
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appropriate way to measure a candidate skill set as it relates to job
requirements.
TIPS TO RETAIN THE EMPLOYEES
Employees retention tactics to improve job satisfaction
Every successful practice starts with a strong with a strong team of highly
motivated staff. With constant changes in insurance billing and clinical
procedures, our staffs proficiency, competency and consistency are key
elements of your success.
Most doctors think that once they train staff the work is done. The initial
training is just the beginning ongoing staff training is essential. Education is
just one aspect of a stable team, retention is another. That is why it is more
important than ever to offer a superior benefits package to your employees
especially when the performance especially when the performance of your
staff affects the success of your practice.
So what causes an employee to quit?
Feeling undervalued
Lack of feedback on performance
Insufficient explanation of procedures to be completed
Inadequate organizational communication
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A doctors underestimation of their staff need
Inadequate training
Lack of earning potential or poor perception of earning potential
WHICH BENEFITS SHOULD WE PROVIDE?
VACATION
PAID TIME OFF
PAID HOLIDAYS
INSURANCE
RETIREMENT BENEFIT
UNIFORM ALLOWANCE
EDUCATIONAL REIMBURSEMENT
COMMUNICATION
TRAINING
ECONOMIC INCENTIVES
Herzberg's theory
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In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in
motivation theory, interviewed a group of employees to find out what made
them satisfied and dissatisfied on the job. He asked the employees
essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why
did you feel that way?
2. Think of a time when you felt especially bad about your job. Why did
you feel that way?
From these interviews Herzberg went on to develop his theory that thereare two dimensions to job satisfaction: motivation and "hygiene" (see
"Two dimensions of employee satisfaction"). Hygiene issues, according
to Herzberg, cannot motivate employees but can minimize
dissatisfaction, if handled properly. In other words, they can only
dissatisfy if they are absent or mishandled. Hygiene topics include
company policies, supervision, salary, interpersonal relations and
working conditions. They are issues related to the employee's
environment. Motivators, on the other hand, create satisfaction by
fulfilling individuals' needs for meaning and personal growth. They are
issues such as achievement, recognition, the work itself, responsibility
and advancement. Once the hygiene areas are addressed, said Herzberg,
the motivators will promote job satisfaction and encourage production.
Applying the theory
To apply Herzberg's theory to real-world practice, let's begin with the
hygiene issues. Although hygiene issues are not the source of satisfaction,
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these issues must be dealt with first to create an environment in which
employee satisfaction and motivation are even possible.
Company and administrative policies: An organization's policies can be a
great source of frustration for employees if the policies are unclear or
unnecessary or if not everyone is required to follow them. Although
employees will never feel a great sense of motivation or satisfaction due to
your policies, you can decrease dissatisfaction in this area by making sure
your policies are fair and apply equally to all. Also, make printed copies of
your policies-and-procedures manual easily accessible to all members of
your staff. If you do not have a written manual, create one, soliciting staff
input along the way. If you already have a manual, consider updating it
(again, with staff input). You might also compare your policies to those of
similar practices and ask yourself whether particular policies are
unreasonably strict or whether some penalties are too harsh.
Supervision: To decrease dissatisfaction in this area, you must begin by
making wise decisions when you appoint someone to the role of supervisor.
Be aware that good employees do not always make good supervisors. The
role of supervisor is extremely difficult. It requires leadership skills and the
ability to treat all employees fairly. You should teach your supervisors to use
positive feedback whenever possible and should establish a set means of
employee evaluation and feedback so that no one feels singled out.
Salary: The old adage "you get what you pay for" tends to be true when it
comes to staff members. Salary is not a motivator for employees, but they do
want to be paid fairly. If individuals believe they are not compensated well,
they will be unhappy working for you. Consult salary surveys or even your
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local help-wanted ads to see whether the salaries and benefits you're offering
are comparable to those of other offices in your area. In addition, make sure
you have clear policies related to salaries, raises and bonuses.
Interpersonal relations: Remember that part of the satisfaction of being
employed is the social contact it brings, so allow employees a reasonable
amount of time for socialization (e.g., over lunch, during breaks, between
patients). This will help them develop a sense of camaraderie and teamwork.
At the same time, you should crack down on rudeness, inappropriate
behavior and offensive comments. If an individual continues to be
disruptive, take charge of the situation, perhaps by dismissing him or her
from the practice.
Working conditions: The environment in which people work has a
tremendous effect on their level of pride for themselves and for the work
they are doing. Do everything you can to keep your equipment and facilities
up to date. Even a nice chair can make a world of difference to an
individual's psyche. Also, if possible, avoid overcrowding and allow each
employee his or her own personal space, whether it be a desk, a locker, or
even just a drawer. If you've placed your employees in close quarters with
little or no personal space, don't be surprised that there is tension among
them.
Before you move on to the motivators, remember that you cannot neglectthe hygiene factors discussed above. To do so would be asking for
trouble in more than one way. First, your employees would be generally
unhappy, and this would be apparent to your patients. Second, your
hardworking employees, who can find jobs elsewhere,
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Recognition: Individuals at all levels of the organization want to be
recognized for their achievements on the job. Their successes don't have to
be monumental before they deserve recognition, but your praise should be
sincere. If you notice employees doing something well, take the time to
acknowledge their good work immediately. Publicly thank them for
handling a situation particularly well. Write them a kind note of praise. Or
give them a bonus, if appropriate. You may even want to establish a formal
recognition program, such as "employee of the month."
Responsibility: Employees will be more motivated to do their jobs well if
they have ownership of their work. This requires giving employees enough
freedom and power to carry out their tasks so that they feel they "own" the
result. As individuals mature in their jobs, provide opportunities for added
responsibility. Be careful, however, that you do not simply add more work.
Instead, find ways to add challenging and meaningful work, perhaps giving
the employee greater freedom and authority as well.
Advancement:Reward loyalty and performance with advancement. If you
do not have an open position to which to promote a valuable employee,
consider giving him or her a new title that reflects the level of work he or
she has achieved. When feasible, support employees by allowing them to
pursue further education, which will make.
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PROBLEM OF STRESS WHICH IS FACED BY
EMPLOYEES DURING JOB
MEANING OF JOB STRESS-
Job stress can be defined as theharmful physical and emotional responses that occur when the requirements
of the job do not match the capabilities, resources or needs of the worker.
Job stress can lead to poor health and even injury.
CAUSES OF JOB STRESS According to one school of thought
differences in individual characteristics such as personality and coping style
are most important in predicting whether certain job conditions will result in
stress in other words what is stressful for one person may not be a problem
for someone else. This viewpoint leads to prevention strategies that focus on
workers and ways to help them cope with demanding job conditions.
EFFECT OF STRESS ON HEALTH
Stress sets of an alarm in the
brain which responds by preparing the body for defensive action. The
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nervous system is aroused and hormones are released to sharpen the senses,
quicken the pulse, deepen respiration and tense the muscles. This response is
important because it helps us defend against threatening situations. The
response is preprogrammed biologically. Everyone responds in much the
same way regardless of whether the stressful situation is at work or home.
STRESS HEALTH AND PRODUCTIVITY
Recent studies of so-
called healthy organizations suggest that policies benefiting worker health
also benefit the bottom line. A healthy organization is defined as one that
has low rates of illness, injury and disability in its workforce and is also
competitive in the marketplace. NIOSH research has identified
organizational characteristics associated with both healthy, low stress work
and high levels of productivity. Examples of these characteristics include the
following;
1. Recognition of employees for good work performance.
2. Opportunities for career development.
3. An organizational culture that values the individual worker.
4. Management actions that is consistent with organizational values.
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STEPS TOWARDS PREVENTION
STEP 1- IDENTIFY THE PROBLEM
Design an employee survey.
Measure employee perceptions of job conditions, stress, health
and satisfaction.
Collect objective data.
Analyze data to identify problem locations and stressful job
conditions.
STEP 2- DESIGN AND IMPLEMENT INTERVENTIONS
Target sources of stress for change.
Propose and prioritize intervention strategies.
Communicate planned interventions to employees.
Implement interventions.
Outside experts.
STEP 3- EVALUATE THE INTERVENTIONS
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Conduct both short and long term evaluations.
Measure employee perceptions of job conditions, stress, health
and satisfaction.
Include objective measures.
Redefine the intervention strategy and return to step 1
However the effects of job stress interventions on such measures tend
to be less clear cut and can take a long time to appear.
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REVIEW OF LITERATURE
The broad objective of this study was to examine the
nature and causes of job satisfaction. This was pursued through a literature
review of the more popular theories and models pertaining to job
satisfaction. Included in the review are summaries of Maslows and
Alderfers need hierarchy theories, achievement motivation theory,
Herzbergs motivation-hygiene theory, expectancy theory, job
characteristics theories, discrepancy theory, equity theory, and studies
relating to the clustering of facet satisfactions. The specific objective of this
research was to test the efficiency of a three cluster model of facet
satisfactions. This was accomplished through a survey which was completed
by 267 air force officers attending Squadron Officer School and Air
Command and Staff College. Conclusions reached by the study were that for
Air Force officers in the ranks of captain and major:-
1. Job satisfaction is higher for older officers who have more time inservice.
2. There is no evidence of a relationship between education level and job
satisfaction.
3. Non rated officers are more satisfied with their jobs than rated
officers.
4. Work environment facet satisfactions are interpreted by employees to
form three clusters- job properties, interaction features and
organization policy variables.
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business outcomes, such as customer satisfaction and financial performance,
provides critical information that justifies corporate investment in people
and human resource measurement functions. legitimizes human resource
investments. Toward making this business case, we have seen a surge of
HR metrics and empirical studies examining linkages between people
practices and organization performance. Following a resource-based view
of the firm (Barney, 1995), strategic human resource management theory
(e.g., Pfeffer, 1994, Schuler, 1987, 1992; Ulrich 1991, 1998) argues that
human resources can be key to building competitive advantage because they
represent firm-specific resources that are distinctive (important, rare, and
hard to duplicate). Consistent with this assertion is Heskett, et al. (1990)
model of the people-service-profit chain, depicting how internal service
quality may lead both to employee and customer satisfaction and to
profitability. Hallowell, et al. (1996), for example, provided some evidence
supporting at least the link between internal practices and
employee/customer satisfaction. Recent rigorous empirical studies are
providing further evidence that internal HR practices, such as high-
involvement work systems, indeed improve financial performance (e.g.,
Arthur, 1992, 1994; Batt, 2002; Huselid, 1995, 1996, 1997). Much of this
work represents studies by academicians using secondary databases to look
across a variety of companies (a notable exception is an in-depth,
longitudinal study by Sears, reported by Rucci at al., 1998).
Greg Hammill
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RESEARCH METHODOLOGY
Data collection
The data collection method used was questionnaire
method which compared of survey of the research project. The
information was collected by way of personal interview with the
respondents. The major data reaped from the survey was primary data.
Secondary data required for the research project was
collected by way of website of various retail industries.
Data analysis
Data analysis includes using computer. The data
analysis utilizes the 100 questionnaire from survey. If a response item
was missing that respondent was dropped form the analysis. Therefore
overall sample size may vary during the separate analyses.
Objectives of study
1. To find out he level of satisfaction of employees in three leading
malls in Ludhiana.
2. To find out any differences in satisfaction level of three malls.
3. To find out the loyalty of employees of malls.
4. To find out the turn over rate of employees of malls.
5. To find out the preferences of employees of malls
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Limitations of research study
The main limitations that I found in my study were;
Time constraint played a very important role in limiting my study.
Some employees attitude shows that they were giving negative
information which can result in biasness.
Due to time constraint the study was done only at three malls in
Lothian.
Sample size is too small thus it takes into account only a fraction of
the total people.
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FINDINGS
Perfect job; -.
D-mart K-mart Visual
mega mart
Total
Yes 14% 11% 21% 46%
No 8% 17% 21% 46%
Average 2% 2% 4% 8%
0%
5%
10%
15%
20%
25%
D-mart K-MART vishal
YES
NO
AVERAGE
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while we analyzing the questionnaire 46% persons are satisfied with their
job. On the other hand 46% persons are not satisfied with their job and the
remaining feel that their job is on average
Working conditions; -
D-mart K-mart Vishal Total
Yes 19% 12% 23% 54%
No 11% 18% 7% 36%
The view of the 100 persons about their working conditions are as above
42
D-mart
k-mart
vishal
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Job security; -
D-mart K-mart Vishal Total
Yes 14% 11% 21% 46%
No 8% 17% 21% 46%
0%
20%
40%
60%
80%
100%
D-mart K-mart Vishal
No
Yes
Regarding their job security 54% employees fell that their job is secured and
the 46% feel that their job is not secured.
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Supervision level; -
D-mart K-mart Vishal Vishal
Strict 14% 11% 21% 46%Appropriate 8% 17% 21% 46%
Lenient 2% 2% 4% 8%
The behavior of the supervisors among their employees is as
above-
Training facility:-
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k-mart
vishal
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D-mart K-mart Vishal Total
Lecture
method
3% 2% 5% 10%
Seminarmethod
17% 6% 5% 28%
On the job
training
10% 22% 20% 52%
0%
20%
40%
60%
80%
100%
D-mart k-mart vishal
on the job
seminarlecture
Treat the employees fairly or not: -The results are as follows;-
D-mart K-mart Vishal Total
Yes 22% 13% 25% 60%
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No 16% 18% 6% 40%
0
5
10
1520
25
30
35
40
D-mart K-mart Vishal
NoYes
Annual increment in salary is based on; - Results are as follows;-
D-mart K-mart Visual Total
Performance 9% 5% 20% 34%
Discretionary 7% 9% 12% 28%
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Automatic 14% 16% 8% 38%
0%
20%
40%
60%
80%
100%
D-mart K-mart Vishal
Auromatic
Discrerionary
Performance
Grievance handling procedure-
D-mart K-mart Vishal Total
Yes 19% 12% 23% 54%
No 11% 18% 7% 36%
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0
5
10
15
20
25
30
35
D-mart K-mart Vishal
No
Yes
The view of the 100 persons about their organization how they
handling the grievances are as above
Safety on work place: -
D-mart K-mart Vishal Vishal
Yes 19% 12% 23% 54%
No 11% 18% 7% 36%
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0
5
10
15
20
25
D-mart K-mart vishal
Yes
No
Utilization of capability:-
D-mart K-mart Vishal Vishal
Yes 20% 22% 18% 60%
No 11% 13% 16% 40%
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0
5
10
15
20
25
D-mart k-mart Vishal
Yes
No
SUGGESTIONS;-
Employees should be involved in decision making process.
Sitting facility should be there for the employees in malls.
To reduce the working hours.
Increment in the salary should be based on performance of employees
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.
Rest room should be there for the employees in malls.
To reduce the work load.
Facility of leave with pay must be provided to employees.
CONCLUSION
After the studying of the job satisfaction of employees of retail
industry. I arrived at the conclusion that the level of job satisfaction of
employees is different from one retail industry to another retail industry so
the loyalty of customer is also different from one retail industry to another
retail industry.
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Employee surveys are an important and popular tool that
organizations use to solicit employee feedback. Employee opinion surveys
can be morale-boosting for those who may not have many other
opportunities to confidentially express their views. Employee attitude
surveys provide a way to improve levels of productivity and commitment by
identifying the root causes of workplace attitudes. Employee satisfaction
surveys allow for increased productivity, job satisfaction, and loyalty by
identifying the root causes of employee satisfaction and targeting these
areas. Employee engagement surveys measure the extent to which
employees are passionate about their work and emotionally committed to
their company and to their coworkers. Organizations may also benefit by
conducting a more comprehensive organizational assessment survey.
Listening to employees' insights and suggestions for improvement provides the
organization with valuable information that can be acted upon to increase
satisfaction in the workplace. Also, employees leaving the organization can provide
valuable feedback through employee exit interviews.
Due to time and cost constraints I cant consider the
more retail industry so that I cant generalize the conclusion of one retail
industry to another retail industry.
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BIBLIOGRAPHY
WEBSITES;
WWW. GOOGLE .COMWWW. STARWARE.COM
WWW. EXAMPLEESSAY.COM
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SHOWROOMS VISITED:
VISHAL MEGE MART
K-MART
V-MART
BOOKS REFFERED:
HUMAN RESOURSE MANAGEMENT BY ROSI JOSHI, SHASHI K
GUPTA.
HUMAN FACTOR IN MANAGEMENT, HIMALAYA PUBLISHING
HOUSE.
HUMAN RESOURSE MANAGEMENT, VIKAS PUBLISHING HOUSE
PVT LTD.
QUESTIONNAIRE
Listed below the features pertaining to the service they offer. We would like
to know how important each of these features is to you when you evaluate
the satisfaction or service offered by an organizer.
NAME
AGE
SEX
INCOME LEVEL
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How strongly you refer the organization to your friends for joining?
Strongly satisfied neutral dissatisfied strongly
Satisfied dissatisfied
2 1 0 -2 -1
Any suggestions to change the work environment?
Thank you for fulfill this questionnaire this shall be really helpful for me
in completing my research project on job satisfaction of retail industry.