Big bazar project report

WORK LIFE BALANCE
RNS FIRST GRADE COLLEGE Page 1
CHAPTER 1
INTRODUCTION
1.1 PART A- ABOUT RETAIL INDUSTRY
In India, organized retail constitutes about 3% of total retail and is poised to reach
15-20% in the next few years, which translates into a 40% CAGR. This indicates
tremendous potential for the sector for the next few years. The future will also see
the pantaloon of several new concepts targeted at the Indian consumer.
Further, retail development will not just occur in Tier 1 cities, but will have far more
significance in Tier 2 & 3 cities as well. The consumption drive would be fuelled in
smaller towns and cities. There would be definite customer responsiveness towards
Value Added products and services in the next few years. Since value retailing
touches the mass of the population, and with organized retailing at about US $ 300
billion at present, value retailing has the scope to almost double.
Retail is India’s largest industry, according for over 10 per cent of the country’s
GDP and around eight percent the employment. Retail industry in India is at the
crossroads. It has emerged as one of the most dynamic and fast paced industries with
several players entering the market. But because of the heavy initial investments
required, break-even is difficult to achieve and many of these players have not tasted
success so for. However, the future is promising; the market is growing, government
policies are becoming more favourable and emerging technologies are facilitating
operations.
Retailing in India is gradually inching its way toward becoming the next boom
industry. The whole concept of shopping has altered in terms of format and
consumer buying behaviour, ushering in a revolution in shopping India. Modern
retail has entered India as seen in sprawling shopping centres, multi-stored malls and

WORK LIFE BALANCE
huge complexes offer shopping, entertainment and food all under one roof, the
Indian retailing sector is at an inflexion point where the growth of organized
retailing and growth in the consumption by the Indian Population is going to take a
higher growth trajectory. The Indian population is witnessing a significant change in
its demographics. A large young working population with median age of 24 years,
unclear families in urban areas, along with increasing working-women population
and emerging opportunities in the service sector are going to be the key growth
drivers of the organized retailer sector in India. The market size of Indian retail
industry is about US $312 billion Organized retailing comprises only 2.8 per cent of
the total retailing market and is estimated at around US$8.7 billion.
Retail means selling goods and services in small quantities directly to customers.
Retailing consists of all activities involved in marketing of goods and services
directly to Consumer for their personal, family and household use. The Indian
retailing industry is becoming intensely competitive, as more and more payers are
Vying for the same set of customers. The major retail players are Pantaloon Retail,
Shoppers Stop, Reliance, etc. Retailing is one of the biggest sectors and it is
witnessing revolution in India. The new entrant in retailing in India signifies the
beginning of retail revolution. India's retail market is expected to grow tremendously
in next few years. According to AT Kearney, The Windows of Opportunity shows
that Retailing in India was at opening stage in 1995 and now it is in peaking stage in
2006. India's retail market is expected to grow tremendously in next few years. India
shows US$330 billion retail market that is expected to grow 10% a year, with
modern retailing just beginning. India ranks first in 2005. In fact, in 2010 and 2011,
India is the most compelling opportunity for retailers, because now India is in
peaking stage.

WORK LIFE BALANCE
Sector details
1. Introduction to retail industries.
2. Retail word is derived French word retailer means to cut off a piece.
3. Retailing includes all the activities involved in selling goods or services to the
Final customer for personnel or non-business use.
4. Supermarket is a retailing of a wide variety of consumer products under one roof,
ample stock, stock of several brands & extended business hours.
HISTORY OF RETAILING
Retail concept is old in India. World’s first departmental store started in Rome.
Today’s kerana stores are based on Manu smriti & Kausalya’s arthshastra.Haats,
Meals, Mandis & door to door salesmen are traditional Indian retail. Vishal Mega
Mart is a retail sector, which is providing good quality of products in very
reasonable price than its competitors. Retailing and wholesaling consist of many
organizations designed to bring goods and services from the point of production to
the point of use. Retailing includes all the activities involved in selling goods or
services directly to final consumers for their personal, non-business use. Retailers
can be classified in terms of store retailers, non-store retailing, and retail
organizations. Store retailers include many types, such as specialty stores,

WORK LIFE BALANCE
department stores, supermarkets, convenience stores, superstores, combination
stores, hypermarkets, discount stores, warehouse stores, and catalogue showrooms.
These store forms have had different longevities and are at different stages of the
retail life cycle. Depending on the wheel-of-retailing, some will go out of existence
because they cannot compete on a quality, service, or price basis. Non-store retailing
is growing more rapidly than store retailing. It includes direct selling (door-to-door,
party selling), direct marketing, automatic vending, and buying services. Much of
retailing is in the hands of large retail organizations such as corporate chains,
voluntary chain and retailer cooperatives, consumer cooperatives, franchise
organizations, and merchandising conglomerates. More retail chains are now
sponsoring diversified retailing lines and forms instead of sticking to one form such
as the department store. Retailers, like manufacturers, must prepare marketing plans
that include decisions on target markets, product assortment and services, store
atmosphere, pricing, promotion, and place. Retailers are showing strong signs of
improving their professional management and their productivity, in the face of such
trends as shortening retail life cycles, new retail forms, increasing intertype
competition, and polarity of retailing, new retail technologies, and many others.
Wholesaling includes all the activities involved in selling goods or services to those
who are buying for the purpose of resale or for business use. Wholesalers help
manufacturers deliver their products efficiently to the many retailers and industrial
users across the nation. Wholesalers perform many functions, including selling and
promoting, buying and assortment-building, bulk-breaking, warehousing,
transporting, financing, risk bearing, supplying market information, and providing
management services and counselling.
Wholesalers fall into four groups. Merchant wholesalers take possession of the
goods and include full-service wholesalers (wholesale merchants, industrial
distributors) and limited-service wholesalers (cash-and- carry wholesalers, truck
wholesalers, drop shippers, rack jobbers, producers' cooperatives, and mail-order
(wholesalers). Agents and brokers do not take possession of the goods but are paid a

WORK LIFE BALANCE
commission for facilitating buying and selling. Manufacturers' and retailers'
branches and Offices are wholesaling operations conducted by non-wholesalers to
bypass the wholesalers. Miscellaneous wholesalers include agricultural assemblers,
petroleum bulk plants and terminals, and auction companies. Wholesalers, too, must
make decisions on their target market, product assortment and services, pricing,
promotion, and place. Wholesalers who fail to carry adequate assortments and
inventory and provide satisfactory service are likely to be bypassed by
manufacturers. Progressive wholesalers, on the other hand, are adapting marketing
concepts and streamlining their costs of doing business.
RETAILING IN INDIA
The Indian retail market is estimated to be US$600 billion and one of the top five
retail markets in the world by economic value. India is one of the fastest growing
retail markets in the world, with 1.2 billion people. As of 2003, India’s retailing
industry was essentially owner manned small shops. In 2010, larger format
convenience stores and supermarkets accounted for about 4percent of the industry,
and these were present only in large urban centres. India’s retail and logistics
industry employs about 40 million Indians Until 2011, Indian central government
denied foreign direct investment (FDI) in multi-brand retail, forbidding foreign
groups from any ownership in supermarkets, convenience stores or any retail outlets.
Even single-brand retail was limited to 51% ownership and a bureaucratic process.
In November 2011, India’s central government announced retail reforms for both
multi-brand stores and single-brand stores. These market reforms with multi-brand
retailers such as Wal-Mart, Carrefour and Tesco, as well single brand majors such as
IKEA, Nike and Apple. In December 2011, under pressure from the opposition,
Indian government placed the retail reforms on hold till it reaches a consensus.
In January 2012, India approved reforms for single-brand stores welcoming anyone
in the world to innovate in Indian retail market with 100%ownership, but imposed
the requirement that the single brand retailer source 30%of its goods from India.

WORK LIFE BALANCE
Indian government continues the hold on retail reforms for multi-brand stores.
In June2012, IKEA announced it had applied for permission to invest $1.9billion in
india and setup 25retail stores. An analyst from Fitch Group stated that the 30%
requirement was likely to significantly delay if not prevent most single brand majors
from Europe, USA and Japan from opening stores and creating associated jobs in
India. On 7December 2012, the Federal Government of India allowed 51% FDI in
multi-brand retail in India. The government managed to get the approval of multi-
brand retail in the parliament despite heavy uproar from the opposition.
Organised retailing, in India, refers to trading activities undertaken by licensed
retailers, that is, those who are registered for sales tax, income tax, etc. These
include the publicly traded supermarkets, corporate- backed hypermarkets and retail
chains, and also the privately owned large retail businesses.
Unorganised retailing, on the other hand, refers to the traditional formats of low-cost
retailing, for example, the local corner shops, owner manned general stores,
paan/beedi shops, hand cart and pavement vendors, etc.
LOCAL TERMS
Organised retailing was absent in most rural and small towns of India in 2010.
Supermarkets and similar organised retail accounted for just 4% of the market.

WORK LIFE BALANCE
Most Indian shopping happens in open markets or numerous small grocey and retail
shops. Shoppers typically wait outside the shop, ask for what they want, and can not
pick or examine a product from the shelf. Access to the shelf or product storage area
is limited. Once the shopper requests the food staple or household product they are
looking for at the back of the store, brings it out and offers it for sale to the
shopkeeper. Often the shopkeeper may substitute the product, claiming that it is
similar or equivalent to the product the consumer is asking for. The product typically
has no price label in these small retail shops; all packaged products must display the
maximum retail price(MRP) above which the product cannot be sold. it is a criminal
offence to sell a product beyond the MRP of a product. The shopkeeper can price the
food staple and household products arbitrarily, and two consumers may pay different
prices for the same product on the same day but never will those price be above the
maximum retail price. Price is rarely negotiated between the shopper and
shopkeeper. The shoppers usually do not have time to examine the product label, and
do not have a choice to make an informed decision between competitive products.
India’s retail and logistics industry, organised and unorganised in combination,
employs about 40million Indians. The typical Indian retail shops are very small.
Over 14 million outlets operate in the country and only 4% of vast majority of the
unorganised retail shops in india employ family members, do not have the scale to
procure or transport products at high volume wholesale level, have limited to no
quality control or fake-versus-authentic product screening technology and have no
training on safe and hygienic storage, packaging or logistics. The unorganised retail
shops source their products from a chain of middlemen who mark up the product as
it moves from farmer or producer to the consumer. The unorganised retail shops
typically offer no after-sales support or service. Finally, most transactions at
unorganised retail shops are done with cash, with all sales being final.
Until the 1990’s, regulations prevented innovation and entrepreneurship in Indian
retailing. Some retails faced complying with over thirty regulations such as

WORK LIFE BALANCE
“signboard licenses” and “anti- hoarding measures” before they could open doors.
There are taxes for moving goods to states, from states, and even within states in
some cases. Farmers and producers had to go through middlemen monopolies. The
logistics and infrastructure was very poor, with losses exceeding 30%.
Through the 1991’s India introduced widespread free market reforms, including
some related to retail. Between 2000 and 2010, consumers in select Indian cities
have gradually begun to experience the quality, choice, convenience and benefits of
organised retail industry.
Growth over 1997-2010
India in 1997 allowed foreign direct investment in cash and carry wholesale. Then, it
required government approval. The approval requirement was relaxed, and
automatic permission was granted in 2006. Between 2000 to 2010, Indian retail
attracted about $1.8 billion in FDI, representing a very small 1.5% of total
investment flow into India.
Single brand retailing attracted 94 proposals between 2006 and 2010, of which 57
were approved and implemented. For a country of 1.2 billion people, this is a very
small number. Some claim one of the primary restraint inhibiting better participation

WORK LIFE BALANCE
was that India required single brand retailers to limit their ownership in Indian
outlets to 51%. China in contrast allows 100% ownership by foreign companies in
both single brand and multi-brand retail presence. Indian retail has experienced
limited growth, and its spoilage of food harvest is amongst the highest in the worls,
because of very limited integrated cold-chain and other infrastructure. India has only
5386 stand-alone cold storages, having a total capacity of 23.6million metric tons.
However, 80% of this storage is used only for potatoes. The remaining infrastructure
capacity is less than 1% of the annual farm output of India, and grossly inadequate
during peak harvest seasons. This leads to about 30% losses in certain perishable
agricultural output in India, on average, every year.
Indian laws already allow FDI in cold-chain infrastructure to the extent of 100%.
There has been no interest in foreign direct investment in cold storage infrastructure
build out. Experts claim that cold storage infrastructure will become economically
viable only when there is strong and contractually binding demand from organised
retail. The risk of cold storing perishable food, without an assured way to move and
sell it, puts the economic viability of expensive cold storage in doubt. In the absence
of organised retail competition and with a ban on foreign direct investment in multi-
brand retailers, foreign direct investments are unlikely to begin in cold storage.
Until 2010, intermediaries and middlemen in India have dominated the value chain.
Due to a number of intermediaries involved in the traditional Indian retail chain,
norms are flouted and pricing lacks transparency. Small Indian farmers realise only
1/3rd of the total price paid by the final Indian customer, as against 2/3rd by farmers
in nations with a higher share of organised retail. The 60%+ margins for middlemen
and traditional retail shops have limited growth and prevented innovation in Indian
retail industry.

WORK LIFE BALANCE
CURRENT SCENARIO
India rank first in terms of emerging market potential in retail sector. Current retail
market is US $ 215 billion. Growth rate of retail sector in India is 8-10% per annum.
Near about 12 million retail outlets are spread across India.FDI in retail sector
increases from US $ 3.1 billion in 2003 to over US $7.6 billion in 2009.
TYPES OF RETAILERS
 Food Retailers.
 General Merchandise Retailers.
 Service Retailers.

WORK LIFE BALANCE
1.2 PART B
ABOUT THE SUBJECT
SPECIALIZATION: HUMAN RESOURCE
INTRODUCTION TO HUMAN RESOURCE
DEFINITION:
“HRM is the function performed in organizations that facilitate the most effective
use of people to achieve organizational and individual goals”
- (IVANCEVICH AND GLUECK)
Defining Human Resource Management (HRM)
According to Armstrong (2006) Human Resource Management (HRM) is defined as
a strategic and coherent approach to the management of an organization’s most
valued assets – the people working there who individually and collectively
contribute to the achievement of its objectives. From this definition, we can deduce
that HRM or simply HR is a function in organizations designed to maximize
employee performance in service of their employer’s strategic objectives (Johansson,
2009). HR is primarily concerned with how people are managed within

WORK LIFE BALANCE
organizations, focusing on policies and systems (Collings & Wood, 2009). HR
departments and units in organizations are typically responsible for a number of
activities, including employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems) (Paiute & Boon,
2009). HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and
governmental laws (Keck, 2009)
HRM is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due to globalization, company
consolidation, technological advancement, and further research, HR now focuses on
strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labour relations, ethical considerations, diversity and
inclusion. These, among other initiatives contribute to the understanding of Human
Resource Management as a contemporary issue owing to their sustained
evolutionary nature.

WORK LIFE BALANCE
The Historical Backgroundof Human ResourceManagement:
Personnel administration, which emerged as a clearly defined field by the 1920s (at
least in the US), was largely concerned the technical aspects of hiring, evaluating,
training, and compensating employees and was very much of "staff" function in
most organizations. The field did not normally focus on the relationship of disparate
employment practices on overall organizational performance or on the systematic
relationships among such practices. The field also lacked a unifying paradigm.
HRM developed in response to the substantial increase in competitive pressures
American business organizations began experiencing by the late 1970s as a result of
such factors as globalization, deregulation, and rapid technological change. These
pressures gave rise to an enhanced concern on the part of firms to engage in strategic
planning--a process of anticipating future changes in the environment conditions (the
nature as well as level of the market) and aligning the various components of the
organization in such a way as to promote organizational effectiveness.
Industrial Welfare:
Industrial welfare was the first form of human resource management (HRM). In
1833 the factories act stated that there should be male factory inspectors. In 1878
legislation was passed to regulate the hours of work for children and women by
having a 60 hour week. During this time trade unions started to be formed. In 1868
the 1st trade union conference was held. This was the start of collective bargaining.
In 1913 the number of industrial welfare workers had grown so a conference
organized by Sebum Rowntree was held. The welfare workers association was
formed later changed to Chartered Institute of Personnel and Development.

WORK LIFE BALANCE
NATURE OF HUMAN RESOURCE MANAGEMENT:
Human Resource Management is a process of bringing people and organizations
together so that the goals of each are met. The various features of HRM include:
 It is pervasive in nature as it is present in all enterprises.
 Its focus is on results rather than on rules.
 It tries to help employees develop their potential fully.
 It encourages employees to give their best to the organization.
 It is all about people at work, both as individuals and groups.
 It tries to put people on assigned jobs in order to produce good results.
 It helps an organization meet its goals in the future by providing for competent and
well-motivated employees.
 It tries to build and maintain cordial relations between people working at various
levels in the organization.
 It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from
psychology, economics, etc.
Scope of Human Resource Management:

WORK LIFE BALANCE
1. Personnel Aspect
 Human Resource Planning – It is the process by which the organisation identifies
the number of jobs vacant.
 Job Analysis and Job Design – Job analysis is the systematic process for gathering,
documenting, and analysing data about the work required for a job. Job analysis is
the procedure for identifying those duties or behaviour that define a job.
 Recruitment and Selection – Recruitment is the process of preparing
advertisements on the basis of information collected from job analysis and
publishing it in newspaper. Selection is the process of choosing the best candidate
among the candidates applied for the job.
 Orientation and Induction – Making the selected candidate informed about the
organization’s background, culture, values, and work ethics.
 Training and Development – Training is provided to both new and existing
employees to improve their performance.
 Performance Appraisal – Performance check is done of every employee by Human
Resource Management. Promotions, transfers, incentives, and salary increments are
decided on the basis of employee performance appraisal.
 Compensation Planning and Remuneration – It is the job of Human Resource
Management to plan compensation and remunerate.
 Motivation – Human Resource Management tries to keep employees motivated so
that employees put their maximum efforts in work.

WORK LIFE BALANCE
2. Welfare Aspect – Human Resource Management have to follow certain health
and safety regulations for the benefit of employees. It deals with working conditions,
and amenities like - canteens, crèches’, rest and lunch rooms, housing, transport,
medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial Relation Aspect – HRM works to maintain co-ordinal relation with
the union members to avoid strikes or lockouts to ensure smooth functioning of the
organisation. It also covers - joint consultation, collective bargaining, grievance and
disciplinary procedures, and dispute settlement.
INTRODUCTION TO WORK-LIFE BALANCE
DEFINITION:
“A comfortable state of equilibrium achieved between an employee’s primary
priorities of their employment position and their private lifestyle”.
HISTORY OF WORK-LIFE

WORK LIFE BALANCE
The work-leisure dichotomy was invented in the mid-1800. Paul Krasner remarked
that anthropologists use a definition of happiness that is to have as little separation as
possible between your work and your play. The expression “work-life balance” was
first used in the UK in the late 1970’s to describe the balance between an
individual’s work and personal life in the US, this phrase was first used in 1986.
Most recently, there has been a shift in the workplace as a result of advances in
technology. Employees have many methods, such as emalls, computers and cell
phones, which enable them to accomplish their work beyond the physical boundaries
of their office. Researchers have found that employees work beyond the physical
boundaries of their office. Researchers have found that employees who consider
their work roles to be an important component of their identities will be more likely
to apply these communication technologies to work while in their non-work domain.
Many authors believe that parents being affected by work-life conflict will either
reduce the number of hour’s one works where other authors suggest that a parent
may run away from family life or work more hours at workplace. This implies that
each individual views work-life conflict differently.
Employee assistance professionals say there are many causes for this situation
ranging from personal ambition and the pressure of the family obligations to the
accelerating pace of technology. According to recent study for the centre for work-
life policy 1.7 million people consider their job and their work hours excessive
because of globalization.
WHAT IS WORK-LIFE BALANCE?

WORK LIFE BALANCE
Work-life balance is about effectively managing the juggling act between paid work
and its other activities that are important to people. Its not about saying that work is
wrong or bad, but that work should not completely crowd out the other things that
matter to people like time with family, participation in community activities,
voluntary work, personal development, leisure and recreation.
The ‘right’ balance is a very personal thing and will change for each person at
different times of his or her lives. For some people the issue is being able to get into
work or find more work rather than having too much work. There is no “one size fits
all solution”. A balanced life is one where we spread our energy and effoprt-
emotional, intellectual, imagination, spiritual and physical between key areas of
importance. The neglect of one or more areas, or anchor points, may threaten the
vitality of the whole.
WHATS THE ISSUE?
Work life balance is increasingly, an issue for any country, jobs, the workplace and
the workforce are changing as:
 More women and sole parents go into work
 More people juggle more than one job
 The workforce ages and is increasingly diverse.
 Businesses continue to complete globally to hire skilled workers.
 Technology changes the way we work.
DRIVERS FOR CHANGE
Work life balance has become increasingly important for number of social and
economic reason that are making:
 Organization think about how they work
 Government think about how people balance paid and unpaid work and care
 Individuals think about the role work has and will have at different stages of their
lives

WORK LIFE BALANCE
Broadly, this shift is influenced by changes to markets ways of working, the labour
market and expectation of work. In the public sector, these drivers mean:
 Pressure to increase efficiencies while at the same time responding to the demands
of service users, creating more flexible and responsive public services.
EFFECT OF WORK LIFE BALANCE
The case for work-life balance tends to be made on 2 counts:
1. Work-life balance improves individual’s health, well being and job satisfaction.
2. Business can be benefitted from work-life balance because of these policies:
3. Improve productivity and worker commitment
4. Reduce sickness absence
5. Increase retention rates for talented workers and reduce replacement costs
6. Allow organizations to recruit from a wider pool of talent
7. Enable organizations to offer services beyond usual business hour’s by employing
workers on different shifts that fit in with caring responsibilities.
CHARACTERISTICS
 Work life benefits business
 It is not constant, comes and goes when life changes
 The process of seeking balance can be deeply rewarding.
The five Components of Work-Life Balance
1) Self-Management
sufficiently managing one’s self can be challenging, particularly in getting proper
sleep, exercise, and nutrition. Self-management is the recognition that effectively
using the spaces in our lives is vital, and that available resources, time, and life are
finite. It means becoming captain of our own ship; no one is coming to steer for us.

WORK LIFE BALANCE
2)Time Management
Effective time management involves making optimal use of your day and the
supporting resources that can be summoned – you keep pace when your resources
match your challenges. Time management is enhanced through appropriate goals
and discerning what is both important and urgent, versus important or urgent. It
entails knowing what you do best and when, and assembling the appropriate tools to
accomplish specific tasks.
3) Stress Management
By nature, societies tend to become more complex over time. In the face of
increasing complexity, stress on the individual is inevitable. More people,
distractions, and noise require each of us to become adept at maintaining tranquillity
and working ourselves out of pressure-filled situations.
4) Change Management
In our fast-paced world, change is virtually the only constant. Continually adopting
new methods and re-adapting others is vital to a successful career and a happy home
life. Effective change management involves making periodic and concerted efforts to
ensure that the volume and rate of change at work and at home does not overwhelm
or defeat you.
5) Technology Management
Effectively managing technology means ensuring that technology serves you, rather
than abuses you. Technology has always been with us, since the first walking stick,
flint, spear, and wheel. Now, the rate of change is accelerating, brought on by
vendors seeking expanding market share. Often there is no choice but to keep up
with the technological Joneses, but you must rule technology, not vice versa.
CHAPTER 2- RESEARCH DESIGN
2.1 TITLE OF THE STUDY:

WORK LIFE BALANCE
“A study on the work-life balance of employees of big bazaar”
2.2 STATEMENTOF THE PROBLEM:
“Any company trying to compete must figure out a way to engage the mind of nearly
every employee.”
 Lethargic nature of sales executives.
 Over confidence on their commitments.
 Poor response of employees towards objectives.
 Need improvise on their skills.
2.3OBJECTIVES OF THE STUDY:
 To assess the satisfaction level of the employees in Big Bazaar.
 To identify the factors which can improve the satisfaction level of employee?
 To measure the attractiveness of the employee towards the job.
 The level of the job attractiveness and job satisfaction compare to other players in
the industry.
 To offer valuable suggestions to improve the satisfaction level of employees.
2.4SCOPE OF THE STUDY:
Future research must focus on a wider sample in order to get more generalized
results. Moreover, it must be directed at understanding individual differences so that
employee specific initiatives to improve work life balance could be initiated by
organizations.
2.5LIMITATIONS OF THE STUDY:
 The survey is subjected to the bias and prejudices of the respondents. Hence 100%
accuracy can`t be assured.

WORK LIFE BALANCE
 The employees may feel or hesitant to answer the questionnaire because of the fear
that the information might be disclosed with the management.
 The proper understanding and individual perception may affect the answer of the
respondent.
 Improper understanding of the question because of the language problem.
 The findings are purely based on the information that is provided by the respondents
directly.
2.6RESEARCHMETHODOLOGY:
Sample size-100
Survey period:
Time required to do the research survey is 6 weeks.
ResearchDesign:
Research is conducted by using survey method. Out of 127 employees 100
employees are chosen as a sample size through convenient random sampling. With
the help of questionnaire I have collected personal with the respondents, and the
survey is restricted only to the permanent employees of Big Bazaar.
Measuring tool:
Questionnaire is used as a measuring tool for this survey.
Sources of Data:
Data is collected from the primary sources. The study is based on sampling method.
100 respondents are selected for the study. All the interviews are conducted in the
Big Bazaar premises.
Primary data collection:
The primary data are those information`s which are collected afresh and for the first
time, and thus happen to be original in character. The survey method is adapted to

WORK LIFE BALANCE
collected primary data. Survey research is the systematic gathering of data from
sampling element through questionnaire. The questionnaire is a list of question to be
answered and it is administered by personal interview. Each interview took about 10
to 15 minutes.
Secondary data collection:
The secondary data are those which have been collected from the other genuine
sources, and which already have been processed. The sources of secondary data are
company sources, future byte, journals, annual reports, and websites.
2.7TOOLS AND TECHNIQUES OF DATA COLLECTION:
A structured questionnaire is a technique adopted for the purpose of data collection.
Direct one to one interview is also adopted as a technique of data collection.
However I have provided them required assistance in order to clarify the doubts
raised about questions. Frequently distribution table charts and graphs are also used
to tabulate.
___________________ * ______________________

WORK LIFE BALANCE
CHAPTER 3- COMPANY PROFILE
Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail
(India) Limited. This entity has been created keeping in mind the growth and the
current size of the company’s value retail business, led by its format divisions, Big
Bazaar and Food Bazaar.
Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple
retail formats in both the value and lifestyle segment of the Indian consumer
market. Headquartered in Mumbai (Bombay), the company operates over 16 million
square feet of retail space, has over 1000 stores across 73 cities in India and employs
over 30,000people. The company’s leading formats include Pantaloons, a chain of
fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a
supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of
modern retail like choice, convenience and quality and Central, a chain of seamless
destination malls. Some of its other formats include Brand Factory, Blue Sky, all,
Top 10 and Star and Sitar. The company also operates an online
portal, futurebazaar.com.
Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail
(India) Limited. This entity has been created keeping in mind the growth and the
current size of the company’s value retail business, led by its format divisions, Big
Bazaar and Food Bazaar.
The company operates 148 Big Bazaar stores, 169 Food Bazaar stores, among
other formats, in over 70 cities across the country, covering an operational retail
space of over 6 million square feet. As a focussed entity driving the growth of the
group's value retail business, Future Value Retail Limited will continue to deliver
more value to its customers, supply partners, stakeholders and communities across
the country and shape the growth of modern retail in India.

WORK LIFE BALANCE
A subsidiary company, Home Solutions Retail (India) Limited, operates Home
Town, a large-format home solutions store, Collection i, selling home furniture
products and Ezone focused on catering to the consumer electronics segment.
Pantaloon Retail is the flagship company of Future Group, a business group catering
to the entire Indian consumption space.
Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of
India’s leading business houses with multiple businesses spanning across the
consumption space. While retail forms the core business activity of Future Group,
group subsidiaries are present in consumer finance, capital, insurance, leisure and
entertainment, brand development, retail real estate development, retail media and
logistics.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million
square feet of retail space in 73 cities and towns and 65 rural locations across India.
Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000
people and is listed on the Indian stock exchanges. The company follows a multi-
format retail strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail
chain and Central, a chain of seamless malls. In the value segment, its marquee
brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of
Indian bazaars with the choice and convenience of modern retail.
The group’s specialty retail formats include supermarket chain - Food Bazaar,
sportswear retailer - Planet Sports, electronics retailer - Ezone, home improvement
chain -Home Town and rural retail chain - Aadhaar, among others. It also operates
popular shopping portal - www.futurebazaar.com.

WORK LIFE BALANCE
Future Group believes in developing strong insights on Indian consumers and
building businesses based on Indian ideas, as espoused in the group’s core value of
‘Indianans.’
Future Group Manifesto
"Future” - the word new successes. To strive for a glorious future brings to us our
strength, our ability to learn which signifies optimism, growth, achievement,
strength, beauty, rewards and perfection. Future encourages us to explore areas yet
unexplored, write rules yet unwritten; create new opportunities and, unlearn and re-
learn, our ability to evolve. We, in Future Group, will not wait for the Future to
unfold itself but create future scenarios in the consumer space and facilitate
consumption because consumption is development. Thereby, we will effect socio-
economic development for our customers, employees, shareholders, associates and
partners. Our customers will not just get what they need, but also get them where,
how and when they need. We will not just post satisfactory results, we will write
success stories. We will not just operate efficiently in the Indian economy, we will
evolve it. We will not just spot trends; we will set trends by marrying our
understanding of the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help
us succeed in the Future. We shall keep relearning. And in this process, do just
one thing...
Background and inception of the company
Big Bazaar is not just another hypermarket. It caters to every need of customer’s
family. Where Big Bazaar scores over other stores is its value for money proposition
for the Indian customers.
At Big Bazaar, customer will definitely get the best products at the best prices --
that’s what Big Bazaar guarantee. With the ever increasing array of private labels, it
has opened the doors into the world of fashion and general merchandise including

WORK LIFE BALANCE
home furnishings, utensils, crockery, cutlery, sports goods and much more at prices
that will surprise customer. And this is just the beginning. Big Bazaar plans to add
much more to complete customers shopping experience.
Nature of the business carried
Big Bazaar is the flagship hypermarket retail chain from future group, having 105
stores in the country. With its motto of “Is se sasta aur accha kahin aur nahin”, Big
Bazaar ensures that all the products are of good quality and offered at the lowest
prices. Promising ‘more or less’, Big Bazaar, offers 1.6-lakh mass- market product
ranges that are sought by a majority of Indian consumers. It also offers a host of
value-added services. The special discounts and promotional offers, which are
available at regular intervals, make the format very unique and distinct. The
consumer experiences a new level of standard in price, convenience, comfort, quality
and store service levels. Following are the categories/ section devoted to specific
products/requirement at Big Bazaar or Pantaloon.
Big Bazaar is a chain of shopping malls in India currently with 29 outlets, owned by
the Pantaloon Group. It works on same the economy model as Wal-Mart and has had
considerable success in many Indian cities and small towns. The idea was pioneered
by entrepreneur Kishore Biyani, the head of Pantaloon Retail India Ltd. Big Bazaar
stores in Metros have a gaming area and kids play area for entertainment. Cities
where stores are located are, Agra, Ahmadabad, Allahabad, Ambala, Asansol,
Bangalore, Bhubaneswar, Chennai, Coimbatore, Palakkad, Kolkata, Delhi,
Durgapur, Ghaziabad, Gurgaon, Hyderabad, Indore, Lucknow, Kanpur, Mangalore,
Mumbai, Nagpur, Nasik, Panipat, Pune, Rajkot, Surat, Thane, Thiruvananthapuram,
Vishakhapatnam.

WORK LIFE BALANCE
FUTURE GROUP VISION & MISSION
GROUP VISION
“Future Group shall deliver Everything, Everywhere, Every time for Every Indian
Consumer in the most profitable manner.”
GROUP MISSION
 We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
 We will be the trendsetters in evolving delivery formats, creating retail realty,
making consumption affordable for all customer segments – for classes and for
masses.
 We shall infuse Indian brands with confidence and renewed ambition.
 We shall be efficient, cost- conscious and committed to quality in whatever we do
 .We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
CORE VALUES
 Indianans: confidence in ourselves.
 Leadership: to be a leader, both in thought and business.
 Respect & Humility: to respect every individual and be humble in our conduct.
 Introspection: leading to purposeful thinking.
 Openness: to be open and receptive to new ideas, knowledge and information.
 Valuing and Nurturing Relationships: to build long term relationships.
PRODUCT PROFILE
1) Depot:

WORK LIFE BALANCE
 General books
 Office stationary
 Children stationary
 Film VCD’s & DVD
Major Brands in this department
For VCD’s & DVD’s:
 Moser bear
 T-Series
 Yesh Raj Films
 Anand Audio
 Jhankar
 Sarvotham
For Office stationary
 Stick
 Apsara
 Kores
 Faber Castle
 Depo
exposes
 Park
 Cello
 3 M
 Kangaroo
 Built
 Matrix
For Books
 Penguin
 Roopa
 Bantam
 Classic
2) NBD (New Business Development)

WORK LIFE BALANCE
This is the department, which is introduced because the space is available in the
store after making arrangement for other department and this department consists
of the products, which are not introduced and are not regular goods.
 Wrist Watches
 Fashion Jewellery
 Sunglasses
 Auto accessories
For Wrist Watches
 Escort
 Lomax
3) Gold Bazaar
Navaras Gold Jewellery
This is the separate unit not related to Big Bazaar they share profits on
percentage basis
4) Mobile Bazaar
All kinds of Handsets ranging from rs 1000 to 25000 of different companies
 Mobile accessories
 Coddles phones & land line phones

WORK LIFE BALANCE
 Nokia
 Sony Ericson
 Motorola
 Samsung
 Beetle
 Pastel
5) Star Sitar
 Cosmetics
 Fragrances
 Herbals
 Pharmaceuticals
Major Brands in this department for fragrances
 MKD distributors
 G R fragrances
 BCPL
 Nabbed
 Intercraft
o For Herbals
 Lotus
 VLCC
 Shanaaz Hussain
 Biotech
o For Cosmetics
 Colour Bar
 Lakme
 Maybelline
 Revlon
 Streets wear
 Vega and roof
6) Shringar
 Bangles
 Jewellery sets

WORK LIFE BALANCE
 Bracelets
 Hair Accessories
 Bandies
 Chains
7) Ladies Department
 Sarees
 Dress materials
 Under garments
 Nightwear’s
 Western wears
o Major brands in this
department
 Sheila
 Srishti
 Kalakruthi
 MSIL
o Jeans
 Bretni
 DJ & C
 Ruff & Tuff
 Gelluse
o Accessories
 Johnson and Johnson
 Paris beauty
 VIP

WORK LIFE BALANCE
8) Men’s Department
 Formals (Shirts & Pants)
 Casuals (Shirts & pants)
 Party wears
 Jeans T-Shirts
 Others Accessories (Lungi Dhoti etc)
 Fabrics (Cut pieces)
 Suits & Blazers
Major brands in this department
 DJ & C
 Ruff & Tuff
 Levi’s
 Night hood
 Peter England
 Raymond’s
9) Furniture Department
 Dining Table
 Bedroom Accessories
 Hall accessories (Sofa sets, Chairs, Computer table etc)
 Mattresses

WORK LIFE BALANCE
10) Footwear Bazaar
 Sports Shoes
 Formal Shoes
 Casual Shoes
 Men’s Sandals
 Ladies Sandals
 Ladies Casuals
 Ladies Chapels
 Ladies Sleepers
 Ladies Sports shoes
 Reebok
 Nike
 Puma
 Lotto
 Van Hussein
 Allen Solley
11) Home Décor
 Flower vase
 Artificial Flowers
 Religious gifts
 Candle stand
 Umbrellas
 Photo Frames
 Assorted colour Stones
 Frame Paintings
 Water falls (artificial)
 Birthday items
12) Home line
 bed sheets
 Pillows
 bed spreads
 Towels
 Yellow dust
 Razai
 Carpets

WORK LIFE BALANCE
 Cushion covers
 Chair bags
 Riviera
 Oriental
 Orchid
 Home collection
 Home expression
 Sameera
 Home style
 Sweet dreams
 Modern
13) Toys Dept
 Soft toys
 Educational toys
 Board games,
 Action figures
 Dolls
 Fun school
 Venus
 Mitashi
 Creative’s

WORK LIFE BALANCE
 United
 Shadilal & Sons
 Flamingo
14) Kids department
Boy’s section
 T-Shirts,
 Trousers,
 jeans
 Cotton shirts,
 Cargo,
 Cod raw
 Ethic wears
 Co ordinates
 Rain cotes
Girls Section
 Ethic wears
 Co- ordinates
 Cotton frocks
 Western wears
 Tara Rum Pum collection
 Disney
 Pink And Blue
 Power ranges
 Promo
Infants
 Jabra’s  Vests

WORK LIFE BALANCE
 Bibs
 Bed items
 Baba suits
 Frocks
15) Electronic Bazaar
 Televisions
 Sound System
 Refrigerators
 Washing machines
 Microwave
 Rice cookers
 Juicers
 Irons, Mixers & grinders
MajorBrands in this department
 Sony
 Videocon
 LG
 HCL
 IBM
 Creative
 Philips
 Samsung
 Onida
 Whirlpool
16) Luggage
 Travel bags
 Trolleys
 Bags
 Collage
 Suitcase
 VIP
 American
 Aristocrat
 Safari
 Milestone

WORK LIFE BALANCE
Food Bazaar
1) Beverages
 Soft drinks
 Mineral water
 Juices
 Health drinks
2) Confectionaries
All kinds of Chocolates & Confectionaries
3) Fruits & Vegetables
4) Staples
 Dal, Rice,
 Atta,
 Rava items
 Oil’s,
 Masala items
 Dry fruits
 Spicy items
 Ready meals
 Breakfast
5) Process Dept.
 Health drinks
 Ready to eat
 Corn flakes,

WORK LIFE BALANCE
 Chips
 Instant mixes
 Soups, Bread items,
 pickle
 Spreads
For Beverages
 Maaza
 Slice
 Bisleri
 Coca cola
 Pepsi
 Thumps up
For confectionaries
 Dairy Milk
 Nestle
 Parle
For Staples
 Ashirwad
 Pillsbury
 Dhara
 Sunflower
Non-food Dept.
6) Home care
 Phenyl

WORK LIFE BALANCE
 Detergents
 Dish wash
 Tissue papers
 Scratch
 Shoe cases
 Fresh wrap
7) Personal care
 Soaps
 toothpaste
 Shampoo
 Deodorants
 Body spry
 Baby food
 Talcum powder
 Men’s apparel
For Home care
 Lysol
 HLL
 Nirma
For Personal care
 Colgate
 Pepsodent
 Parachute
 Lux
8) Plastics, Utensils, Crockery (PUC)
a) Plastics

WORK LIFE BALANCE
 Buckets
 Casseroles
 Containers
 Boxes
 Flasks
 Bowls
 Jugs & sippers
 Bottles & Mugs
 Milton
 Dream Line
 Cello
 Poly set
 Chetan

WORK LIFE BALANCE
ACHIVEMENTS / AWARD
CNBC Awaaz Consumer Awards 2009
 Most Preferred Multi Product Chain - Big Bazaar
 Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar
Images Fashion Forum 2009
 Most Admired Fashion Group Of The Year - Future Group
 Most Admired Private Label - Pantaloons, the lifestyle format
 Critics choice for pioneering effort in retail concept creation central.
Coca-Cola Golden Spoon Awards 2009
 Most Admired Food & Grocery Retailer Of The Year
 Most Admired Food Court
 Most Admired Food Professional
Indian Retail Forum Awards 2008
The INDIASTAR Award 2008
 Food Bazaar: Best Packaging Innovation
Retail Asia Pacific 500 Top Awards 2008
 Gold Winner - Top Retailer 2008 Asia Pacific
Coca-Cola Golden Spoon Awards 2008
The Reid & Taylor Awards For Retail Excellence 2008

WORK LIFE BALANCE
 Retail Leadership Award: Kishore Biyani
 Retail Best Employer of the Year: Future Group
 Retailer of The Year: Home Products and Office Improvements: HomeTown
2007
Images Retail Awards
Most Admired Retail Face of the Year: Kishore Biyani
Most admired retailer of the year: Large format, multi product store: Big Bazaar
Most admired retailer of the year: Food and Grocery: Food Bazaar
Most admired retailer of the year: Home & office improvement: HomeTown
Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.
National Retail Federation Awards
International Retailer for the Year 2007 – Pantaloon Retail (India) Ltd
World Retail Congress Award
Emerging Market Retailer of the Year 2007 – Pantaloon Retail (India) Ltd
Hewitt Best Employers 2007
Best Employers in India (Rank 14th) – Pantaloon Retail (India) Ltd
PC World Indian Website Awards
Best Indian Website In The Shopping Category - Futurebazaar.com
Reader’s Digest Trusted Brands Platinum Awards
Trusted Brands Platinum Award (Supermarket Category) – Big Bazaar

WORK LIFE BALANCE
2006
RetailAsiaPacificTop500Awards
Asia Pacific Best of the Best Retailers – Pantaloon Retail (India) Ltd
Best Retailer in India – Pantaloon Retail (India) Ltd
 The Retail Asia publication in association with EuroMonitor and KPMG honours the best
retailers in 14 countries across the Asia Pacific region. The awards were presented in
Singapore in October, 2006.
Asiamoney Awards
Best Managed Company in India (Mid-cap) – Pantaloon retail (India) Ltd.
 The Asiamoney publication conducts a poll among fund manages and investors and does a
quantitative analysis of financial performance to select best managed companies in Asian
countries.
Ernst & Young Entrepreneur of the Year Award
Ernst & Young Entrepreneur of the Year (Services) – Kishore Biyani
 Considered to be one of the most prestigious business awards in India, a jury comprising
leading names in Indian business selected the winners based on courage, creativity,
passion, endurance and vision.
CNBC Indian Business Leaders Awards
The First Generation Entrepreneur of the Year – Kishore Biyani
 Organized by CNBC-TV18, the twelve awardees in various categories are decided by a high
profile jury, along with research partners - The University of Chicago Graduate School of
Business, Development Dimensions International (DDI) and AC Neilson ORG MARG.
Lakshmipat Singhania – IIM Lucknow National Leadership Awards
 Young Business Leader – Kishore Biyani

WORK LIFE BALANCE
The award recognizes and honors individuals who have contributed consistently to the
betterment of our country through their pursuit of excellence. The awards were presented
in New Delhi by the Prime Minister Dr. Manmohan Singh in December, 2006.
ImagesRetailAwards
Best Value Retail Store – Big Bazaar
Best Retail Destination – Big Bazaar
Best Food & Grocery Store – Food Bazaar
Retail Face of the Year – Kishore Biyani
The Images Retail Awards are decided through a nationwide consumer & industry poll and
nominations followed by performance assessment by team of analysts and jury.
Readers’ Digest Awards
Platinum Trusted Brand Award - Big Bazaar
The Reader’s Digest awards are based on surveys done among consumers by independent
research agency, Nielsen Media Research.
CNBC Awaaz Consumer Awards
Most Preferred Large Food & Grocery Supermarket – Big Bazaar
Conducted in association with AC Nielsen-ORG Marg across 21 major cities, nearly
10,000 consumers were asked to choose their most preferred brands.
Reid & Taylor Awards for Retail Excellence
Retail Entrepreneur of the Year – Kishore Biyani
Images Retail Awards 2005
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Central-Retail Launch of the Year
Voted by Business Today magazine as one of the
Top 20 Companies in India to watch in 2005

WORK LIFE BALANCE
India’s most investor-friendly companies in the top 75
India’s Biggest wealth creators in the top 100
DAKS London
PRIL- Brand Builder of the Year
2004
Images Retail Awards 2004
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Central-Retail Launch of the Year
Reid & Taylor and DLF Awards
PRIL - Retailer of the year
Indian Express Award
PRIL –Marketing Excellence and Excellence in Brand Building
2003
Indusland Bank (India Brand Summit)
PRIL - Excellence in Brand Building
INFRASTRUCTURAL FACILITIES
3 million square feet of retail space spread across 25 cities where 12 crore Indians will
shop this year.
This is Pantaloon Retail (India) Limited, (a Pantaloon Knowledge Group Company) -
India’s face of organised retail business. Presently, in to five lines of businesses – fashion
and footwear, food, general merchandise, leisure & entertainment and home – the
company operates multiple delivery formats : the fashion store format under the

WORK LIFE BALANCE
Pantaloons brand; the showcase seamless mall under the Central brand; the hypermarket
discount store format under the Big Bazaar brand; the food & grocery retail format under
the Food Bazaar brand, and apparel stores under Fashion Station.
The Company plans entry in telecommunications retail and other lines of businesses such
as wellness and beauty as well as books and music.
A retailer by karma and a nationalist by dharma, Managing Director of Pantaloon Retail
(India) Limited, Kishore Biyani prides in being Indian and advocates ‘Indianans’ as the
core value driving his company. He also stresses on the importance on continuous
“Introspection” and is a firm believer in learning, unlearning and re-learning all the time.
His passion is ‘observing’ and he enjoys watching Hindi drama and cinema. He is a
compulsive reader. Kishore Biyani shares his views on Pantaloon and the Indian retail
sector on Face2face.
FUTURE GROWTH AND PROSPECTS
Sanjeev Agarwal, the Joint CEO of Big Bazaar, the Future Group chain, said
At the launch here of their 148th store in the country, he said the market was far from
saturation. "We plan to continue opening one to two stores every month," he said. "We are
positive on consumer spending."
Agarwal said the chain's revenue was growing at 25 per cent yearly. However, he declined
to talk on investments made or being planned.
Ruling out a foray abroad, he said the opportunity in India was quite large and, therefore,
there was no reason to look elsewhere. "Our strength lies in knowing the Indian customer
well."
As for the decision by retail chains, including his own, to substitute Reckitt Benckiser's
products with their own after the latter cut the sales margins it allowed them, Agarwal said
the shift to in-house brands (he prefers the term 'private brands' to 'private labels') was 15
years old, not something triggered recently. "We have been running the private brand
programmed for 15 years now," he said. The Future Group had always believed in
managing the entire supply chain, he added.
On the protest against the Budget proposal to impose 10 per cent excise duty on branded
apparel, Agarwal refused to comment. Earlier, retailers, including the Future Group, had

WORK LIFE BALANCE
said their stores would down shutters on Monday, to express their protest against the
move. "No comment," was all that Agarwal said on Friday on the matter.
The Future Group operates other retail chains, too, such as Pantaloons, Food Bazaar,
Central, Home Town and Ezone. It also has a presence in other segments such as
consumer finance, insurance, logistics, brand development, and infrastructure. Future
Group CEO Kishore Biyani had recently said stake sale was a possibility in some non-core
assets, to be able to raise between Rs 2,500 crore and Rs 4,000 crore. The Group's overall
debt was pegged at Rs 4,800 crore, according to reports.

WORK LIFE BALANCE
ORGANIZATION STRUCTURE

WORK LIFE BALANCE
SWOT ANALYSIS
STRENGTH
1. Market leader in India.
2. Brand name, Brand Value of Big Bazaar.
3. Well-developed infrastructure as a hypermarket.
4. Low – cost advantage because of economies of scale.
5. Reputation and image with youthful customers.
6. Strong and efficient distribution and logistics network, scalable distribution channel.
7. 24 hours of receipt/generation of auto replenishment.
8. Efficiencies of supply chain management helps in reducing inventory while ensuring
availability of products in all stores.
9. Kishore Biyany`s experience and strategies.
WEAKNESS
1. Planned manpower versus man power shortage/ man power surplus.
2. New technology adaptation versus lower educated employees.
3. Universal work distribution vs. work overload.
4. Internal conflicts.
5. Employee attrition rate.
OPPORTUINITY
1. To adopt an aggressive strategy, and may go for merger and acquisition.
2. To enjoy more profit by delighting the customer.
3. To diversify the business.
4. In India the retail industry is in boom which provides opportunity to expand the business
and increase the market share.
THREAT
1. The world market leader “WAL MART” entry in Indian retail industry.
2. Competition from the domestic players as STAR BAZAAR, RELIANCE TREND;
SPENCER`S; SHOPPER`S SHOP; etc.
3. Growing global retail companies.
4. Government policy changes.

WORK LIFE BALANCE
CHAPTER 4- DATA ANALYSIS AND INTERPRETATION
Table 4.1: Age group of respondents
Analysis:
From the above table it is analysed that 40% of the respondents are of the age group of 26-
35 and 30% of the respondents are of the age group of 18-25 and above 36.
Inference:
From the above analysis we can interpret that the majority of the respondents are of the
age group of 26-35 as compared to 18-25 years of age and above 36 years of age.
Age No. of
respondents
Percent
below
18
0 0%
18-25 30 30%
26-35 40 40%
above
36
30 30%
TOTAL 100 100%

WORK LIFE BALANCE
Graph 4.1: age group of respondents
0
5
10
15
20
25
30
35
40
45
below 18 18-25 25-35 above 35
Age group of respondents
NO. OF RESPONDENTS

WORK LIFE BALANCE
Table 4.2: Family structure of respondents
Analysis:
From the above table it is analysed that 80% of the respondents live in nuclear family and
20% of the respondents live in joint family.
Inference:
From the above analysis we can interpret that the majority of respondents live in nuclear
family as compared to joint family.
Family
structure
No. of
respondents
Percentage
Nuclear 80 80%
Joint 20 20%
Total 100 100%

WORK LIFE BALANCE
Graph 4.2: Family structure of respondents
0
10
20
30
40
50
60
70
80
90
nuclear joint
Family structure of respondents
no. of respondents

WORK LIFE BALANCE
Table 4.3: Marital status of respondents
Analysis :
From the above table it is analysed that 40% of the respondents are married and 60% of
the respondents are bachelor.
Inference:
From the above analysis we can interpret that the majority of the respondents are bachelor
as compared with other marital status.
Marital
status
No. of
respondents
Percentage
Married 40 40%
Widowed 0 0%
Bachelor 60 60%
Divorced 0 0%
Total 100 100%

WORK LIFE BALANCE
Graph 4.3: Marital status of respondents
no. of…
0
10
20
30
40
50
60
married
widowed bachelor
divorced
Marital status of respondents
no. of respondents

WORK LIFE BALANCE
Table 4.4: Normal working hours of respondents
Analysis:
From the above table it is analysed that 12% of the respondents work less than 8hours per
day, 50% of the respondents work for 8 to 10 hours per day, 34% of the respondents work
for 10 to 12 hours per day and 4% of the respondents work above 12 hours per day.
Inference:
From the above analysis we can interpret that the majority of the respondents work for 8 to
10 hours per day and the least no. of respondents work above 12 hours per day as
compared to less than 8 hours per day and 10 to 12 hours per day.
Normal
working
hours per
day
No Of
Respondents
Percentage
less than 8 12 12%
8 to 10 50 50%
10 to 12 34 34%
above 12 4 4%
Total 100 100%

WORK LIFE BALANCE
Graph 4.4: Normal working hours of respondents
0
5
10
15
20
25
30
35
40
45
50
less
than 8
8 to 10 10 to 12 above
12
Normal working hours of
respondents
No Of Respondents

WORK LIFE BALANCE
Table 4.5: Position of the respondents
Analysis:
From the above table it is analysed that 40% of the respondents work in management
department, 6% of the respondents work in clerical department, 10% of the respondents
work in technical department and 44 % of the respondents work in lower departments.
Inference:
From the above analysis, we can interpret that the majority of the respondents work in
lower departments and the least no. of respondents work in technical department as
compared to management and clerical departments.
Position
Report
No Of
Respondents
Percentage
Management 40 40%
Clerical 6 6%
Technical 10 10%
Others 44 44%
Total 100 100%

WORK LIFE BALANCE
Graph 4.5: Position of respondents
0
5
10
15
20
25
30
35
40
45
50
Management Clerical Technical Others
Position of respondents
No Of Respondents

WORK LIFE BALANCE
Table 4.6: Working status of respondents
Analysis:
From the above table, it is analysed that 90% of the respondents work as full time and 10%
of the respondents work as part time.
Inference:
From the above analysis, we can interpret that the majority of the respondents work as full
time as compared to part time.
Current
working
status
No Of
Respondents
Percentage
Full Time 90 90%
Part Time 10 10%
Total 100 100%

WORK LIFE BALANCE
Graph 4.6: Working status of respondents
0
10
20
30
40
50
60
70
80
90
100
Full Time Part Time
Working status of respondents
No Of Respondents

WORK LIFE BALANCE
Table 4.7: Current feeling of work life balance of respondents
Analysis:
From the above table it is analysed that 20% of the respondents are very well balanced
between their work and personal life, 38% of the respondents are somewhat balanced
between their work and personal life, 32% of the respondents are balanced between their
work and personal life and 10% of the respondents are out of balanced between their work
and personal life.
Inference:
From the above analysis we can interpret that the majority of the respondents are
somewhat balanced between their work and personal life and the least no. of respondents
are out of balance between their work and personal life as compared to very well balanced
and balanced.
Current
feeling of
work life
No Of
Respondents
Percentage
Very well
balanced
20 20%
somewhat
balanced
38 38%
Balanced 32 32%
out of
balanced
10 10%
Total 100 100%

WORK LIFE BALANCE
Graph 4.7: Current feeling of work life balance of respondents
0
5
10
15
20
25
30
35
40
Very well
balanced
some what
balanced
balanced out of
balanced
Current feeling of worklife balance
of respondents
No Of Respondents

WORK LIFE BALANCE
Table 4.8: Stress from work of respondents
Analysis:
From the above table it is analysed that 62% of the respondents are stressed out from their
work and 38% of the respondents are not stressed out from their work.
Inference:
From the above analysis we can interpret that the majority of the respondents are not
stressed out from their work . This shows that the respondents are happy to work in their
organization and no work pressure is put on them by their organization.
Stress of
Work
No Of
Respondents
Percentage
Yes 62 62%
No 38 38%
Total 100 100%

WORK LIFE BALANCE
Graph 4.8: Stress from work of respondents
Opinion of respondents
regarding their stress from work
Yes
No

WORK LIFE BALANCE
Table 4.8(a): Managing of stress of respondents
Analysis:
From the above table it is analysed that 38% of the respondents get rid of their stress
through music, 12% of the respondents get rid of their stress through meditation, 9% of the
respondents get rid of their stress through yoga and 3% of the respondents get rid of their
stress through dance.
Inference:
From the above analysis we can interpret that the majority of the respondents get rid of
their stress through music as compared to meditation, yoga and dance which are a little
less.
If yes
then
how?
No Of
Respondents
Percentage
Music 38 38%
meditation 12 12%
yoga 9 9%
dance 3 3%
Total 62 62%

WORK LIFE BALANCE
Graph 4.8(a): Managing of stress of respondents
0
5
10
15
20
25
30
35
40
Music meditation yoga dance
Opinion of respondents regarding the
managing of stress
No Of Respondents

WORK LIFE BALANCE
Table 4.9: Organization initiativeness
Analysis:
From the above table it is analysed that 72% of the respondents agree that their
organization takes initiativeness to manage the work life of its employees and 28% of the
respondents disagree that their organization takes initiativeness to manage the work life of
its employees.
Inference:
From the above analysis we can interpret that the majority of the respondents agree that
their organization takes initiativeness to manage the work life of its employees. This
shows that there are organizations who give more preference to its employees rather than
profits.
Organisation
Initiativeness
No Of
Respondents
Percentage
Yes 72 72%
No 28 28%
Total 100 100%

WORK LIFE BALANCE
Graph 4.9: Organization initiativeness
Opinion of respondents about
organization initiativeness
Yes
No

WORK LIFE BALANCE
Table 4.9(a): Organization initiative towards its employees
Analysis:
From the above table it is analysed that 20% of the respondents are provided with flexible
work time by their organization to manage their work life, 31% of the respondents are
provided with leave by their organization to manage their work life, 13% of the
respondents are provided with job share option by their organization to manage their work
life and 8% of the respondents are provided with work from home option by their
organization to manage their work life.
Inference:
From the above analysis we can interpret that the majority of the respondents are provided
leave to manage their work life as compared to flexible work time, job share option and
work from home option.
If yes
then
how?
No Of
Respondents
Percentage
Flexible
work
time
20 20%
provide
leave
31 31%
job share 13 13%
work
from
home
8 8%
Total 72 72%

WORK LIFE BALANCE
Graph 4.9(a): Organization initiative towards its employees
0
5
10
15
20
25
30
35
Flexible
work time
provide
leave
job share work
from
home
No Of Respondents

WORK LIFE BALANCE
Table 4.10: Thinking about work of the respondents
Analysis:
From the above table it is analysed that 47% of the respondents think about their work
frequently when they are not at work, 33% of the respondents think about their work
sometimes when they are not at work, 10% of the respondents think about their work
occasionally when they are not at work and 10% of the respondents never think about their
work when they are not at work.
Inference:
From the above analysis we can interpret that the majority of the respondents think about
their work frequently when they are not at work and the least no. of respondents think
about their work sometimes when they are not at work.
Thinking
about work
No Of
Respondents
Percentage
Frequently 47 47%
Sometimes 33 33%
Occasionally 10 10%
Never 10 10%
Total 100 100%

WORK LIFE BALANCE
Graph 4.10: Thinking about work of the respondents
0
5
10
15
20
25
30
35
40
45
50
regarding the thinking about
work
No Of Respondents

WORK LIFE BALANCE
Table 4.11: Missing of quality time of respondents
Analysis:
From the above table it is analysed that 28% of the respondents frequently miss out quality
time with their family and friends, 38% of the respondents sometimes miss out quality
time with their family and friends, 22% of the respondents occasionally miss out quality
time with their family and friends and 12% of the respondents never miss out quality time
with their family and friends.
Inference:
From the above analysis we can interpret that the majority of the respondents sometimes
miss out quality time with their friends and family and the least no. of respondents never
miss out quality time with their friends and family.
Miss out
quality
time
No Of
Respondents
Percentage
frequently 28 28%
sometimes 38 38%
occasionally 22 22%
never 12 12%
Total 100 100%

WORK LIFE BALANCE
Graph 4.11: Missing of quality time of respondents
0
5
10
15
20
25
30
35
40
Opinion of respondents about
missing their quality time
No Of Respondents

WORK LIFE BALANCE
Table 4.12: Factors affecting the work life balance of respondents
F
a
c
t
o
r
s
D
o
e
s
n
’
t
a
f
f
e
c
t
A
f
f
e
c
t
s
o
m
e
t
i
m
e
s
A
f
f
e
c
t
s
m
a
n
y
t
i
m
e
s
A
l
w
a
y
s
a
f
f
e
c
t
s
T
o
t
a
l
w
o
r
k
i
n
g
h
o
u
r
s
4
0
3
8
1
6
6 1
0
0
w
o
r
k
f
r
o
m
4
5
3
3
1
7
5 1
0
0

WORK LIFE BALANCE
h
o
m
e
a
f
t
e
r
o
f
f
i
c
e
h
o
u
r
s
T
r
a
v
e
l
l
i
n
g
4
2
1
8
2
2
1
8
1
0
0
Analysis:
From the above table it is analysed that the working hours doesn’t affect for 40
respondents, affects sometimes for 38 respondents, affects many times for 16 respondents
and always affects for 6 respondents . Work from home after office hours doesn’t affect
for 45 respondents, affects sometimes for 33 respondents, affects many times for 17
respondents and always affects for 5 respondents. Travelling doesn’t affect for 42
respondents, affects sometimes for 18 respondents, affects many times for 22 respondents
and always affects for 18 respondents.
Inference:

WORK LIFE BALANCE
affected by the working hours, majority of the respondents are not affected to work from
home after office hours, and majority of respondents are not affected by travelling as
compared to others.
Graph 4.12: Factors affecting the work life balance of respondents

WORK LIFE BALANCE
Table 4.13: Important factors of respondents
0
5
10
15
20
25
30
35
40
45
working
hours
work from
home after
office hours
travelling
doesn’t affect
affect sometimes
affects many times
always affects

WORK LIFE BALANCE
Fa
cto
rs
1 2 3 4 5 T
O
T
A
L
mo
re
fle
xib
le
ho
urs
2
0
1
4
1
0
2
8
2
8
1
0
0
wo
rk
fro
m
ho
me
2
6
1
6
1
8
2
2
1
8
1
0
0
tim
e
off
dur
ing
em
erg
enc
ies
8 1
0
2
6
1
8
3
8
1
0
0
sup
por
t
fro
m
fa
mil
y
me
mb
ers
8 1
0
1
0
1
6
4
8
1
0
0
sup
por
t
fro
m
sup
erv
iso
rs
2 0 3
4
2
4
4
0
1
0
0

WORK LIFE BALANCE
Analysis:
The above table shows the analysis of flexible working hours, where 20 respondents have
rated 1, 14 respondents have rated 2, 10 respondents have rated 3, 28 respondents have
rated 4 and 5.The above table also shows the analysis of work from home, where 26
respondents have rated 1, 16 respondents have rated 2, 18 respondents have rated 3, 22
respondents have rated 4 and finally 18 of them have rated 5.The above table also contains
the analysis of time off during emergencies, where 8 respondents have rated 1, 10
respondents have rated 2, 26 respondents have rated 3, 18 respondents have rated 4 and
finally 38 of them have rated 5.The above table shows the analysis of support from family
members, where 8 respondents have rated 1, 10 respondents have rated 2 and 3, 16
respondents have rated 4, and finally 48 of them have rated 5.The above table also displays
the support from supervisors, where 2 respondents have rated 1, none of the respondents
have rated 2, 34 respondents have rated 3, 24 respondents have rated 4, and finally 40 of
them have rated 5.
Inference:
From the above analysis we can interpret that for majority of the respondents the working
hours are flexible enough, the facility of work from home is sufficiently provided for the
respondents are satisfied, and few respondents are satisfied with the time offs provided,
majority of the respondents have sufficient family and supervisors support.
Graph 4.13: Important factors of respondents

WORK LIFE BALANCE
Table 4.14: Motivation of work
0
10
20
30
40
50
60
Series1
Series2
Series3
Series4
Series5

WORK LIFE BALANCE
Motivation
to work
No Of
Respondents
Percentage
Personal
satisfaction
32 32%
Financial
independence
26 26%
Support
family
34 34%
Constructive
utilization of
time
8 8%
Total 100 100%
Analysis:
From the above table it is clear that 32% of the respondents work for their personal
satisfaction, 26% of the respondents work for their financial independence, 34% of the
respondents work to support their family and 8% of the respondents work for the
constructive utilization of time.
Inference:
From the above analysis we can interpret that the majority of the respondents work to
support their family and the least no. of respondents work for the constructive utilization
of time.
Graph 4.14: Motivation of work

WORK LIFE BALANCE
Table 4.15: Retain employees
0
5
10
15
20
25
30
35
40
Opinion of respondents regarding the
motivation to work
No Of Respondents

WORK LIFE BALANCE
Retain
Employees
No Of
Respondents
Percentage
Yes 66 66%
No 34 34%
Total 100 100%
Analysis:
From the above table it is analysed that 66% of the respondents agree that with efficient
work life management policy the organization can retain its employees, 34% of the
respondents disagree that by providing efficient work life management policy the
organization cannot retain its employees.
Inference:
From the above analysis we can interpret that the majority of the respondents agree that
the organization can retain its employees if it manages the work life of its employees.
Graph 4.15: Retain of employees

WORK LIFE BALANCE
Table 4.16: In house doctor facility for respondents
regarding retain of employees
Yes
No

WORK LIFE BALANCE
In house
doctor
facility
No Of
Respondents
Percentage
Yes 36 36%
No 64 64%
Total 100 100%
Analysis:
From the above table it is analysed that 36% of the respondents agree that they are
provided with in house doctor facility by the organization and 64% of the respondents
disagree that they are not given in house doctor facility by their organization.
Inference:
provided with in house doctor facility by the organization.

WORK LIFE BALANCE
Graph 4.16: In house doctor facility for respondents
Table 4.17: Leave policy of respondents
Opinion of respondents regarding
inhouse doctor facility
Yes
No

WORK LIFE BALANCE
Leave Policy No Of
Respondents
Percentage
Satisfactory 76 76%
Dissatisfactory 24 24%
Total 100 100%
Analysis:
From the above table it is analysed that 76% of the respondents are satisfied by their leave
policy provided by the organization and 24% of the respondents are dissatisfied by their
leave policy provide by the organization.
Inference:
From the above analysis we can interpret that the majority of the respondents are satisfied
by their leave policy provided by the organization.
Graph 4.17: Leave policy of respondents

WORK LIFE BALANCE
Table 4.18: Organization effectiveness
regarding leave policy
Satisfactory
Dis satisfactory

WORK LIFE BALANCE
Organisation
effectiveness
No Of
Respondents
Percentage
Yes 82 82%
No 18 18%
Total 100 100%
Analysis:
From the above table it is analysed that 82% of the respondents agree that if the
employees have proper work life balance the organization will be successful and 18% of
the respondents disagree that if the employees have proper work life balance the
organization will not be successful.
Inference:
From the above analysis we can interpret that the majority of the respondents agree that if
the employees have proper work life the organization will be successful.
Graph 4.18: Organization effectiveness

WORK LIFE BALANCE
CHAPTER 5- FINDINGS AND SUGGESTIONS
FINDINGS:
about the organization
effectiveness
Yes
No

WORK LIFE BALANCE
 Big Bazaar has higher levels of employee satisfaction provides better experience for
customers.
 The higher levels of employee satisfaction help to improve employee branding.
 Individual employee recognition, as well as the need and value of increasing recognition
of staff members in higher positions are identified as a key contributor to employee
satisfaction.
 The most satisfied human resource is the key factor of the success of the organization,
which helps to make the Big Bazaar market leader.
 The flow of information from top to bottom in the organization is very important, which is
done by the superior very frequently with the help of karta meetings, store rituals, HR
talks; convey the message as the genuine and same.
 The “Infotrack” new software may hopefully fill the requirement of the HR operations
need.
 SAP
SUGGESTIONS
 Long working hours should be reduced.
 The different department needs different software which can reduce the work overload and
help to do work effectively and efficiently.
 The salary of individual should be increased which will help in betterment of life of them.
 .Provide Company outings.
 Allow schedule flexibility.
 Engage in team-building exercises.
 Create a Designated “Quiet Space”.

Big bazar project report

Recommended

Recommended

More Related Content

What's hot

What's hot (17)

Similar to Big bazar project report

Similar to Big bazar project report (20)

More from Abhishek Kumar MJ

More from Abhishek Kumar MJ (11)

Recently uploaded

Recently uploaded (20)

Big bazar project report