mba hr retail industry

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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; -


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:-

44

D-mart

k-mart

vishal


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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;-


Yes 22% 13% 25% 60%

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No 16% 18% 6% 40%

0

5

10

1520

25

30

35

40


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%


Auromatic

Discrerionary

Performance

Grievance handling procedure-


Yes 19% 12% 23% 54%

No 11% 18% 7% 36%

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0

5

10

15

20

25

30

35


No

Yes

The view of the 100 persons about their organization how they

handling the grievances are as above

Safety on work place: -


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:-


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.

mba hr retail industry

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