ACKNOWLEDGEMENT

Concentration, dedication, hard work and application are essential but not the

only factor to achieve the desired goal. Those must be supplemented by the

guidance assistance and cooperation of experts to make it success.

I am extremely grateful to my institute for providing me the opportunity to

undertake this research project in the prestigious field.

I am deeply obliged to Mr. CHAITANYA KRISHNA.V , Deputy manager HR

& Admin and our corporate guide for this project, for his valuable help, guidance

and encouragement given to us throughout the course of this project and for

successful completion of this project.

I also convey our thanks to Mr. Vamsi Chanda, Asst. HR & Admin for the time

and effort he has invested in the creation in this project.

With profound pleasure, I take this opportunity to convey our sincere gratitude

and appreciation to our Principal Dr.Dolly Diana for her encouragement and

support.

It would have been for me to find words to express our gratitude to SMIBM

Faculty Ms Richa for her encouragement in completing this project.

We feel a deep some of gratitude to all those connected to this project.

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EXECUTIVE SUMMERYThe term refers to the favourableness or unfavourableness of a total job environment for people.

QWL programs are another way in which organisations recognise their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organisation.

The elements in a typical QWL program include – open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making.

QWL programs usually emphasise development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations.

Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job.

High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisation’s overall effectiveness.

A proactive human resource department finds ways to empower employees so that they draw on their “brains and wits,” usually by getting the employees more involved in the decision-making process.

There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanised work environment.

It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills.

The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers’ abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should contribute to general social advancement.

Job Enlargement vs. Job Enrichment

The modern interest in quality of work life was stimulated through efforts to change the scope

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of people’s jobs in attempting to motivate them. Job scope has two dimensions – breadth and depth. Job breadth is the number of different tasks an individual is directly responsible for. It ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotony; this process is called job enlargement. In order to perform these additional duties, employees spend less time on each duty. Another approach to changing job breadth is job rotation, which involves periodic assignment of an employee to completely different sets of job activities. Job rotation is an effective way to develop multiple skills in employees, which benefits the organisation while creating greater job interest and career options for the employee.

This study was conducted on employees of SPAR Hypermarkets Banjara Hills

The study was conducted from 1st Jan 2011 to till date

The Survey was conducted by Varsha Varma In partial fulfilment for the award of the

degree of MBA

The Summary of the Findings are

The employees don’t have a proper work life balance.

Salary is less compare to other retail companies, so employees are not satisfied.

Majority of the staff is not empowered or don’t have the Authority to decisions on their

own.

Employees are satisfied with the overall policies and procedures of the organisation.

Employees have full co-operation between the co-workers, from supervisors and top

management.

Employees are satisfied with the Reward and recognition system.

Employees are satisfied with the training sessions and the recreational activities.

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Chapter : I

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Introduction about the Project

Retail Industry in India : Retail is India’s largest industry, and arguably the one with the most impact on the population. The word ‘retail’ means to sell or be sold directly to individuals. It is the country’s largest source of employment after agriculture, has the deepest penetration to rural India, and generates more than 10 percent of India’s GDP. However, retailing in India has so far, been mostly in the hand of small disorganized entrepreneurs. It is also India’s least evolved industries. In fact, it is not even considered a real industry. The industry suffers from lack of management talent, poor access to capital, unfavorable regulation and denial of access to best practices.

The Indian retail industry is only now beginning to evolve in line with the transformation that has swept other large economies. Fifty years of restricting the consumer goods industry, a national mindset which favored denial over indulgence, and a fractured supply chain for agricultural products have all contributed to prevent the development of modern tenants based on scale advancements and consumer preferences.

Retail Outlets in India

India has some 12 million retail outlets, but many of these act merely as subsistence providers for their owners and survive on a cost structure where labor and land is assumed to be free and taxes nil. Compare this with the global retail industry, which is one of the world’s largest organized employers, is at the cutting edge of technology, and which leverages scale and scope to offer value-added services to its customers.

However, only recently has there been an awakening in this sector, with more organized retailers starting to make an impact. The liberalization of the consumer goods industry, initiated in the mid-80s and accelerated through the 90s has begun to impact the structure and conduct of the retail industry. Backed by changing consumer trends and metrics, liberalization in mindsets driven by media, new opportunities and increasing wealth, retailing in India, presents a vast opportunity for a variety of businesses - real estate, store design & operations, visual merchandising logistics and communications, B2C service providers, and FMCG companies who can add to their offers by partnering this revolution.

Global Retail Industry Overview - Retail: world largest industry :

Retail, with total sales of $ 6.6 trillion, is the world’s largest private industry ahead of financial industries $ 5.1 trillion. It is also home to a number of the world’s largest enterprises. Over 50 of the Fortune 500 companies, and around 25 of the Asian top 500 companies, are retailers. The industry accounts for over 8 percent of the GDP in western economies.

A Study by Mc Kinsey states that organized retail accounts for just around 2 percent (out of which modern retail formats account for 7 percent of trade) presently is set to grow at exponential exceeding 35 percent. Fitch estimates the current share of organized retail to grow from 2 percent presently to around 15 to 20 percent in 2010.

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Information Technology in Retail :

I.T. in Retail : Over the years as the consumer demand increased and the retailers geared up to meet this increase, technology evolved rapidly to support this growth. The hardware and software tools that have now become almost essential for retailing can be divided into 3 broad categories:

Customer Interfacing Systems :

Bar Coding and Scanners : Point of sale systems use scanners and bar coding to identify an item, use pre-stored data to calculate the cost and generate the total bill for a client. Tunnel Scanning is a new concept where the consumer pushes the full shopping cart through an electronic gate to the point of sale. In a matter of seconds, the items in the cart are hit with laser beams and scanned. All that the consumer has to do is to pay for the goods.

Payments : Payment through credit cards has become quite widespread and this enables a fast and easy payment process. Electronic cheque conversion, a recent development in this area, processes a cheque electronically by transmitting transaction information to the retailer and consumer's bank. Rather than manually process a cheque, the retailer voids it and hands it back to the consumer along with a receipt, having digitally captured and stored and image of the cheque, which makes the process very fast.

Internet : Internet is also rapidly evolving as a customer interface, removing the need of a consumer physically visiting the store.

Operation Support Systems :

ERP System : Various ERP vendors have developed retail-specific systems which help in integrating all the functions from warehousing to distribution, front and back office store systems and merchandising. An integrated supply chain helps the retailer in maintaining his stocks, getting his supplies on time, preventing stock-outs and thus reducing his costs, while servicing the customer better.

CRM Systems : The rise of loyalty programs, mail order and the Internet has provided retailers with real access to consumer data. Data warehousing & mining technologies offers retailers the tools they need to make sense of their consumer data and apply it to business. This, along with the various available CRM (Customer Relationship Management) Systems, allows the retailers to study the purchase behavior of consumers in detail and grow the value of individual consumers to their businesses.

Advanced Planning and Scheduling Systems : APS systems can provide improved control across the supply chain, all the way from raw material suppliers right through to the retail shelf. These APS packages complement existing (but often limited) ERP packages. They enable consolidation of activities such as long term budgeting, monthly forecasting, weekly factory scheduling and daily distribution scheduling into one overall planning process using a single set of data.

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Leading manufactures, distributors and retailers and considering APS packages such as those from i2, Manugistics, Bann, Mercial incs and Sterling-Douglas.

Strategic Decision Support Systems :

Store Site Location : Demographics and buying patterns of residents of an area can be used to compare various possible sites for opening new stores. Today, software packages are helping retailers not only in their locational decisions but in decisions regarding store sizing and floor-spaces as well.

Visual Merchandising : The decision on how to place & stack items in a store is no more taken on the gut feel of the store manager. A larger number of visual merchandising tools are available to him to evaluate the impact of his stacking options. The SPACEMAN Store Suit from AC Nielsen and Modacad are example of products helping in modeling a retail store design.

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SCOPE OF STUDY

The main scope of the study is restricted to Hyderabad city in Andhra Pradesh. The scope of this research study has got a wider coverage which involves the analysis of

the problem through employees satisfaction survey of SPAR. QWL is the important factor which motivates an employee to work for an organisation. This study has revealed the main reason of dissatisfaction among the employees. This report is useful to the management of the company to know the satisfaction level of

the employees.

OBJECTIVE OF STUDY

To measure the QWL of employees at SPAR Hypermarkets Banjara Hills.

To understand the various problem of employees and reason of dissatisfaction with their job.

To identify the factors that satisfy the employees.

To study the attitude of the employees towards their work

To offer suggestion based on the findings for the growth of the company and its employees.

RESEARCH METHODOLOGY- is the systematic way to solve the research problem. It

tells about the various steps adopted by the researchers in a systematic manner with an

objective to determine various manners.

Research Design-

A research design is the detailed blue print used to guide a research study towards its

objectives.It helps to collect ,measure and analysis of data.The present study seeks to find out

the attribute towards buying of bike. The study also aims at finding satisfaction level of

customers at the showroom and at the workshop.So this makes the study a descriptive one.

Type of Research

The study undertaken is of “Descriptive Research” in nature.

Nature of Research

The study is “quantitative” in nature.

It is structured, standardized question based personal interview.

Types of question

The questions asked during the study are “straight forward and limited probing”.

Total number of questions: 26

Total number of closed ended questions: 25

Total number of open ended questions :1

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Source of Data

Secondary source

In this study the secondary data is collected from the following sources.

1. Company‘s website

2. Reports of the Company

3. Books on Human Resource Management.

Primary Source

The Primary source of collecting data for research is:

Structured , standardised one-on-one personal interview for employees of SPAR Hypermarket

Banjara Hills, Hyderabad.

Research Technique

In this study the ―survey method is used as a research technique. This method helps to obtain

right information from respondents.

Contact Method

In this study structured , standardized one-on-one personal interview for employees of SPAR

Hypermarket Banjara Hills, Hyderabad.

(A)Population:- (I) SPAR Hypermarket Banjara Hills ,Hyderabad

(B)Sampling Unit:-

It means ―“Who is to be surveyed”. Here target population is decided and it is employees

who were working at SPAR Hypermarkets from 1st January 2011 to 29th February 2012 and

sampling frame is developed so that everyone in the target population has known chance of

being sampled.

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(C)Sample size:-

The sample size is 50 respondents of SPAR Hypermarket Hyderabad.

(D) Sample Element

The sample element of research is employees of SPAR Hypermarket Hyderabad.

(E) Sample Extent

The sample extent is limited to SPAR Hypermarket Banjara Hills Hyderabad.

(F) Sample Duration

The sample duration between 1st Jan 2011 to till date

(G) Sampling Procedure

The sampling procedure followed is Simple random sampling we use an unsystematic random

selection process ensuring that every element has the same opportunity of being selected.

Research Instrument

In this study the research instrument is ―Questionnaire‖. It consists of set of question

presented to respondents. The questionnaire is structured & combinations of various close and

open ended questions. Close ended question already have the possible answers and the open

ended question allow the respondents to answer in their own word.

PERIOD OF STUDY

The study was conducted form 1st Jan 2011 to till date

LIMITATIONS OF STUDIES

The sample is small to be generalized.

To communicate with the employees who don’t know English and Hindi was difficult.

The study was conducted only for the period of about three month, so there is time

constraint.

The study is limited to SPAR Hypermarkets Banjara Hills Employees only.

The information provided by the respondents was not always authentic which indicated a

vague picture in certain situations of the study as the employees don’t provide proper

information of their satisfaction level.

Introduction about the Industry

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The Indian Retailing Industry stands poised to take off into the 21st century. It is one of the fastest growing sectors in the nation that caters to the world's second largest consumer market. Retail boom is unabating. India has five million retailers with a business volume of $180 million growing at 5 to 7 per cent a year. The middle class drives retailing anywhere in the world and this segment should have reasonable income. The next driver is availability of variety of goods, products and brands. The third one is “sense of awareness”.

In other developing economies, this transformation has already begun. In many of these countries, organized retail already has a 40 percent share of the market, compared to India’s current levels of 2 percent. As India goes through this transformation, new businesses with sales of 1billion – 2 billion US $ will be created in grocery and of 250 million - 500 million US $ in apparel. Smaller but still interesting opportunities will be created in other sectors like books, electronics, and music. This transformation will also impact the supply chain in agriculture, the tax collections from trade and the way people shop.

In the last 10 years, all Southeast Asian countries like Indonesia, Malaysia, Taiwan and Korea have gone through similar phases. China, with a per capita income of $650-700 per annum, is going through the same phase what India is also facing now. Europe went through this phase of retail revolution about 40-50 years ago. It is believed that when a country’s per capita income reaches the level of $1,200 per annum, organized retailing begins to takeover. Though India has a per capital income of $ 400, on the basis of purchasing power parity (PPP) it has already hit the $1200 level. This does strengthen the belief that probably, the right time for organized retailing to click in India has come.

This report aims at providing an insight into the emerging trends in the industry and the barriers to change and a perspective on what this industry could become, using the global industry as the backdrop.

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Chapter : II

SPAR Hypermarkets, Landmark Group

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Company Profile

LOGO-

Type Public

Industry Retail

Founded 1932

Headquarters Amsterdam, Netherlands

ProductsGrocery Stores, Convenience Stores,

Discount Stores Hypermarkets, and more

Revenue €29.7 billion (2010)

Websitehttp://www.spar-int.com/

www.spar-international.com

Statement of purpose-

“Creating Exceptional Values for all those whose lives we touch”.

Company Philosophy

Listening, adapting and delivering exceptional values

Values –

Passion for excellence Integrity in everything we do Empowering people to strive and deliver Adapting to change market and consumer needs

Company slogan-

"Live life better", India

SPAR HIERARCHY CHART

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ORGANISATION CHART

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THE HISTORY OF SPAR HYPERMARKETS

The story of SPAR in the early years is the story of Adriaan Van Well, a visionary Dutch wholesaler. He was inspired by a simple yet powerful philosophy that independent

wholesalers and retailers can achieve more by working together than working alone.

By the early 1930's there was evidence that multiple chains were expanding in Europe. As a response, SPAR was launched in 1932 as DESPAR, an acronym of a slogan: "Door Eendrachtig Samenwerken Profiteren Allen Regelmatig". This translates in English as: "All benefit from Joint Co-operation".

SPAR in Dutch means fir tree and from the start the fir tree symbol was used to identify the organisation.

The internationalization of SPAR SPAR continued to develop in the Netherlands during the 1930s and went international in 1947 when SPAR was introduced into Belgium. In the late 1940s the name was abbreviated from DESPAR to SPAR.

SPAR International was established in 1953 to support and develop the SPAR concept internationally. SPAR then expanded rapidly in Europe during the 1950s. By 1959 the SPAR Family had extended to include wholesalers and retailers in 9 countries.

The first SPAR International Congress in the Netherlands in 1955 was particularly significant. It signalled the ambition of SPAR to move beyond its European origins and become a worldwide organisation.

SPAR Expands worldwide Over the next 20 years, SPAR continued to increase its presence in Europe and entered Africa and Asia, where the SPAR concept of partnership between wholesalers and retailers was again recognised. During this period the SPAR family expanded to 14 countries on three continents.

A significant development in the sophistication of the SPAR marketing proposition took place at this time. SPAR International introduced the current SPAR Logo in 1968.

The period 1980-1999 saw SPAR continue to grow in its existing markets and also expand its presence to an additional 7 countries. By 1999, SPAR was established in 21 countries.

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SPAR Modernising food retailing in developing countries Since 2000, SPAR has entered the major developing countries of Russia, China and India. SPAR has also continued to expand in Central and Eastern Europe and also in Africa.

SPAR Hypermarkets and Supermarkets in India is the result of a license agreement between the Dubai based Landmark Group’s Max Hypermarkets India Pvt. Ltd. and SPAR International. SPAR is the world’s largest independent food retail chain and is present in 34 countries.

Max Hypermarkets is responsible for the entire business operation – from capex outlay to day to day operations. Management control also rests with Max Hypermarkets. SPAR provides knowledge transfer and brings with it best practices in international retailing and technical expertise to ensure that the brand is being accurately represented, whilst ensuring that the local partner retains their financial independence to deliver the best solution in each market. SPAR International will play an integral support role in the development of the hypermarket format in India.

SPAR currently has 10 stores in India, 3 stores in Bangalore, one in Mangalore, two in Hyderabad, one in Coimbatore, one in Delhi,one in pune and one in Gurgaon. Shoppers have the option to choose from a wide variety of quality products in every category ranging from grocery, fruits and vegetables, bakery, dairy and take away foods, meat, poultry and fish, wine, beer and spirits, home textiles, personal care, crockery utensils and kitchen appliances, electronics and IT accessories and much more. In Bangalore alone, SPAR has 14,000 SKUs in the food and grocery category alone which is unparalleled. Between the three stores, SPAR serves 3 million customers annually.

About Landmark group

The Landmark Group, founded in 1973 with a single store in Bahrain, has grown into one of the largest retail conglometates in the Middle East and is expanding rapidly in India.

The Group currently operates over 900 stores encompassing a retail presence of over 13.4 million square feet across 15 countries and employs around 31,000 employees world over. In addition to retail sector, the Group has also diversified into leisor, food, hotels and electronics and has created a comprehnsive infrastructure including its own logistics and distribution division, to support its retail operations and other businesses.

In 1999, Landmark Group entered India, to revolutionize retailing in the country with the introduction of Lifestyle stores. Landmark Group has launched several of its core retail concepts in the country including Lifestyle (Large format departmental stores), Home Center bt Lifestyle (Home Improvement stores), Splash(Hi-street fashion), Bossini (International apparel brand), Max (Value fasion chain), Spar supermarkets & hypermarkets, Fun city (Fun & Entertainment Centers) and Gloria Jean’s Coffees (Coffee Outlets).

SPAR promises to elevate shopping from a daily chore to a world class shopping experience that also offers value for money. SPAR offers the freshest quality, widest choice, greatest value for money along with a personalized and friendly service all packaged together to create a truly enjoyable shopping experience. SPAR’s tag line “Live Life Better” epitomizes this philosophy. To ensure freshness, vegetables and fruits are sourced directly from the farmers and maintained at controlled temperatures till they reach the store, within an 18 hour

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timeframe. State of the art technology is used to keep the produce fresh while in-store. The emphasis on fresh food is unique and unparalleled and SPAR is committed to bring value to the consumer by increasing the number of fresh lines across all its food and beverage concepts.

SPAR assures excellent value for money throughout the year. The stores have an 'EDLP' or 'Every Day Low Price' concept. This simply means that SPAR offers the lowest retail price on certain products that are fast moving and are an integral part of the housewife’s shopping list. SPAR also has Best Deals that run every fortnight and offer the customer the best bargains of up to 75%. In conjunction with the Landmark Group’s corporate loyalty programme, SPAR launched 'The Inner Circle', a loyalty program for its customers in March 2009 which offers shopping and saving benefits in all stores across the group.

In addition to freshness, choice and value, SPAR also assures world class service.Wide aisles for easy and seamless trolley movement, from entrance to the parking area, fast billing process at the numerous billing tills and even small details like the token system at the fish counter where consumers get freshly cut and cleaned fish,packaged with ice. The stores are customer focused and aim to improve the quality of the shopping experience by bringing tried and tested solutions in lighting and visual merchandising. The intention is to move beyond meeting the product needs of the customer to providing an unmatched shopping experience.

Max Hypermarket India Pvt. Ltd. opened its sixth store in Delhi January 2011, seventh store in Pune April 2011, eighth store in Hyderabad June 2011, ninth store in Coimbatore August 2011 and tenth store in Gurgaon september 2011

Choice - one stop shop for all consumer needs

SPAR has the widest possible range of products to offer to the consumer - about 24,500 SKUs of both food and non food. Be it fruits & vegetables, meat, grocery, dairy, delicatessen products, wines and beer, small accessories, kitchen requirements, IT accessories, magazines - all available under one roof. The quality of the products and range available in each section redefines industry standards. One can choose from over 20 varieties of staples, 35 varieties of cheese from various countries and 40 varieties of fish..

For the convenience of customers, SPAR's merchandise has been divided into 'worlds'. The Children's World offers everything required for infants to pre teens be it toys, board games, books stationery, sporting goods, party requirements and gifting options. The Living World provides for all home needs from linen, blankets, rugs and carpets, pillows and comforters, bean bags, school bags and laptop bags, ironing boards and ladders, electrical and garden supplies as well as auto accessories and do - it - yourself products. An excellent range of inner wear and ready to stitch materials for men and women are also available. The Kitchen World has every conceivable requirement for the kitchen from gas stoves to pressure cookers, non stick ware, plastics, crockery and cutlery, dinner sets, et al. There will also be a large range of imported items to choose from as well as small appliances like microwaves, mixers, juicers and grinders, OTGs, irons, rice cookers, water purifiers and IT accessories.

The hypermarket has some unique aspects not found in other stores. Fresh juices, Indian savouries, fruit salads, Indian sweets, chaats and buttermilks that energise customers while shopping will be available to be consumed on the spot. There are special counters selling

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pickles, batter and loose teas. A new concept section will be introduced shortly for the first time at this hypermarket: a range of premium imported chocolates from The Cocoa Trees, a Singapore based retail chocolate boutique chain. With over 40 international renowned brands including Toblerone, M&M's, Droste, Swiss Delice, Belgian, Hawaiian Host, Ritter Sport, Goldkenn and Hershey's, the products at The Cocoa Trees concept counter are ready treats for the discriminating palate. Feodora and Neuhaus promise to satiate even the most discerning chocolate connoisseurs

The SPAR Bakery is a delight where shoppers can buy freshly baked breads, savouries, cakes, pastries, gateaux, tarts and much more as well as place orders for desserts and cakes for birthday parties. Customers can place their orders for cakes and pick them up once they finish shopping. The bakery range includes a very wide array of breads including health breads, cakes and pastries both with and without eggs as well as desserts which include gateaux, trifles and mousses at very reasonable price points.

Fresh - farm to fork

The SPAR Fresh produce section is the largest amongst hypermarket players in India. At SPAR the effort is to maximise procurement of fresh produce directly from the source, i.e. the farmers. The bulk of the fruits and vegetables are directly procured and maintained at the desired temperature to preserve quality, freshness and retain nutritive value. To ensure day-long freshness and quality of the highest standards, SPAR uses in-store state of art technology. Cold rooms at every store for each category of fresh produce ensure that customers purchases are indeed "SPAR Fresh". SPAR maintains strict international standards in sourcing non-vegetarian products. The fish counter at SPAR offers a wide range of sea as well as fresh water fish that are cleaned and cut to customer specifications and then packed in ice thus ensuring freshness till the customer's doorstep.

Freshness is one of the most important aspects that shoppers look for in every product they buy and the emphasis that SPAR places on the same is unparalleled. SPAR, in fact, plans to bring in value to the consumer by increasing the number of fresh lines across its food and beverage concepts.

Service - an experience that will bring you back to SPAR

SPAR assures its customers world-class service. The store has been designed in collaboration with design team from SPAR International keeping the experience and convenience of the customers in mind. Wide aisles for easy trolley movement, high ceilings which give an airy and open ambience, 25 cash tills for fast billing (SPAR maintains the highest ratio of cash tills to retail space in India), the token system at the fish counter for streamlined orders as well as separate billing system at the non-vegetarian counters keeping in mind the religious sensitivities of individuals.

The store also has several customer service representatives per square feet to help shoppers. The loose grains and private labels are processed at SPAR's HACCP (Hazard and Critical Control Point) compliant facilities, which lay complete emphasis on food safety. Though the store has an international feel, the offerings are sourced keeping in mind the shopping requirements of the local population, so as to provide familiarity and comfort to its shoppers. Therefore, from rice and dals to papads and pickles, the ranges are varied catering to regional tastes.

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Value - lowest retail prices in Pune

As part of SPAR's Every Day Low Pricing program more than 650 plus essential grocery items will be sold at the lowest retail prices in Pune throughout the year.

SPAR also provides the best value for money through its various promotions. The 'Best Deal' offers give customers some of the best bargains going up to almost 75% off. These are the best in class vis-a-vis competition. This offer is a result of SPAR's customer need analysis expertise over the last 36 years.

Spar - Private labels

The focus in recent times has been on the development of the SPAR India private label and much headway has been made in the R & D and launch of these products.

SPAR's private label began with a wide range of staples, spices and dry fruits under the Select, Value and Best Price categories. Other products include dry groceries, snacks (namkeens), cornflakes, ketchup, plum cake & leaf tea and a cleaning range of toilet cleaner, glass cleaner, phenyl, scrubbers and liquid dishwash. In this financial year, instant noodles, a mango drink and more namkeen products will be added. SPAR Baby Diapers, detergent powder & bar, dishwash bar, floor cleaners & air fresheners will also become available. The financial year should end with about 50 FMCG SKUs and then increase to 150 by April 2012.

The second category is fresh grocery where pre-packed bakery products under "SPAR Fresh Bakes" include a range of breads, cookies and cakes. Pre-packed organic vegetables under "SPAR Organics" are also now available for customers.

In the non food category, a large number of SKUs have been added in addition to pressure cookers, non stick ware, towels, curtains, bed sheets, quilts and comforters. A range of dress materials under the label SPAR Diva is available as well as belts, handkerchiefs, socks, micro fibre pillows and cushions, A set of 6 glasses as well as 21 and 32 piece melamine dinner sets are on the shelves as well as a multi kitchen knife set. Co branding with Bombay Dyeing for men's ready to stitch wear and with Dukes Leisure wear is also underway.

The SPAR food private labels currently account for 16% of the total food sales. This is likely to grow to 25% by March 2013.

About SPAR India and its plans:

SPAR Hypermarkets and supermarkets in India is the result of a license agreement between the Dubai based Landmark Group's Max Hypermarkets India Pvt. Ltd. and SPAR International. SPAR is the world's largest independent food retail chain and is present in 33 countries with 12, 680 stores and a turnover of 28 billion euros.

Max Hypermarkets is responsible for the entire business operation - from capex outlay to day to day operations. Management control also rests with Max Hypermarkets. SPAR provides knowledge transfer and brings with it best practices in international retailing and technical expertise to ensure that the brand is being accurately represented, whilst ensuring that the local partner retains their financial independence to deliver the best solution in each market. SPAR International plays an integral support role in the development of the hypermarket format in India.

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SPAR currently has three stores in Bangalore and one each in Hyderabad, Mangalore and Delhi. By 2013, SPAR will open about 30 hypermarkets across India and clock revenues of Rs 1700 crores. This will entail an investment of Rs 550 crores.

Spar (trademarked as SPAR), trades from approximately 12400 stores in 34 countries worldwide and is the world's largest independent voluntary retail trading chain.

Etymology

The name was originally DE SPAR, an acronym of the Dutch phrase Door Eendrachtig Samenwerken Profiteren Allen Regelmatig (literally: "through united co-operation everyone regularly profits"). Spaar or spar means "save (money)" in Afrikaans, Dutch, Danish, German, Swedish and Norwegian. "De Spar" is Dutch for "The Fir", hence Spar's logo. As the organisation expanded across Europe, the name was abbreviated by dropping "DE", but the underlying meaning remains. In Italy, the name is still Despar, though in keeping with the international branding, the "SPAR" section of the logo is highlighted, and the larger stores are still called Eurospar and Interspar. In Japan the store operates under the name Hotspar, although the store logo colouring remains unchanged.

Sub Brands

InterSpar These are hypermarkets and compete directly against major international chains such as Real, Carrefour and Tesco.

EuroSpar & Super Spar The EuroSpar name is used for this format in Europe and SuperSpar in Africa. These are mid-sized supermarkets. They are designed to fit in a niche between convenience stores and traditional supermarkets.

Spar Express (KwikSpar in South Africa) This is the smallest store type. They are designed for small sites and service station forecourts.

Spar Drive-Thru There is a Drive-Thru Spar on the Cliftonville Road in Belfast, Northern Ireland.

Corporate Social Responsibility -Growing Sustainably

In the SPAR Worldwide organisation there is a commitment to responsible retailing. The SPAR store is the heart of the local community: it serves the needs of local customers, provides employment for local people and provides a market for local suppliers. It is from this local involvement that SPAR so often fulfils its corporate social responsibility by supporting charities, communities and sports organisations.

SPAR country organisations are engaged in CSR activities at national level. SPAR countries have already for some time sought to reduce energy usage, to eliminate waste and to minimise our carbon footprint. Initiatives include the development of eco-friendly retail stores and distribution centres. Transportation initiatives have been implemented not only to reduce dependence on carbon based fuels but also to optimise routings and loading levels.

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Ashoka Metropolitan Mall Banjara Hills, Hyderabad, spread over 33,250 sq. ft on two levels. This is the 8th SPAR store in India, with the other 7 located in Bangalore, Hyderabad Mangalore, Pune and Delhi.

Theoretical knowledge

In modern society the needs and requirements of the people are ever increasing and ever

changing, so when their needs are not fulfilled they are dissatisfied. Dissatisfied people are

likely to contribute very little for any purpose. To utilize the contribution of the employees of

an organisation, they should be provided with good working condition to boost their job

satisfaction. Any business can be successful, flourish & sustain employee satisfaction and

dissatisfaction is felt, understood and solved. Problem of efficiency, labour turnover,

absenteeism require a social skill of understanding a problem and dealing with scientific

investigation serves the purpose to solve the problem in the industry

a) Pay

b) The work itself

c) Promotion

d) The work group

e) Working condition

f) Supervision

PAY

Pay is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter,

clothing and provides the means to enjoy valued leisure interest outside of work. Pay can serve

as symbol of achievement and source of recognition. Employee see pay as a reflection of

Organisation. Fringe benefits have not been found to have strong influence on job satisfaction

as direct wages.

22

THE WORK ITSELF

Workers want jobs that are challenging. The two most important aspects of the work itself that

influence job satisfaction are variety and control over work methods and work place. Jobs with

moderate variety produce most job satisfaction. Job with little variety cause workers to feel

bored and fatigued. Jobs with too much variety and stimulation cause workers to feel burnout

and stressed.

PROMOTION

Promotion opportunities have a moderate impact. Promotion to a higher level provides

employees with more freedom, more salary and more challenging work assignments.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centred or consideration supervisors who establish a supportive personal

relationship with subordinates and takes a personal interest in them.

2. The other dimension of supervisory style influence participants in decision making,

employee who participates in decision that affect their job, display a much higher level

of satisfaction with supervisors on the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction. The

working group also serves as a social support system of employees. Co-workers help in

solving problems and also source of comfort.

WORK CONDITION

Employees desire good working condition because they provide greater physical comfort, they

influence life outside of work. If people are required to work for long hours or overtime they

will feel little need for family, friends and recreation outside work.

IMPORTANCE OF QWL

QWL is an important indicator of how employees feel about their job and a predicator of

23

work behaviour such as organisational, citizenship, absenteeism, and turnover.

The correlation is reciprocal between job satisfaction and life style. People who are satisfied

with their job tend to be satisfied with their life and those who are satisfied with life tend to be

satisfied with their job.

Dissatisfied employees skip work more often and more likely to resign. Satisfied workers

likely to work for longer period with the organisation.

Importance of motivation

1. Motivated employees are always looking for better ways to do a job.

2. A motivated employee is more quality oriented. This true whether we are talking about a top

manager spending extra time on data collection and analysis for a report or a clerk taking extra

care when filing important document.

3. Highly motivated workers are productive than apathetic worker. Due to high productivity of

Japanese workers, few workers are required to produce an automobile.

4. Motivated employees go beyond their responsibility and engage in creative, innovative and

spontaneous behaviour at work.

EMPLOYEE BENEFITS AND WELFARE

Welfare includes various services, benefits and facilities that is done for the comfort and

improvement of employees and is provided over and above the wages. Welfare helps in

keeping the morale and motivation of employees high so as to retain the employees for longer

duration. Welfare is not only in monetary terms like monitoring of working condition, creation

of industrial harmony through infrastructure of health, industrial relations and insurance

against disease, accident and unemployment for the workers and their families.

They provide better physical and mental health to workers and thus promote a healthy work

environment.

Facilities like housing scheme, medical benefits, and education and recreation facilities of

worker’s families help in raising their standard of living, so that workers pay more attention

towards work and thus increase their productivity.

Employers get stable labour force by providing welfare facilities by increasing the involve,

participation and productivity of employees. It promotes healthy industrial relations and

maintains industrial peace.

24

Chapter : III

25

Data collection, Analysis

and Interpretation

QWL survey of SPAR staff

1.Recruitment sources

Recruitment sources Respondant Percentage(%)Referrence 41 82EEGM 3 6Paper Advertisement 1 2Recruitment company 1 2Unsolicited resume and application 2 4Project internship 1 2Dr. Reddy Foundation 1 2

82%

6%2%

2% 4% 2% 2%

Recruitment processReferrence EEGM Paper Advertisement Recruitment companyWalk-In Project internship Dr. Reddy Foundation

Analysis: With reference to Table:1 it is evident that 82% of the Recruitment is done

through Reference, 6% through EEGM ,4% through Unsolicited resume and applications.

Paper Advertisement, Recruitment company, Project Internship, Dr Reddy Foundation all 2%

each.

Interpretation: The main source of Recruitment in SPAR Hypermarkets is External

Recruitment by Employee Referrals

26

2. Duration of Work at SPAR Hypermarkets

Duration of Work at SPAR Hypermarkets Respondent Percentage1Months-6Months 12 246Months-1 Year 35 702Years -2years 6months 2 42 years 6months- 3years 1 2

24%

70%

4% 2%

Work Experience

1Months-6Months6Months-1 Year2Years -2years 6months2 years 6months- 3years

Analysis : It is evident that 42% of the staff have been working in SPAR for

8months,16% of them for 9months,12% months for 7months, 6% of them for 5months, 6% for

2months and 1month. 4% of them for 2yrs and 6months. 2% for 3yrs and 3months.

Interpretation: Majority of the employees are Loyal to Organisation. As the duration

for which they have been working is 6 months to 1 Year.

27

3.Non-Monetary Benefits

Non Monetary Benefits Respondants Percentage(%)Highly Satisfied 9 18Satisfied 3 6Not availed the benefits 36 72Dissatisfied 2 4

18%

6%

72%

4%

Non Monetery BenefitsHighly Satisfied Satisfied Not availed the benefits Dissatisfied

Analysis - It is evident from the above table and chart that 72% of the staff have not

availed the non-monetary benefits like Health Insurance benefits or ESI.18% are Highly

satisfied, 6% satisfied and 4% dissatisfied.

Interpretation: Majority of the staff are not aware of the proper Mediclaim procedure.

Those who have availed the benefits are satisfied.

4. General Amenities Availability

28

a) Canteen/ Chill out Zone

Canteen Respondant Percentage(%)Highly Satisfied 15 30Satisfied 30 60

Neither satisfied nor dissatisfied 1 2Dissatisfied 4 8

Highly Satisfied30%

Satisfied60%

Neither satis-fied nor dis-

satisfied2%

Dissatisfied8%

Canteen/ Chill out Zone

Analysis: 60% of the employees are satisfied with the Chill out Zone,30% are highly

satisfied. 8% are dissatisfied and 2% are neither satisfied nor dissatisfied.

Interpretation: Majority of the staff is satisfied with the Chill out Zone.

b) Toilets

29

Toilets Respondant Percentage(%)Highly Satisfied 19 38Satisfied 28 56

Neither satisfied nor dissatisfied 2 4Dissatisfied 1 2

38%

56%

4%2%

Toilets Highly Satisfied SatisfiedNeither satisfied nor dissatisfied Dissatisfied

Analysis: 56% of the staff is satisfied with the toilets, 2% are highly satisfied. 38% are not

satisfied and 4% are neither satisfied nor dissatisfied.

Interpretation : Majority of the staff is satisfied with the toilets.

c) Drinking water

30

Drinking water Respondant Percentage(%)Highly Satisfied 16 32Satisfied 31 62Dissatisfied 3 6

Highly Satisfied32%

Satisfied62%

Dissatisfied6%

Drinking water

Analysis: It is evident that 62% of the staff is satisfied, 32% of the staff are highly

satisfied and only 6% are not satisfied.

Interpretation : Most of the staff is satisfied with the drinking water facility.

d) Lockers

31

Lockers Respondant Percentage(%)Highly Satisfied 10 20Satisfied 30 60

Neither satisfied nor dissatisfied 4 8Dissatisfied 6 12

20%

60%

8% 12%

Lockers Highly Satisfied SatisfiedNeither satisfied nor dissatisfied Dissatisfied

Analysis: 60% of the staff is satisfied with the lockers provided to the staff, 20% are

highly satisfied. 12% are dissatisfied and 8% neither satisfied nor dissatisfied.

Interpretation: Most of the staff is satisfied with the locker provided to the staff.

Those who are not provided the locker are dissatisfied and also want the locker room to be

cleaned regularly.

e) Shoe Polish Machine

32

Shoe Polish Machine Respondant PercentageHighly Satisfied 10 20Satisfied 11 22

Neither satisfied nor dissatisfied 10 20Dissatisfied 19 38

Highly Satisfied

20%

Satisfied22%

Neither satisfied nor dissatis-fied20%

Dissatisfied38%

Analysis: 38% of the staff is not satisfied with the shoe polish machine, % are

satisfied, % are highly satisfied and % are neither satisfied nor dissatisfied.

Interpretation: Majority of the staff is not satisfied with the shoe polish machine as it is

not in proper working condition and does not contain the shoe polish crème.

5. Co-operation of co-workers

33

Co-operation of co-workers Respondant Percentage(%)Highly Satisfied 15 30Satisfied 34 68Dissatisfied 1 2

Highly Satisfied30%

Satisfied68%

Dissatisfied2%

Co-opration of co-workers

Analysis: 68% of the employees are satisfied with the co-operation that they get from the

other co-workers, 30% are highly satisfied and 2% are dissatisfied.

Interpretation: The SPAR staff co-operate with each other to carry out their work,

responsibilities and duties.

6. Co-operation from Supervisors

34

Co-operation of Supervisors Respondant Percentage(%)Highly Satisfied 14 28Satisfied 36 72

Highly Satisfied Satisfied0

5

10

15

20

25

30

35

40

Co-operation from Supervisors

Respondant

Axi

s Ti

tle

Analysis: 72% of the staff are satisfied with the co-operation from their supervisors,

28% are highly satisfied

Interpretation: All the staff is satisfied with the co-operation from their supervisors.

7. Salary satisfaction

35

Salary satisfaction Respondant Percentage(%)Highly Satisfied 3 6Satisfied 18 36

Neither satisfied nor dissatisfied 5 10Dissatisfied 24 48

Highly Satisfied6%

Satisfied36%

Neither satisfied nor dissatisfied10%

Dissatisfied48%

Salary satisfaction

Analysis: 48% of the staff is not satisfied with the Salary/ Compensation they receive,

36% of them are satisfied, 10% neither satisfied nor dissatisfied.

Interpretation: Majority of the staff of SPAR is not satisfied with their salary.

8. Satisfaction about shifts

Satisfaction about shifts Respondant Percentage(%)Highly Satisfied 6 12Satisfied 36 72

36

Dissatisfied 8 16

Highly Satisfied12%

Satisfied72%

Dissatisfied16%

Satisfaction about shifts

Analysis: 72% of the staff is satisfied with the shift timings, 12% are highly satisfied and

16% dissatisfied.

Interpretation: Majority of the staff is satisfied with the shifts timings. Mainly the

female staff is not satisfied with the morning shift timings. They want it to be from 8am.

9. Satisfaction about amount of work/working hours

Satisfaction about amount of work/working hours Respondant Percentage(%)

37

Highly Satisfied 9 18Satisfied 18 36

Neither satisfied nor dissatisfied 3 6Dissatisfied 20 40

Highly Satisfied18%

Satisfied36%

Neither satisfied nor dissatisfied

6%

Dissatisfied40%

Satisfaction about amount of work/working hours

Analysis: 40% of the staff is dissatisfied with the amount of work they perform or the working hours, 36% are satisfied, 18% are highly dissatisfied and 6% neither satisfied nor dissatisfied.

Interpretation: Though majority of the staff is satisfied with the work they perform but

complain about the working hours. It exceeds from 9 hours to 10 and half hours.

10. Recreational activities by Organisation

Recreational activities by organisation Respondant Percentage(%)

38

Highly Satisfied 11 22Satisfied 25 50

Neither satisfied nor dissatisfied 5 10Dissatisfied 9 18

Highly Satisfied22%

Satisfied50%

Neither satisfied nor dissatisfied

10%

Dissatisfied18%

Recreational activities by organisation

Analysis: 50% of the staff is satisfied with the recreational activities, 22 % are highly

satisfied, 10% neither satisfied nor satisfied. 18% are dissatisfied with the activities.

Interpretation: Most of the staff is satisfied with the recreational activities like Rangoli

Competition, Kite flying competition, cricket etc conducted. The cashiers or the staff who are

on the floor and can not attend the activities are dissatisfied.

11.Opportunity for developing skills and talent

Opportunity for developing skills and talent Respondant Percentage(%)

39

Highly Satisfied 10 20Satisfied 30 60Dissatisfied 10 20

20%

60%

20%

Opportunity for developing skills and talentHighly Satisfied Satisfied Dissatisfied

Analysis: 60% of the staff is satisfied with the opportunity provided to them developing

skills and talent for succession planning, 20% are highly satisfied and 20% are dissatisfied.

Interpretation: Most of the staff is satisfied with the opportunity provided to them

developing skills and talent for succession planning.

12. Reward system satisfaction

Reward system satisfaction Respondant Percentage(%)Highly Satisfied 14 28

40

Satisfied 22 44

Neither satisfied nor dissatisfied 11 22Dissatisfied 3 6

Highly Satisfied28%

Satisfied44%

Neither satisfied nor dissatisfied

22%

Dissatisfied6%

Reward system satisfaction

Analysis: 44% of the staff is satisfied with the reward system at SPAR, 28% are highly

satisfied, 22% are neither satisfied nor dissatisfied and 6% are dissatisfied.

Interpretation: Majority of the staff is satisfied with the Reward and Recognition

system at SPAR like Best Employee, Staff etc

13. Helpfulness of classroom /on the job training

Helpfulness of classroom /on the job training Respondant Percentage(%)

41

Highly Helpful 15 30Helpful 35 70

30%

70%

Helpfulness of classroom /on the job trainingHighly Helpful Helpful

Analysis: 70% of the staff find the Class Room Training / on the Job training helpful and

30% of them find it highly helpful.

Interpretation: All the staff find the Class Room Training / on the Job training helpful.

14. Job related stress/ pressure

Job related stress/pressure Respondant Percentage(%)No Stress 39 78

42

Tolerable 1 2Stressful 10 20

No Stress78%

tolerable2%

Stressful20%

Job related stress/pressure

Analysis: 78% of the staff find no stress related to the work they perform, 20% find it

stressful and 2% tolerable stress.

Interpretation: Majority of the staff find no job related stress or pressure.

15. Work life balance

Work life balance RespondantPercentage(%)

No time for family/friends 30 60

43

Sufficient time 20 40

No time for family/friends60%

Sufficient time40%

Work life balance

Analysis: 60% of the staff have poor work life balance as they don’t get time for their

family and friends, remaining 40% get sufficient time.

Interpretation: As the shifts extend from 9 hours to 10 and half hours so the

employees don’t have poor work life balance as they don’t get time for their family and

friends.

16. Authority/ Empowerment given to take decisions

44

Authority/Empowerment given to take decisions Respondant Percentage(%)No Authority 32 64Full Authority 9 18

Can take decisions but need to inform supervisors 9 18

64%

18%

18%

Authority/Empowerment given to take decisions

No AuthorityFull Authority Can take decisions but need to in-form supervisors

Analysis: 64% of the staff don’t have any Authority in taking a decision on their own,

18% have full Authority and 18% can take decision but need to inform the supervisors.

Interpretation: Majority of the staff is not empowered or don’t have the Authority to

decisions on their own.

17. Expectation before joining SPAR met after joining the Organisation

45

Are the Expectations before joining SPAR met after joining Respondant Percentage(%)Yes 40 80No 10 20

Yes80%

No20%

Are the Expectations before joining SPAR met after joining

Analysis: 80% of the Employee’s expectation before joining SPAR Hypermarkets are

met after joining the organisation. 20% of the Employee’s are not met.

Interpretation: Employees are satisfied working at SPAR Hypermarkets as their

expectations before joining SPAR Hypermarkets are met after joining the organisation.

18. Employee willingness to continue working with SPAR

46

Employee willingness to continue Respondant Percentage(%)Yes 30 60No 10 20Not yet decided 10 20

Yes 60%

No20%

Not yet decided20%

Employee willingness to continue

Analysis: 60% of the staff wants to continue working with SPAR hypermarkets,

20% don’t want to continue and 20% have not yet decided.

Interpretation: Majority of the staff wants to continue working with SPAR

Hypermarkets i.e they don’t have any plans to quit SPAR.

Chapter : IV

47

LEARNINGS

PERSONAL LEARNING

To be patient while listening to the others (customers) complaints and suggestions.

48

LEARNINGS

To have the willingness to help the others (customers) whenever required.

To be punctual, focused and regular to whatever we do.

To show empathy towards others (customers) .

PROFESSIONAL LEARNING

To co-ordinate with the different organisational key members.

To finish work within deadlines.

To prepare reports with required tables, pie-charts, charts etc.

To give presentations to the management.

To analyse and interpret the primary data and give suggestions based on them to the

management.

Chapter : V

49

SUMMARY OF FINDINGS

1. The main source of Recruitment in SPAR Hypermarkets is External Recruitment by Employee

Referrals.

2. Majority of the employees are Loyal to Organisation. As the duration for which they have

50

Conclusion

been working falls between 6 months to 1 Year.

3. All the Employees of SPAR Hypermarket are satisfied with the working condition.

4. Majority of the staff is not aware of the Non-monetary benefits, like proper Mediclaim

procedure, so they have not availed the benefits. Those who have availed the benefits are

satisfied.

5. General Amenities

a) Majority of the staff is satisfied with the Chill out Zone.

b) Majority of the staff is satisfied with the toilets.

c) Most of the staff is satisfied with the drinking water facility

d) Most of the employees are satisfied with the locker provided to the staff. Those who are not

provided the locker are dissatisfied and they also want the locker room to be cleaned regularly.

e) : Majority of the employee are not satisfied with the shoe polish machine as it is not in proper

working condition and does not contain the shoe polish crème.

6. The SPAR staff co-operate with each other to carry out their work, responsibilities and

duties.

7. All the employees are satisfied with the co-operation from their supervisors, top management.

8. Majority of the staff of SPAR is not satisfied with their salary.

9. Majority of the employees are satisfied with the shifts timings .Mainly the female employees

are not satisfied with the morning shift timings. They want the shift to start from 8am in the

morning.

10.Though majority of the staff is satisfied with the nature of work they perform but complain

about the working hours. It exceeds from 9 hours to 10 and half hours.

11.Most of the staff is satisfied with the recreational activities like Rangoli Competition, Kite

flying competition, cricket etc conducted. The cashiers or the employees who are on the floor

51

and can’t attend the activities are dissatisfied.

12.Most of the staff is satisfied with the opportunity provided to them developing skills and talent

for succession planning.

13. All the employees are satisfied with all the company policies and practises.

14.Majority of the staff is satisfied with the Reward and Recognition system at SPAR like Best

Employee, Staff etc

15.All the staff find the Class Room Training / on the Job training helpful to develop required job

related knowledge and skills.

16.Majority of the staff find no job related stress or pressure.

17.As the shifts extend from 9 hours to 10 and half hours so the employees don’t have poor work

life balance as they don’t get time for their family and friends.

18. Majority of the staff is not empowered or don’t have the Authority to decisions on their own.

19.Employees are satisfied working at SPAR Hypermarkets as their expectations before joining

SPAR Hypermarkets are met after joining the organisation.

20.Majority of the staff wants to continue working with SPAR Hypermarkets i.e they don’t have

any plans to quit SPAR in the near future.

SUGGESTIONS AND RECOMENDATIONS

52

1. A proper training session should be conducted so that all the staff especially the customer

service associates and cashiers are made aware of the Mediclaim so that they can avail the

services.

2. As most of the employees don’t have a proper work life balance, their working hours should

not be exceeded to 10 and half hours. It should be confined to 9 hours.

3. As most of the employees are not satisfied with their compensation plan,

4. A proper check list for employees who have attended recreational activities should be made,

so that if one activity is missed by a group of employees, next time they can attend the next

activity. This way all the employees of second shift and cashiers will get the opportunity to

attend the activities, otherwise the employees feel demotivated.

5. Their feedback and opinions should be taken for problem solving and decision making.

6. The SPAR employees should be empowered more to take decisions on their own for increased

job satisfaction, motivation and to reach their full potential.

7. Proper Succession Planning should be done so that the employees are promoted in the

organisation which makes them realise that the organisation cares for them, they will remain

loyal to the organisation.

Chapter : VI

53

EMPLOYEE NAME : DATE:

EMPLOYEE ID:

DEPARTMENT:

54

ANNEXURE

DESIGNATION:

GRADES

5 -Highly

satisfied

4 -

Satisfied

3 - Neither satisfied

nor dissatisfied

2 – Dis -

satisfied

1 - Highly

dissatisfied

SL NO. Attributes Response

1 Recruitment

2 Work experience

3 Working environment

GRADES

4 Non monetary benefits 1 2 3 4 5

5General amenities availability

a)Canteen 1 2 3 4 5

b)toilets 1 2 3 4 5

c)Drinking water 1 2 3 4 5

d)locker 1 2 3 4 5

e) Shoe polish machine 1 2 3 4 5

6Co-operation of co-workers 1 2 3 4 5

7Co-operation of supervisors 1 2 3 4 5

55

8Satisfaction with top management 1 2 3 4 5

9satisfaction regarding nature of job 1 2 3 4 5

10 Salary satisfaction 1 2 3 4 5

11Satisfaction about shifts 1 2 3 4 5

12

Satisfaction about amount of work / working hours 1 2 3 4 5

13recreation by the organisation 1 2 3 4 5

14

Opportunity for developing skills and talent 1 2 3 4 5

15

Opinion about company policies and practise 1 2 3 4 5

16

Opinion about company's promotion policies 1 2 3 4 5

17Are you satisfied by the REWARD system 1 2 3 4 5

18 Is the classroom/On the job training helpfulNot helpful Helpful

Highly helpful

19 Job pressure/stress No stress TolerableHigh Stress

20 Work life balance No time for familysufficeint time

21Authority /Empowerment given to take decisions

No Authority

Full Authority

can take decision but need to inform supervisor

22 Awareness about holidays/ Leaves YES NO

23 Awareness about Mediclaim YES NO

24 Are your ExpectationS about job before YES NO

56

joining met those after joining SPAR

25 Employee willingness to continue YES NO

Not decided yet

REMARKS By Employee

SIGNATURE:

Chapter :VII

57

58

BIBLIOGRAPHY

SEARCH ENGINE

www.google.com

Website:

www.wikipedia.com

http://www.spar-int.com/

www.spar-international.com

Reference Books:

Human Resource Management by Snell and Bohlander, 7th Edition

Strategic Human Resource Management by Jeffrey A. Mello, 5th Edition

59