A STUDY ON EFFECTIVENESS OF TRAINING AND

DEVELOPMENT PROGRAM AT BIG BAZAAR WITH

SPECIAL REFERENCE TO KASARAGOD
A Project report

Submitted in partial fulfillment of the requirement for the award of MASTER

DEGREE IN BUSINESS ADMINISTRATION

TO

Mangalore university

Submitted by

PRADEEP.A

Under the guidance of

Mr. DEEPAK RAO

Assistant Professor

A J INSTITUTE OF MANAGEMENT MANGALORE

 DECLARATION

I, Pradeep A student of MBA 4th semester, A J Institute of Management Studies,Mangalore ,

hereby declare that this dissertation entitled A STUDY ON EFFECTIVENESS OF
TRAINING AND DEVELOPMENT PROGRAM AT BIG BAZAAR WITH SPECIAL
REFERENCE TO KASARAGOD is the result of my own research work carried out under the
supervision and guidance of MR. DEEPAK RAO, lecture of A J Institute of Management
Studies, Mangalore

I also declare that this dissertation has not been submitted to any other university or institute for
the award of any other degree or diploma. The practical findings and conclusions in this
dissertation are based on the informations collected by me.

Place: PRADEEP A

Date: Register No: 133178135

 ACKNOWLEDGEMENT

In my endeavor to write this report on EFFECTIVENESS OF TRAINING AND

DEVELOPMENT PROGRAM I have fortunate enough to receive whole hearted support and
inspiration from many people.

At every outset I express my gratitude to the Lord almighty who had been governing me all these
days, and giving me strength and confidence in my life and helped me to complete my project
successfully during my course.

I express my sincere gratitude and am greatly indebted to our Director, Dr. JAYA PRAKASH
RAOfor his valuable support.

I am also immensely grateful to my faculty guide Mr. Deepak rao for providing me with
scholarly advices , inspiring comments , stimulating decisions and fully fledged support
throughout the course of the project.

I would also like to express my sincere thanks to Mr. Anoop Bhasker , the HR manager Big
Bazaar, kasaragod by giving the required data and information for my project study.

I am also thankful to all the respondents for their co0operation during the collection of data for
the purpose f the study.

I extent my deep sense of gratitude to all my family , faculties and friends who have directly or
indirectly encouraged and helped me to complete my project successfully.
 EXECUTIVE SUMMARY
The study titled effectiveness of training and development program at big bazaar kasargod was
conducted in the month of December 2014 for academic purpose. The study was conducted for a
period of 30 day. This study investigates brief details about training and development and how
effective was the training and development program in Big Bazaar kasaragod. The scope of the
study is limited to Big Bazaar Kasaragod. Descriptive research design was used for collecting
information from the employees. Sample design adopted was non probability judgment method
and sample of 50 respondents were obtained from the population. Data was collected from both
primary and secondary source
Chapter Title Page No.

1 Introduction

Introduction
Statement of the problem
Objectives of the study
Scope of the study
Research methodology
Tools of data collection
Tools of analysis
Chapter scheme

2 Literature review

3 Industry profile &Company Profile

4 Data Analysis & Interpretation

5 Findings & Suggestions &

Conclusion

6 Bibliography

7 Annexure
 LIST OF TABLES
Table No. Title Page No.

6.1 classification of respondent based on gender

6.2 classification of respondent based on educational Qualification

6.3 classification of respondent based on the training program

6.4 showing the norms and values of company clearly explained

6.5 showing the employees are given practical fire fighting training

6.6 showing the employees are given practical fire fighting training

6.7 showing to provide training adequate resources are available

6.8 Whether training helps to improve in quality of production

6.9 showing training helps to cope up with the changing environment

6.10 showing training program helps in accomplishing ones need and

expectations

6.11 showing training helps to build up interpersonal relationship between

superior and subordinate

6.12 showing employees in the organization participate in determines their

needs

6.13 showing methods of participating in determining their need

6.14 showing Employees are given first aid and rescue operation
6.15 showing the feedback system after the training

6.16 showing reaction for the training program

6.17 showing performance before getting training

6.18 showing level of job satisfaction during pre training stage

6.19 showing performance after training

6.20 showing willingness to attend future training program in your

organization

6.21 showing Whether training is effective

 LIST OF CHARTS
Chart No. Title Page No.

6.1 classification of respondent based on gender

6.2 classification of respondent based on educational Qualification

6.3 classification of respondent based on the training program

6.4 showing the norms and values of company clearly explained

6.5 showing the employees are given practical fire fighting training

6.6 showing the employees are given practical fire fighting training

6.7 showing to provide training adequate resources are available

6.8 Whether training helps to improve in quality of production

6.9 showing training helps to cope up with the changing environment

6.10 showing training program helps in accomplishing ones need and

expectations

6.11 showing training helps to build up interpersonal relationship between

superior and subordinate

6.12 showing employees in the organization participate in determines their

needs

6.13 showing methods of participating in determining their need

6.14 showing Employees are given first aid and rescue operation
6.15 showing the feedback system after the training

6.16 showing reaction for the training program

6.17 showing performance before getting training

6.18 showing level of job satisfaction during pre training stage

6.19 showing performance after training

6.20 showing willingness to attend future training program in your

organization

6.21 showing Whether training is effective

 CHAPTER-1
INTRODUCTION
 INTRODUCTION

The human resources is the most important resources in an organization .Human

resources included workers, supervisors ,managers and specialists like research and development
engineers , system analysis , accountants , efficiency experts etc.Globalization of economy as
become the order of the day .Every nation ,developed or under developed is training to catch up
with the competition which has become severe due to the globalization economy and
liberalization of trade . The competitive advantage of an organization is dependent on the
knowledge and skill possessed by the employees in the organization.

Training and development play an important role in the effectiveness of organizations and to the
experiences of people in work. Training has implications for productivity, health and safety at
work and personal development. All organizations employing people need to train and develop
their staff. Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of employing
specialist training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining space
and equipment. It also means that operational personnel, employed in the organisation's main
business functions, such as production, maintenance, sales, marketing and management support,
must also direct their attention and effort from time to time towards supporting training
development and delivery. This means they are required to give less attention to activities that
are obviously more productive in terms of the organisation's main business. However,
investment in training and development is generally regarded as good management practice to
maintain appropriate expertise now and in the future.
Statement of the problem

The existing training program at Big Bazaar Kasaragod has been in practice for past 2 years.
Presently both on the job and off the job training is given . As the training system has been in
practice for some time , its effectiveness has to be checked . Hence this study on training and
development program with reference to Big Bazaar states its relevance.

Objectives

To know the employee perception about training needs .

To examine the impact of training on the employees.
To evaluate the training and development program at Big Bazaar.
To identify the training needs of the employees at Big Bazaar.
To analyze the extent to which training programs at Big Bazaar help the employees in
meeting the organizational goals.

Sample design

Out of the 128 employees 50 has been taken as sample size because they have more experience
in the company. They would be in a better position to tell about the training undergone.

Methodology and data collection

The data collected for the study from both primary and secondary sources. Primary data is the
first hand data, collected from the employees and management directly . Secondary data was
collected through the various reports , books , article ,company brochures and company websites.
Tools for data collection

The research approach used survey method which is a widely used method for data collection
and best suited for descriptive type of research survey includes research instruments like
questionnaire which can be structured and unstructured . Target population is well identified and
personal interviews are employed .

Tools of analysis

Tools of analysis are statistical tools or method by which the actual content of the study are
described or clearly analyzed .

Percentage calculation was used for the analysis and the analyzed data were presented using pie
charts , bar diagram ,cylinders and cone.

Chapter scheme

The project was presented in the following format

The first chapter deals with introduction and design of the study. It gives an insight into the
introduction ,statement of the problem ,objectives of study ,sample design ,methodology and data
collection ,tools for analysis and chapter scheme.

The second chapter deals the literature surveyed on training and development .

The third chapter deals with industry profile and company profile. It gives an overall view of
both the industry and Big Bazaar kasaragod.

The fourth chapter deals with analysis and interpretation of data . it shows analysis of the data
and its interpretation .

The last chapter deals with Findings & Suggestions & Conclusion
 CHAPTER-2

LITERATURE REVIEW
 Literature review

The significance and value of training has long be recognized consider the popular and
often repeated quotations .given a person a fish and you feed him for a day. Teach the person
to fish and you feed him for a life time. This is simple and profound saying is attributed to the
wisdom of Confucius who lived in the 5th century B.C given todays business climate and the
exponential growth in technology with its effect on the economy and society at large the need for
training is more pronounced than ever.

Training is the most important simplistic definition is an activity that changes people behavior .
Increasing the productivity is often said to be the most important reason for training but is only
one of the benefits .Training is essential not only to increase the productivity but also to motivate
and inspire workers by letting them know how important their jobs are and giving them all the
information they need to perform those jobs.

Increased job satisfaction and morale

Increased motivation
Increased efficiencies in process resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turn over

This is only a partial listing of the many benefits that result from the training . training that is
appropriate to the needs of an organization can add great value . so why would an organization
not welcome and seek out of the value added benefits resulting from training ?

Training is not always the answer to performance problems .

Brantsakakeeny, training industry analyst for Solomon smith barney believes that training can be
a great investment and training can be a waste of money (Ronser 1999) training. In many cases ,
non-training inventions are necessary (Gupta 1999). The key is to identify what a problem can be
attributed to training deficiencies and once that is accomplished to insure that the right training is
implemented . Bartarm and Gibson in their training needs analysis toolkits agree that the right
trained employee can be yours biggest asset (Bartram and Gibson ,2000). Rosner (1999) adds
another ingredients for success support after training . He states the most effective program
train workers in new behavior and then train managers to support employees as they apply
learning daily (Rosner ,1999) support and endorsement from management can greatly enhance
training results. One can conclude that training is not always the answer ,and when it is the
answer ,it has to be the right training.

An article science tech entrepreneur February 07

In a business Human resource is one of the disciplines which drive business for competitiveness.
To achieve this training is important .competent employees will not remain competent forever.
Their skill can deteriorate ,technology may make their skill obsolete , the organization may move
into new areas changing the type of jobs that exist and the skills necessary to do them. This
reality is not been overlooked by management.

In order to train the employees the training need analysis is must for enabling them to provide
quality services to customers both inside and outside. In order to asses the training needs , it is
also necessary to derive the job content and job descriptions for each category and cadre in
respect of employees working in all the departments.

Most training activity seeks to modify one or more of these skills.

Technical : Most training is directed upgrading and improving an employees technical skills.

Interpersonal : almost all employee belong to a work unit. To some degree their work
performance depends on their ability to interact with their co-workers and their boss. Some
employee have excellent interpersonal skills. But other require training to improve their
performance level.
Problem solving : Managers as well as many employees who perform non routine task have
to solve problems in their job. When people require these skills but are deficient they can
participate in problem solving training.

Training method : Most training takes [place on the job. This can be attributing to the
simplicity of such method and their usually lower cost. However on the job training can disrupt
the workplace and result in errors as learning proceeds. Also some skills training is too complex
to learn on the job. In such case it should take place out side the work setting.

On-the-job training

It includes job rotation and understudy assignments. Job rotation involves lateral transfers that
enable employee to work at different jobs. Both job rotation and understudy assignments apply
to the learning of technical skills. Interpersonal and problem solving skills are acquired more
effectively.

Off-the job training

There is a number of Off-the job training methods that managers may want makes available to
employee. The more popular are classroom ,lectures ,films ,and simulation exercises. They can
be used effectively for the developing technical and problem solving skills.

In conclusion ,if employees are to maintain productive, career development and training program
need to be available that can support an employees task and emotional needs at each stage.

Training and development

This review was frustrating for at least two reasons .First as the term is commonly used ,
personal training and development can include such diverse element as computer assisted
instruction encounter group for executives and their wives and training in basic work habit for so
called hare core unemployables. It is incredibly wide spectrum and certain topics are given scant
attention. At the one extreme are molecular studies of such things as acquisition and transfer
problems in pursuit rotor training and concept of learning. These borders on basics research in
learning, more properly belong in such a chapter , and will not be reviewed here. At the other
extreme are the existentially derived basic encounter experiences . We will discuss neither the
psychology not the organizational utility of shouting nasty things about ones spouse in front of a
group or having a sensitivity session sans clothing.

Second this is the first review of its kind. Training and development previously have been
discussed as a subsection of the psychology of men at work (Hinrichs104) personnel
management (Porter 158). Thus , a question arises as to whether the review should cover the
past two years , five years , or hark back to antiquity itself. As result the period of the review
varies haphazardly with the particular sub topic. The over all objective was to go back for
enough to uncover sufficient substance to describe the state of the art and document trend. In
most cases this meant going back 3to 5 years. Beyond that secondary source were employed.

Growing understanding of the learning process , especially adult learning has produced a
substantial consensus about the critical attribute that constitute effective professional
development practices. A synthesis of several recommended guidelines produced the following
list of essential characteristics.

It must engage educators in concrete task of teaching ,assessment ,observation ,and

reflection to understand the processes of learning.
It must be collaborative , engaging ,colleagues ,in sharing knowledge and providing
opportunities to drawn on the expertise of other in the professional community.
It must be grounded in knowledge about teaching and learning.
It must be grounded in enquiry , reflection and extermination ,educators need
opportunities and explore , question and debate ideas before they can reach a comfort
level required to implemented them in their classroom.
It must be sustained, ongoing, intensive, and supported by modeling coaching , and
collective problem solving to develop a strong sense of efficiency.
It must provide for sufficient time and follow-up and practice to assimilate new learning.
It must be content and context specific . It must take into account skills, understanding
knowledge, and attitude of the learner.
It must incorporate knowledge of the change process.
Method of training

The most widely used method of training in the organization are classified into two
categories:

On the job training

Off the job training

On the job training

It include job rotation and understudy assignments. Job rotation involves lateral transfers that
enable employee to work at different jobs. Both, job rotation and understudy assignments apply
to the learning of the technical skills. Interpersonal and problem solving skills are acquired more
effectively.

Coaching :

Coaching develops operating skills as well managerial skill of trainee. In this experience,
superior play the role of the instructor. He set some mutually agreed goals and tells trinee what
to do, suggest and how to do asses the progress and correct errors . The objective of coaching is
not only guiding subordinates to perform his immediate performance but also provides him
diversified work so that he may grow and progress.

Apprenticeship :

Apprenticeship is one of the on the job training methods. In this method the trainee is put under
the supervision and guidance of superior person who is highly experienced person in the
particular field. The apprentice learns the skill needed to perform his job in actual work situation.
Those who wanted acquire skills and knowledge , work under experienced and skilled person. It
is very exhausting method of on the job training method.
Off the job training

There are a number of Off the job training method that managers may want makes available to
employee. The more popular are classroom ,lectures ,films ,and simulation exercises. They can
be used effectively for the developing technical and problem solving skill. It is given outside the
actual work place.

Lecture/Conference :

This approach is well adopted to convey specific information, rules, procedure or method. This
method is useful where the information is to be shared among a large number of trainees. The
cost per trainee is low in this method.

Films :

It can provide information and explicitly demonstrate skills that are not easily presented by other
techniques. Motion picture is often used in conjunction with conference discussion to clarify and
amplifies those points that film emphasized.

Simulation exercise :

Any training activity that explicitly place the trainee in a artificial environment that closely
mirrors actual working condition can be considered as a simulation. Simulation activities
includes cases experiences, experiential exercise, vestibule training, management games and role
play.

Cases :

Present an in depth description of a particular problem an employee might encounter on the job.
The employee attempt to find and analyze the problem, evaluate alternative course of action and
decide what course of action would be most satisfactory.
Role play

it is just like acting out a given role as in stage play. In this method of training the trainees are
required to enact defined roles on the basic of oral or written description of a particular situation .

Management games

The game is devised on a model of business situation. The trainees are divided into groups who
represent the management of competing companies. They make decision just like these are made
in real-life situation. Decision made by the group is evaluated and likely implication of the
decision is feed back to the groups. This game goes on in several rounds to take the time
dimensions into account.

Induction training :

It is important as it enables a new recruit to become productive as quickly as possible. It can

avoid costly mistakes by recruits not knowing the procedure or techniques of their new jobs.
The length of induction training will vary from job to job and will depend on the complexity of
the job, the size of the business and the level or position of the job within business.

The following are including in the training program :

Learning about the duties of the job

Meeting new colleagues
Seeing the layout of premises
Learning the values and aims of the business
Learning about the internal working and policies of the business
 CHAPTER-3
INDUSTRY

PROFILE AND COMPANY

PROFILE
INDUSTRY PROFILE
Introduction

Pantaloon Retail (India) Limited, headquartered in Mumbai, is Indias leading retailer that
operates multiple retail formats in both the value and lifestyle segment of the consumer market.
The company by 9th April 2009 operates over 11million sq ft of retail space, has over 1000
operational stores across 71 cities and towns and 65 rural locations in India and employs over
30,000 people. The company saw a 52% increase in its total income from Rs 33.29 billion in
FY2006-07 to Rs 50.53 billion in FY2007-08. The companys leading formats include
Pantaloons, a chain of fashion outlets, Big Bazaar, uniquely Indian hypermarket chain, Food
Bazaar, a super market chain, blends the look, touch and feel of Indian.

Bazaars with aspects of modern retail like choice, convenience and quality and central, a
chain of seamless destination malls. Some of its other formats include Depot, Shoe Factory,
Brand Factory, Blue sky, Fashion station, and all Top 10 Bazaar, star and sitara. The company
also operates an online portal, future bazaar.com. A subsidiary company Home Solutions Retail
(India) Limited, operates Home Town, a large format home solutions store, collection 1, selling
home furniture products and E-Zone focused on catering to the consumer electronics segment.
The US- based National Retail Federation (NRF) and the emerging Market Retailer of the year
20007 recently awarded the International Retailer of the Year 2007 pantaloon Retail.
 Retail Indian industry

India retail industry is the largest industry in India, with an employment of around 8% and
contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25%
yearly being driven by strong income growth, changing lifestyles, and favourable demographic
patterns.

It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion.
India retail industry is one of the fastest growing industries with revenue expected in 2007 to
amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is
expected in the industry of retail in India by growth in consumerism in urban areas, rising
incomes, and a steep rise in rural consumption. It has further been predicted that the retailing
industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5
billion.
Shopping in India have witnessed a revolution with the change in the consumer buying
behaviour and the whole format of shopping also altering. Industry of retail in India which have
become modern can be seen from the fact that there are multi- stored malls, huge shopping
centers, and sprawling complexes which offer food, shopping, and entertainment all under the
same roof.
India retail industry is expanding itself most aggressively, as a result a great demand for real
estate is being created. Indian retailers preferred means of expansion is to expand to other
regions and to increase the number of their outlets in a city. It is expected that by 2010, India
may have 600 new shopping centers
In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9%
annually. The branded food industry is trying to enter the India retail industry and convert Indian
consumers to branded food. Since at present 60% of the Indian grocery basket consists of non-
branded items.
History of retail industry

History of retail Industry began in the early 18th century in the United States which was limited
to general stores only, while specialty stores were located only in areas with more than 5,000
populations. After the World War II, supermarkets started to bloom in US and Canada. Presently,
retail business has been growing fast all over the world. Retail concept is old in India. Worlds
first departmental store started in Rome.

The retail industry emerged in the US in the eighteenth century, restricted to general stores.
Specialty stores were developed only in those areas that had a population of above 5,000.
Supermarkets flourished in the US and Canada with the growth of suburbs after World War II.
The modern retail industry is booming across the world.

Retailing activities include all the activities involved in selling goods or services directly to final
consumers for their personal, non business use. Retailers can be classified in terms of store
retailers and non store retailers. Store retailers include many types such as speciality store.
Departmental store, convenience store, super store, combination store, hypermarkets discount
store, warehouse store, and catalogue showrooms. These store forms had different longevities
and are at different stages of the retail life cycle. Depending on the wheel of retailing some will
go out of existence, because they cannot compete on a quality, service or price basis.

Non store retailing is growing more rapidly than store retailing. It includes direct selling (door
to door party selling) direct marketing automatic vending and buying services.

Much of retailing is in the hands of large retail organisations such as corporate chain, voluntary
chain, and retailer corporative, consumer corporative, franchise organisation and merchandising
conglomerates. More retail chains are now sponsoring diversified retailing lines and forms
instead of sticking to one form such as the departmental store.
Major players in the retail store sector

1. Reliance

Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, Reliance
is aggressively working on introducing a pan-India network of retail outlets in multiple formats.
A world class shopping environment, state of art technology, a seamless supply chain
infrastructure, a host of unique value-added services and above all, unmatched customer
experience, is what this initiative is all about.

The retail initiative of Reliance will be without a parallel in size and spread and make India
proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the
Indian consumer, both in quality and quantity, will be an integral feature of this project. By
creating value at all levels, we will actively endeavour to contribute to India's growth.

2. Adithya birla group

For a company that entered the retail business just about four years ago, Aditya Birla Retail Ltd
(ABRL) indeed has ambitious growth plans. Part of the US$ 28 billion Aditya Birla Group,
ABRL has embarkedon a major expansion programme, taking on competition both domestic
and international head-on.The US$ 400 billion retail sector in India is growing at eight to nine
per cent per annum, but the organized sector is growing at 15 to 20 per cent. Over the next five
years, the organized sectors share will grow from five per cent to 20per cent.
Strengths and expand its presence in the retail sector over ABRL is going all out to leverage its
the coming years. The company is one of the fastest growing in the Indian retail sector
operates a chain of nearly 650 supermarkets (each of between 2,500 sq ft and 2,800 sq ft, under
the More brand) and five hypermarkets (each of between 60,000 sq ft and75,000 sq ft, under the
More Megastore brand).
3. Tata Trent limited
It is another major player in Indian retail industry. Trent is a retail operations company that owns
and manages a number of retail chains in India. Established in 1998, Trent runs lifestyle chain,
Westside, one of Indias largest and fastest growing chain of lifestyle retail stores, Star Bazaar, a
hypermarket chain, Landmark, a books and music chain, and Fashion Yatra, a complete family
fashion store.

Areas of business
Westside: With a number of stores across India, this chain offers clothes, footwear and
accessories for men, women and children, along with furnishings, artifacts and a range of
home accessories.

Star Bazaar: This hypermarket chain offers a wide choice of products, including staple
foods, beverages, health and beauty products, vegetables, fruits, dairy and non-vegetarian
products.

Landmark: A leader in the books and music category, this chain has a range of over
100,000 titles in books and music, and also stocks movies, toys, gift items and stationery.

Fashion Yatra: The stores bring quality fashion at low prices to value conscious
customers in towns across India.

4. Big bazaar

At Big Bazaar, we understand the soul of Indian consumers. Operating in more than 90 cities pan
India and attracting over 250 million customer footfalls every year, Big Bazaar has been a part of
the growing consumption economy of India. It is ranked 3rd amongst Indias service sector
brands in Most Trusted Brands 2012 Survey by Brand Equity. Big Bazaar Direct is a unique
business model which is the next revolution in the retail industry.
Big Bazaar Direct will empower millions of entrepreneurial Indians to be a part of this
revolution. You can now become Big Bazaar Direct Franchisee and sell the best deals of Big
Bazaar to your customers using Big Bazaar Direct tablet and earn on every order.
5. Spar

Spar is an international retail chain and franchise with approximately 12,500 stores in 35
countries worldwide. It was founded in the Netherlands 1932 by retailer Adriaan van Well.
Through its affiliate organisations, Spar operates through most European countries, parts of
Africa, Asia and Australia. A Spar store may be owned independently, by a franchisee, or be part
of a chain, depending on the model applied in any given country. The owners of the parent
company vary from country to country and may include the store owners themselves. The name
and the current logo was most recently revised in 1968 by Raymond Loewy and has remained
unchanged ever since.

6. Pantaloon

Pantaloon Retail (India) Limited, is a large Indian retailer, part of the Future Group, and operates
in multiple retail formats in both, value and lifestyle, segments of the Indian consumer market.
Headquartered in Mumbai, the company has over 1,000 stores across 71 cities in India and
employs over 35,000 people, and as of 2010, it was the country's largest listed retailer by market
capitalisation and revenue.

The company separated its discount store business, which includes the Big Bazaar hypermarket
and the Food Bazaar supermarket businesses, into Future Value Retail Ltd, its wholly owned
subsidiary, so that the company may be listed independently.

7. Subhiksha

Subhiksha is a Chennai-based, decade old, no frills, food, grocery, pharma and telecom,
discount retail chain. ICICI Venture Capital holds 24% in the equity capital of Subhiksha. It has
more than 500 stores across the country covering a retail space of more than 1 million sq. ft. with
a registered turnover of Rs 3.34 bn in 2006.
8. Landmark group:

It was launched in 1998 in India. Lifestyle is spread across six cities, covering 4.6 lakh sq. ft. A
new division named Lifestyle International has emerged for their international brands business
comprising Bossino, Kappa and Springfield in their portfolio.

Their retail mix includes Home solutions (Home center), fashion (lifestyle, landmark
International), value retailing (max retail), hypermarkets & supermarkets (Max), kids
entertainment (Fun city).

They plan to invest Rs. 300 crores in the next two years to expand on Max chain, and Rs 100
crores on Citymax 3 star hotel chain. They have already instituted a separate company christened
Citymax Hotels (India).

9. Piramal Group

In September 1999, Piramal Enterprises announced their arrival into retail with the
launch of three retail concepts: India's first true shopping mall of international standards, called
Crossroads; a lifestyle department store named Piramyd Megastore and a family entertainment
center known as Jammin. Piramyd Megastore and Jammin were anchor tenants for Crossroads
(recently sold to Pantaloon for Rs 4 billion). In 2001, the group entered the business of food &
grocery retail with the launch of TruMart supermarkets in Pune.

They have around 18 TruMart stores covering 1.90 lakh sq. ft. registering a turnover of
Rs 37.6 mn in 2005. Piramyd Megastores contributes more than 70 % to their retail mix with a
turnover of Rs 112.8 mn.

10. Bharti-Walmart

Their plans include US$ 7 bn investment in creating retail network in the country
including 100 hypermarkets and several hundred small stores. They have signed a 50:50 percent
joint venture agreement with Walmart. Wal-Mart will do the cash & carry while Bharti will do
the front-end.
11. K Raheja Group

They forayed into retail with Shoppers Stop, Indias first departmental store in 2001. It is the
only retailer from India to become a member of the prestigious Intercontinental Group of
Departmental Stores (IGDS). They have signed a 50:50 joint venture with the Nuance Group for
Airport Retailing. Shoppers Stop has 7, 52, 00 sq. ft. of retail space with a turnover of Rs 6.75
billion.

The first hyper city opened in Mumbai in 2006 with an area of 1, 20,000 sq. ft. clocking gross
sales of Rs. 1 bn in its first year.

Retail formats in India

Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of

categories.

Mom-and-pop stores:

they are family owned business catering to small sections; they are

individually handled retail outlets and have a personal touch.

Departmental stores:

These are general retail merchandisers offering quality products and services.

Convenience stores:

These are located in residential areas with slightly higher prices goods due

to the convenience offered.

Shopping malls:

The biggest form of retail in India, malls offers customers a mix of all

types of products and services including entertainment and food under a single roof.
 E-trailers:

These are retailers providing online buying and selling of products and services.

Discount stores:

These are factory outlets that give discount on the MRP.

Vending:

It is a relatively new entry, in the retail sector. Here beverages, snacks and other

small items can be bought via vending machine.

Specialty stores

These are retail chains dealing in specific categories and provide deep

assortment. Mumbai's Crossword Book Store and RPG's Music World is a couple of examples
COMPANY PROFILE
 Introduction

Big bazaar is the flagship hyper market retail chain from Future Group. Having 116 stores across
the country by 11th August 2009.with its motto of is se sasta aur accha kahin nahin. Big
bazaar ensures that all the products are of good quality and offered at the lowest prices.
Promising more for less, Big bazaar offers 1.6 lakh mass-market product ranges that are sought
by a majority of Indian consumers. It also offers a host of value added services. The special
discounts and promotional offers, which are available at regular intervals, make the format
unique and distinct. The consumer experiences a new level of slandered price, convenience,
comfort, quality and store service levels.

The first store of Big Bazaar was opened in Calcutta in 2001, on VIP road, in the ground floor of
a residential building. This was the first departmental store that offered regulated parking
services apparel, steel vessel sand electronics under one roof, and all at the most competitive
prices. The format got bigger and better with the introduction of fresh food and vegetables- Food
Bazaar, introduces as a shop concept. Which then went on to became a very successful
standalone store around India. A supper quick roll out of stores across India followed with this
format becoming a huge hit with the middle and lower-class a huge client base.

Future group is about many more brands and formats like Pantaloons, Central, Home town, E-
zone, Depot, Loot Mart, Brand Factory, Scullers, Copper Chimney and F123. The next
watershed for brand Big bazaar was the introduction of the Sabse Sasta Panch Din in
January 2005, when the Indian Republic Day, holyday was utilise to make sure that hordes of
consumers descended on all Big Bazaars across the country to buy all kinds of household items
cheap.
Mission

We share the vision and belief that our customer and the stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
We will be the trend setters in evolving delivery formats, creating retail reality making
consumption affordable for all customer segments, for classes and masses.
We shall infuse Indian brands with confidence and renewed ambitions.
We shall be efficient, cost conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force in making us a success.

Vision

Future group shall deliver everything, everyone, everywhere, every time for every
Indian consumer in the most profitable manner

Values

Indianness
Leadership
Respect and family
Introspection
Openness
Valuing and nurturing relationship
Simplicity and positivity
Adaptability
Founder of the Big Bazaar

Kishor Biyani

Kishore Biyani, the visionary businessman who founded Big Bazaar, India's biggest supermarket
chain, came out openly in support of foreign investment (FDI) in retail for the first time since it
was permitted by the government a few days ago.

Making his stand clear, Biyani said Indian companies would struggle to find the money required
to meet the demand for new stores.
Cost of capital is nearly 13 percent in India as compared to 1 to 1.5 percent elsewhere in the
world which was a distinct disadvantage to Indian retailers according to Biyani and hence the
need for FDI in retail for the competitive edge, he said, talking at the Indian Merchants' Chamber
in Mumbai.

Kishore Biyani strongly felt that consumption was constantly on the increase and there was a
clear void in supply to meet this rapidly increasing consumption. We had only one refrigerator
in our house in the good old days, now we have at least two and we tend to stock a lot more"
stated Biyani. He further added that increased consumption (approximately 350 billion dollars in
the next 7 years).

Biyani said the average neighbourhood shop stocked only about 300 items in comparison to
nearly 60,000 items sold by a modern retail super store; and the presumed competition was
purely over a very small number of items which again were of limited interest to big stores. And
nearly 60 percent of the populace simply cannot afford modern retail experience and hence
would continue to

Jo Bazaar me milta he Vo Yaha bhi Milta he Kishore Biyani, CEO Future value retail (Big
Bazaar belongs to Future Group).

For the last 12 years Big Bazaar is the brand associated with value for money and convenience.
Launched in the year 2001 , Brand Big Bazaar wanted to bring affordability, variety and hygiene
within the reach of the common man. The big Bazaar growth story is an ideal example of the
expansion of the hypermarket format in the Indian subcontinent.

Today, Big Bazaar provides a platform for over 15,000 small, medium and large producers and
manufacturers to sell their products to Indian consumers.
Big bazaar Kasaragod

In India when a customer needs something for home, a typical thought is to seek it from the
bazaar. A bazaar is a place where a complete range of product is always available to the
customers. This is true all over India. As the store would offer a large mix of products at a
discounted price, the name Big Bazaar was finalised. The store should on one hand provide the
customer the look and the feel of a bazaar and on the other hand should provide them a shopping
experience. The store design and layout tells a customer what the store is all about. It is a very
strong tool in the hands of the retailer for communicating and creating the image of the store in
mind of the customer. The design and layout of the store are a means of communicating the
image of the retail store. The primary consideration that a retailer takes into account while
choosing the look of his store is his target audience, their need and their buying behaviour,
secondly the merchandise that he is going to sell.

Kasaragod Big Bazaar (supper center and hyper market) is a 3 floor building comprising of
13 home line of business few shop in shop. It comprises of built up area of 126655sq.ft and retail
area of 65043sq.ft with average footfalls of 7000 customers per day. Big Bazaar is coming up of
with more shop in shop so that they can cater to the needs of diverse culture of customers coming
in the store. Customer coming to Big Bazaar can shop eat and entertain him or herself under one
roof. There are many promotional activities done in the store to promote the in house brands.
These activities are usually performed on big days in the week like Sundays, Saturday and
Wednesday. Then activities done are fashion show to promote fashion at Big Bazaar. Fashion
show was conducted in the exterior of the store by models that performed on the ramp wearing
Big Bazaar clothing. Other activities are small games such as quiz contest, fashion show etc. Are
been played to entertain customers and on the same front promote their products. Wednesday
bazaar is mostly targeted at home maker handling low budgets for the week. Impulse bins are
kept in areas where there are heavy footfalls and cash counters to make customers to buy the
products.
 Organizational Structure (Zonal)

President

Vice President

Marketing HR Category Finance Operation

Manager Manager Manager Manager Head

Marketing HR Category Finance Head Store manager

Head Head Head
 Exterior store design

The first impression a shopper gets of your store is exterior design, also referred to as the
storefront. Most customers decide whether to enter a store or not within a few seconds of
observation. Therefore the main aim of exterior design is first to attract a customers attention
and then convey a certain image that entices that customer into the store. Flagship stores spend
huge amounts of money on their storefronts to brand their stores. Since these stores are usually
between five and eight times larger than other retail stores, already by virtue of large storefronts,
they will attract many customers.

Many a times it is the exterior look of the store that draws the customers to the store. The factors
that are considered in designing the exterior of the store are:

Site it
Facilities like parking and ease of access.
The display space.

At Modern, we have specialized in liquor store design for over 50 years. As experts in liquor
store design, we know your business and ours! Providing design solutions to make your store
functional, attractive and, above all else, profitable is what we do.

Interior store design

Interior store design is a function of the aesthetic within the store, the merchandise sold within
and the space used for the same and overall layout of the store. The factors that affect the interior
store design are, Space planning i.e. location of various departments, location of various products
in the department, and relation of space to profitably. Fixtures that are used for storing and
displaying merchandise, lighting scheme has to be decided on the product that is displayed.

Graphics and signage in the store provide information about the product, location, facilities etc.
in the store. Overall format of the store, look, feel, colure scheme are decided to give a Bazaar
look where the target customer can have a feeling of having convenient and valued shopping
experience. For the convenient movement of the customers in the store there are staircase and
lifts. The store layout is such that when one reaches at a particular level he/she can get an overall
picture of the floor in a single view. Proper spacing is provided for fixtures, walking area and
highlights like boards and signages are provided in each section every section is arranged in
accordance to a pre planned them for each season and shopping festival. These themes have a
same kind of patter or look such that different sections are connected in accordance with the
buying behaviour of customers. The floor managements are planned to suit the buying need and
convenience of the customers like grocery, food and FMCG products (daily necessities) are kept
on the ground floor as no customer will go to the 2nd floor to buy vegetables. Thus, the store
designs are according to this plan. Comfortable ambience is created with the help soothing
music. Proper ventilation and lights add to the shopping experience at Kasaragod Big Bazaar.
Attractive schemes and discounts on different products on different levels are announced at
regular intervals at every floor to attract customers. Proper fixtures are used to store and display
the merchandise. The fixture is used flexible enough that its size can be changed or can be
shifted inside the store as per convenience. Big Bazaar is not just another hyper market. It caters
to every need of your family. Where Big Bazaar scores over other stores is its value for money
proposition for the Indian customers.

At Big Bazaar, you will definitely get the best products at the best price- that is what we
guarantee. With the ever-increasing array of private labels, it has opened the doors into the world
of fashion and general merchandise including home furnishing, utensils, crockery, cutlery, sports
goods and much more at prices that will surprise you. In addition, this is just the beginning. Big
Bazaar plans to add much more to complete your shopping experience.

Target audience

Big Bazaar targets higher and middle class customers.

The large and growing young working population is a proffered customer segment.
Big Bazaar specifically targets working women and homemakers who are the primary
decision makers.
Store design

Store design has a powerful impact on the success of your store. Store designs are fundamental
to any stores success. And yet with that said, I walk into stores all the time where it seems that
very little thought has been given to this element of successful retail. Plan your store layout,
atmosphere, and create irresistible visual merchandising displays. View floor plans and other
retail store designs. Learn how to select and care for store fixtures, as well as using special
lighting techniques to accent your products. Find store layout software and browse our resource
of vendors selling store fixtures and displays.

Features of Big Bazaar Kasaragod

1. Kasaragod outlet focuses on all focuses.

2. It is a one stop shop, anything and everything, which is in the market present here.
3. Lifts are there for convenience.
FUTURE GROUP BIG BAZAAR DEPARTMENT

Big bazaar

Apparels Footwear Food Non food

General Home fashion Electronics Furniture

merchant

Home bazaar Toys and sports Luggage Cut - Ins

T24 Mobile
 Recent developments in Big Bazaar

1. T24 Mobile

T24 Indias first unpaid mobile service The innovations in the telecom sector continue. Now we
have Indias first unpaid mobile connection service called T24 (TALK24). The service is brought
by Tata Teleservices and Future Group, the retailer. The T24 service has been launched on the
GSM platform and provides a two way benefit to the customers.

Elaborating on what the two way benefit is, Mayur Toshniwal, CEO, T24 said that through this
service, customers will reap in shopping benefits as they talk and talk time benefits as they
shop.How the unpaid mobile connection will work is when customers shop at any outlet under
the Future Group tag, they will be rewarded with free talk time for every purchase made above
351. A subscriber needs to have a T24 SIM card to avail the unpaid mobile services. The per-
second rates for calls will be applicable for the T24 customers on the TataTeleservices GSM
network.So the calculation here is simple. If you do a shopping of 3,001 in any Future Gropu
store, you stand to get a free talk time of 150 on your T24 SIM card.

The stores covered under the Future Group chain include Big Bazaar, Pantaloons, Central, Brand
Factory, Home Town, eZone and Aadhar, wherein you will get exclusive mobile connection and
tariff plans under the T24 unpaid mobile service connection.

2. Payback

Payback is Indias largest loyalty program. It presents many advantages over traditional, stand-
alone customer loyalty schemes restricted to one brand or company only. The power of
PAYBACK stems from pooling loyalty benefits from many attractive partners: Using one single
card, members earn loyalty points when they shop at a wide range of different merchants and
brands - offline and online.

Importantly, PAYBACK partners are mostly market leaders in consumer segments covering
daily needs, ranging from food to travel and entertainment. As a result, members are able to
accumulate a large number of points quickly. A coalition of strong partners united on the
common PAYBACK platform also multiplies redemption opportunities.

The combination of rapid accumulation of points and their easy redemption for desirable rewards
makes PAYBACK so attractive. Other benefits include discounts on purchases through points
earned or through coupons and exclusive special offers. Shoppers love these unrivalled features,
because they simply get more value for every Rupee spent.

The Big Payback takes readers from the first $15 made by a "rapping DJ" in 1970s New York to
the multi-million-dollar sales of the Phat Farm and Roc-a-Wear clothing companies in 2004 and
2007. On this four-decade-long journey from the studios where the first rap records were made to
the boardrooms where the big deals were inked, The Big Payback tallies the list of who lost and
who won. Read the secret histories of the early long-shot successes of Sugar Hill Records and
Grandmaster

3. Payback card

Payback Card means a payback multi partner loyalty program card issued to a payback Member
by LSRPL where a unique membership number is given to every payback member. Payback
Member(s) means a payback customer, who is enrolled as a member of payback holding a valid
payback card/membership number. Membership to the program is governed by these rules set by
LSRPL for this program which are subject to change. he payback card at all times remains the
property of LSRPL, which reserves the right at any time in its absolute discretion and without
giving notice to such member to deactivate the payback Membership.

The payback Member must return or destroy his/her payback card without delay whenever
requested by LSRPL and in such circumstances cannot redeem the payback Points, which will
automatically expireA payback Card shall be accepted only at locations identified in the list
provided to the payback Members at www.payback.in. LSRPL can at any time without
intimation to the payback Members add and / or delete payback Partners from such list. The
same shall be updated on www.payback.in. A payback Card shall be accepted only at locations
identified in the list provided to the payback Members at www.payback.in. LSRPL can at any
time without intimation to the payback Members add and / or delete payback Partners from such
list. The same shall be updated on www.payback.in. The payback Card is not meant for travel
agents and would not be eligible for any payback Points. In case it is found that a travel agent has
accrued points by not disclosing his status as travel agent all the payback Points so accrued will
be purged.
 CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION
Table No: 6.1 showing the classification of respondent based on gender

Gender No of respondent Percentage

Male 31 62

Female 19 38

Total 50 100

Source : primary data

INFERENCE

It is found from the above table that about 62% of the respondents were males 38% through
females.

Thus the majority of the respondents that is 62% of the respondents were males.

Chart No 6.1: showing the classification of respondent based on gender

gender

Female
38%

Male
62%
Table No:6.2 showing the classification of respondent based on educational Qualification

Educational Qualification No of respondent Percentage

SSLC 8 16

HSC 12 24

Diploma 2 4

Graduate 20 40

Post graduate 8 16

Total 50 100

Source : primary data

INFERENCE

It is found from the above table that about 16% of the respondents were SSLC 24% through HSC
only 4%of them were diploma 40% through graduate and the 16%of them are post graduate.

Thus the majority of the respondents that is 40% of the respondents were graduates.

chart No:6.2 showing the classification of respondent based on educational Qualification

educational
Qualification

Series1

40%

24%
16% 16%
4%

SSLC HSC Diploma Graduate Post graduate

Table No: 6.3 showing the classification of respondent based on the training program

particulars No of respondent Percentage

Regular 44 88

Occasional 6 12

Total 50 100

Source : primary data

INFERENCE

It is found from the above table that about 88% of the respondents undergone regular training
and development program in Big Bazaar and about 12% respondents have not undergone regular
training and development program in Big Bazaar.

Thus it can be concluded that the majority of the respondents that is 88% of the respondents have
got regular training and development program in Big Bazaar.

chart No: 6.3 showing the classification of respondent based on the training program

Chart Title
Regular occasional

12%

88%
Table No: 6.4 showing the norms and values of company clearly explained

Opinion No of respondent Percentage

Clear 46 92

Vague 4 8

Total 50 100

Source : primary data

INFERENCE

It is found from the above table that about 92% of the respondents got the clear norms and
values of Big Bazaar to the new employees and the 8% of the respondents were not clear the
norms and values of Big Bazaar.

Thus it can be concluded that the majority of the respondents that is 92% of the respondents are
clearly explained the values and norms of Big Bazaar.

chart No: 6.4 showing norms and values of company clearly explained

Chart Title
Series1

92%

8%

Clear vague
Table No: 6.5 showing the employees are given practical fire fighting training

Response No of respondent Percentage

Strongly agree 17 34

Agree 30 60

Disagree 2 4

Strongly disagree 1 2

Total 50 100

Source : primary data

INFERENCE

From the above table shows that 60% of the respondents agreed they getting practical fire
fighting training and 34% are strongly agree ,4% of them disagreed and the 2% of them are
strongly disagree that they getting practical fire fighting training.

Chart No: 6.5 showing the employees are given practical fire fighting training

Chart Title
Series1

60%

34%

4% 2%

Strongly agree Agree Disagree Strongly disagree

Table No: 6.6 showing the employees are given practical fire fighting training

response No of respondent Percentage

Strongly agree 13 26

Agree 35 70

Disagree 2 4

Strongly disagree 0 0

Total 50 100

Source : primary data

INFERENCE

From the above table it is revealed that 70% respondents agreed by attending training their
promotion opportunities increase and the 26% strongly agreed it only 4% of them disagreed it.

Hence it inferred that by attending training their promotional opportunities increase.

Chart No: 6.6 showing the employees are given practical fire fighting training

Chart Title
Series1

70%

26%

4%
0

Strongly agree Agree Disagree Strongly disagree

Table No: 6.7 showing to provide training adequate resources are available

Response No of respondent Percentage

Strongly agree 10 20

Agree 39 78

Disagree 1 2

Strongly disagree 0 0

Total 50 100

Source : primary data

INFERENCE

From the above table shows that 78% respondents agreed they getting adequate resources, 20%
strongly agreed it only 2% of them disagreed it.

Hence it inferred that they getting adequate resources.

Chart No: 6.7 showing to provide training adequate resources are available

Chart Title
Series1

78%

20%

2% 0

Strongly agree Agree Disagree Strongly disagree

Table No: 6.8 showing Whether training helps to improve in quality of production

Response No of respondent Percentage

Strongly agree 14 28

Agree 34 68

Disagree 1 2

Strongly disagree 1 2

Total 50 100

Source : primary data

INFERENCE

From the above table it is clearly understood that 68% respondents agreed training helps to
improve in quality of production 28% strongly agreed it only 2% of them disagreed and
strongly disagreed it.

Hence it can be inferred that training helps to improve in quality of production.

Chart No: 6.8 showing Whether training helps to improve in quality of production

Chart Title
Series1

68%

28%

2% 2%

Strongly agree Agree Disagree Strongly disagree

Table No: 6.9 showing training helps to cope up with the changing environment

response No of respondent Percentage

Strongly agree 9 18

Agree 30 60

Disagree 10 20

Strongly disagree 1 2

total 50 100

Source : primary data

INFERENCE

From the above table it is clearly understood that 60% respondents agreed training helps to them
to cope up with changing environment and 18% strongly agreed it 20%of them disagreed
training helps to them to cope up with changing environment and 2% of them strongly disagreed
it.

Hence it can be inferred that training helps to cope up with the changing environment

Chart No: 6.9showing training helps to cope up with the changing environment.

Chart Title
Series1

60%

18% 20%
2%
Strongly agree Agree Disagree Strongly
disagree
 Table No: 6.10 showing training program helps in accomplishing ones need and
expectations

Response No of respondent Percentage

Strongly agree 18 36

Agree 29 58

Disagree 2 4

Strongly disagree 1 2

Total 50 100

Source : primary data

INFERENCE

From the above table shows that58% of respondents agree training program helps in
accomplishing ones need and expectations 36% of respondents strongly agreed it and4% of
disagree it and only 2% of respondents strongly disagree it

Hence it can be inferred that training program helps in accomplishing ones need and
expectations

Chart No: 6.10 showing training program helps in accomplishing ones need and expectations

Chart Title
Series1

58%

36%

4% 2%

Strongly agree Agree Disagree Strongly

disagree
Table No: 6.11 showing training helps to build up interpersonal relationship between superior
and subordinate

Response No of respondent Percentage

Strongly agree 16 32

Agree 28 56

Disagree 4 8

Strongly disagree 2 4

Total 50 100

Source : primary data

INFERENCE

The above table shows that 56% of respondent agreed that the training program helping them to
build up interpersonal relationship between superior and subordinate and 32% of them strongly
agreed in it and 8%of disagreed and 4% of the respondent strongly disagreed it.

Hence training helps to build up interpersonal relationship between superior and subordinate.

Chart No: 6.11 showing training helps to build up interpersonal relationship between superior
and subordinate

Chart Title
Series1

56%
32%
8% 4%
Strongly agree Agree Disagree Strongly disagree
Table No: 6.12 showing employees in the organization participate in determines their needs

Response No of respondent Percentage

Yes 42 84

No 8 16

Total 50 100

Source : primary data

INFERENCE

The above table shows that 84% of respondent are participate in determines their needs in the
organization and 16% of them are not participate in determines their needs in the organization

Hence it can be clear that the showing Employees in the organization participate in determines
their needs.

Chart No: 6.12 showing Employees in the organization participate in determines their needs

Chart Title
Yes no

16%

84%
 Table No: 6.13 showing methods of participating in determining their need

Response No of respondent Percentage

Opinion survey 20 40

Training need analysis 30 60

Total 50 100

Source : primary data

INFERENCE

From the above table it is clearly revealed that 60% of respondents participate in training need
analysis and 40% of respondents participate in opinion survey.

Hence it can be inferred that training need analysis is the commonly used method for
determining training need.

Chart No: 6.13 showing methods of participating in determining their need

Chart Title
Opinion survey Training need anaysis

40%

60%
Table No: 6.14 showing Employees are given first aid and rescue operation

Response No of respondent Percentage

Yes 43 86

No 7 14

Total 50 100

Source : primary data

INFERENCE

The above table shows that 86% of respondent are getting first aid and rescue operation training
and 14% of them are not getting first aid and rescue operation

Hence it can be clear that the Employees in the organization are given first aid and rescue
operation.

Chart No: 6.14 showing . Employees are given first aid and rescue operation.

Chart Title
Series1

86%

14%

Yes no
Table No: 6.15 showing the feedback system after the training

Response No of respondent Percentage

Yes 47 94

No 3 6

Total 50 100

Source : primary data

INFERENCE

The above table shows that 94% of respondent are have structured feedback system after the
training and 6% of them are not having a structured feedback system after the training

Hence it can be clear that the of respondent are have structured feedback system after the
training .

Chart No: 6.15 showing the feedback system after the training.

Chart Title
Series1

94%

6%

Yes no
Table No: 6.16 showing reaction for the training program

Response No of respondent Percentage

Positive 49 98

Negative 1 2

Total 50 100

Source : primary data

INFERENCE

The above table shows that 98% of respondent are positively reacted to training and 2% of
them are negatively reacted to training

Hence it can be clear that the respondent are positively reacted to training .

Chart No: 6.16 showing reaction for the training program.

Chart Title
Series1

98%

2%

Positive negative
Table No: 6.17 showing performance before getting training

Response No of respondent Percentage

Very good 8 16

Good 16 32

Average 8 16

Poor 18 36

Total 50 100

Source : primary data

INFERENCE

From the above table it is clearly understood that performance before training was poor , 36% of
respondents responded that their performance before training was poor and 16% of respondents
were say that their performance is average.

Hence performance before getting training was poor.

Chart No: 6.17 showing performance before getting training

Chart Title
Series1

36%
32%
16% 16%

Very good Good Average poor

Table No: 6.19 showing level of job satisfaction during pre training stage

response No of respondent Percentage

Highly satisfied 20 40

Satisfied 30 60

dissatisfied 0 0

total 50 100

Source : primary data

INFERENCE

The above table shows that 60% of respondent highly satisfied during pre training stage and
40% of them satisfied during pre training stage

Hence the respondents are highly satisfied during pre training stage.

Chart No: 6.19 showing level of job satisfaction during pre training stage.

Chart Title
Series1

60%
40%

0%
Highly satisfied Satisfied dissatisfied
Table No: 6.20 showing performance after training

response No of respondent Percentage

Very good 19 38

Good 25 50

Average 6 12

poor 0 0

total 50 100

Source : primary data

INFERENCE

From the above table it is clearly understood that performance after training was good . 50% of
respondents say that their performance after training was good and 38% of respondents were say
that their performance is very good.

Hence performance after getting training was good.

Chart No: 6.20 showing performance after training.

Chart Title
Very good Good Average poor

0%

12%

38%

50%
Table No: 6.21 showing willingness to attend future training program in your organization

response No of respondent Percentage

Yes 45 90

No 5 10

Total 50 100

Source : primary data

INFERENCE

The above table shows that 90% of respondent are willingness to attend future training program
in organization and 10% of them are not willing to attend future training program in
organization

Hence it can be clear that the of respondent are willingness to attend future training program in
organization .

Chart No: 6.21 showing willingness to attend future training program in your organization.

Chart Title
Series1

90%

10%
Yes no
Table No: 6. 22 showing Whether training is effective

Response No of respondent Percentage

Yes 50 100

no 0 0

total 50 100

Source : primary data

INFERENCE

The above table shows that 100% of respondent are telling the training program at big bazaar is
effective

Hence it can be clear that the training program at big bazaar is effective.

Chart No: 6. 22 showing Whether training is effective.

Chart Title
Yes no

0%

100%
 CHAPTER-5

FINDINGS, SUGESSIONS
AND CONCLUSION
FINDINGS

There is a regular training program at Big Bazaar

Training programs are mostly conducted by company trainer
Training is given adequate importance to the growth of the employees
Freshers are getting adequate technical training and safety related training
Employee participate in determine their needs
Training helps to improve quality of production
Training helps in self development of the employees to perform better in work place
Organization provides training on the basis of employee performance
Suggestions

More employee development program should be introduced

Supervisor and HR executives should take interest and spend more time with new
staffs during induction training
Opinion survey and training need analysis should be given more importance
A proper performance appraisal system should be adopted .
Give some more importance to practical fire fighting training.
Employees can be given training under the guidance of experts once in every six
months
Employee should involve decision making process
Interpersonal relation is of most importance in every organization and hence the
management should see to it that everybody is benefited equally
Training need of the employee should be regularly evaluated

.
Conclusion

The Big Bazaar a group of future value retail Limited. It is Indias largest retail industry. The
company is reaching out to all the section of the society as it is creating a hyper market where
not only the rich people shop but also the middle and the lower class customer come to enjoy the
whole shopping experience. The human resources are the most important resources in an
organization. The study shows that the employees in the organization are aware of the training
procedure. With the help of study the training programs of Big Bazaar were evaluated and it was
found that training and development program at Big Bazaar is effective because the employees
rated that their performance after training has increased and training leads to self development
and training has helped them in achieving their organizational goals.

The success of organization depends up on the efficiency of training programs .

BIBLIOGRAPHY
BIBLIOGRAPHY

Books referred

Human Resource Management GARRY DESSLER &BIJU VARKKEY-11th edition

published by Dorling Kindersley (India) Pvt Ltd, licenses of pearsons education in south Asia.

Website references

www.futuregroup.com

www.bigbazaar.com

www.employees training and development in wikipidia.com

Additional information has been collected by distributing questionnaire to the employees.

ANNEXURE
 ANNEXURE

Questionnaire
Dear sir/madam

I shubha.k.c a student of final year M.B.A have taken up a project on study

effectiveness of training and development program at big bazaar Kasaragod . This research is
purely meant for academic purpose in partial fulfillment of master of business administration .

Hence I solicit your earliest co-operation in this regard for the successful
completion of my project. The opinion expressed by you will be kept strictly confidential.

Name :

Department :

Designation :

Experience :

Gender : Male female

Educational qualification :

SSLC HSC diploma

graduate post graduate

1.Is there any regular training and development program in your organization?

Yes no

2.The norms and values of the company are clearly explained to the new employees during
induction?

Yes no
 Strongly Agree Disagree strongly
agree disagree

3.Employees are given practical fire fighting

training
4. By attending training programme whether
promotion opportunities will increase.
5. To provide training adequate resources are
available
6. Whether training helps to improve in quality of
production
7. Do you agree that training helps to cope up with
the changing environment
8. The training program helps in accomplishing
ones need and expectations
9. The training helps to build up interpersonal
relationship between superior and subordinate

10.. Employees in the organization participate in determines their needs

Yes no

11. How do they participate in determining their need?

Opion survey training analysis

12. Employees are given first aid and rescue operation ?

Yes no

13. There is a structured feedback system after the training ?

Yes no
14. How do you react for the training program?

Positively negatively

15. How was your performance before getting training,

Very good good

average poor

17. How was your level of job satisfaction during pre training stage ?

Highly satisfied satisfied dissatisfied

18.how is your performance after training?

Very good good

average poor

19. Would you like to attend future training program in your organization?

Yes no

20. Whether training is effective or not?

Yes no