Employee satisfaction a study on spar hypermarkets

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Employee Satisfaction: A Study on SPAR
Hypermarkets, Banjara Hills
A PROJECT REPORT
Submitted by
SALMALI DUTTA
IAMEE/10/04
Under the guidance of
Mr. CHAITANYA KRISHNA.V
Deputy manager HR & Admin, SPAR Hypermarkets, Banjara Hills
In partial fulfilment for the award of the degree
Of
POST GRADUATION DIPLOMA IN MANAGEMENT (PGDM)
INSTITUTE OF ADVANCED MANAGEMENT EDUCATION
AND ENTREPRENEURSHIP (IAMEE)
(PGDM Program approved by AICTE, MHRD, and Govt. of India)
Kseerasagar(v), Mulugu(M), Medak(D)
Andhra Pradesh-Pin 5002279

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INSTITUTE OF ADVANCED MANAGEMENT EDUCATION
AND ENTREPRENEURSHIP (IAMEE)
(PGDM Program approved by AICTE)
BONAFIDE CERTIFICATE
Certified that this project report
“Employee Satisfaction: A Study on SPAR
Hypermarkets”
Is the bonafide work of “SALMALI DUTTA”
Who carried out the project work under my supervision
SIGNATURE SIGNATURE
MR. Lakshmaiah Botla Mr. CHAITANYA KRISHNA.V
FACULTY (IAMEE) Deputy manager HR & Admin
INTERNAL GUIDE CORPORATE GUIDE
SIGNATURE
K. BHARATHI DEVI
DIRECTOR

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DECLARATION
I the under signed, hereby declare that the project work written and submitted
was based on the data collected by me and the information given in this report
has not been copied from any other previous report submitted to any other
university or college in the area of HR in
“Employee Satisfaction: A Study on SPAR Hypermarkets
Banjara Hills As a PGDM STUDENT OF IAMEE:
“INSTITUTE OF ADVANCED MANAGEMENT EDUCATION
AND ENTREPRENEURSHIP”
It is a live project done by me from the date of 1st
Dec 2011 to 29st
Feb 2012
SALMALI DUTTA
Roll No : IAMEE/10/04
(IAMEE) Hyderabad,
Andhra Pradesh,
Date:

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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 President Prof. Hari Gopal and Director K. Bharathi
Devi for their encouragement and support.
It would have been for me to find words to express our gratitude to IAMEE
Faculty Mr Lakshmaiah Botla for his encouragement in completing this
project.
We feel a deep some of gratitude to all those connected to this project.

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INDEX
SL
NO
CONTENTS PAGE
NO
1 CHAPTER 1- INTRODUCTION ABOUT THE PROJECT
International and national scenario, scope, objective and,
methodology and limitations
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2 CHAPTER 2-COMPANY PROFILE
Introduction about industry and company, organizational structure,
people connected with study, functions of each persons, title of study,
Review of literature and theoretical knowledge.
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3 CHAPTER 3-DATA COLLECTION, ANALYSIS AND
INTERPRETATION
Tabulation , analysis and interpretation
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4 CHAPTER 4-LEARNINGS
Professional and personal learning
52
5 CHAPTER 5-CONCLUSION
Concluding remarks and suggestions
54
6 CHAPTER 6-APPENDIX 58
7 CHAPTER 7-BIBLIOGRAPHY 62

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EXECUTIVE SUMMERY
Job Satisfaction is the favourableness or un- favourableness with which the
employee views his work. It expresses the amount of agreement between one’s
expectations of the job and the rewards that the jobs provides. Job satisfaction is
a part of life satisfaction. The nature of one’s environment of job is an important
part of life as Job Satisfaction influences one’s general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an
employee. In a narrow sense, these attitudes are related to the job under
condition with such specific factors such as wages. Supervisors of employment,
condition of work, social relation on the job, prompt settlement of grievances
and fair treatment by employer.
However, more comprehensive approach requires that many factors are to be
included before a complete understanding of Job Satisfaction can be obtained.
Such factors as employee’s age, health, temperature, desire and level of
aspiration should be considered. Further his family relation, social status,
recreational outlets, activities in the organisation etc. Contribute ultimately to job
satisfaction.

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Chapter : I
Introduction about the
Project

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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 :
In today’s dynamic and shaky business world, the retail industry is constantly upgrading itself.
With an endless array of customer choices, fierce competitors, pervasive use of the internet,
and a complex global economy, retailers need to focus on finding ways to sustain and grow
their businesses. Traditional growth models that focused on rolling out more stores and adding
more product lines, no longer enjoy the return on investment they once did. Successful
retailers are those who are able to adapt and change to the environment and develop new ways
of serving customers, respecting the dynamics of current trends and adapting accordingly.
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.

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The retail industry in India is hailed as a sunrise sector, and is estimated to double in value
from US$ 330 billion in 2007 to $640 billion by 2015. In fact, India has topped AT Kearney's
annual Global Retail Development Index (GRDI) for the third year in a row as the most
attractive market for retail investment.
The bad news is, despite the fact that India has one of the largest number of retail outlets in
the World, organized retail accounts for only 4% of the total market. This makes it especially
difficult to apply sophisticated merchandising and sales tools, enhance consumer interaction
and also, make very accurate analysis. That said, analysts believe the sector is likely to show
significant growth of over 9 % p.a over the next 10 years and also see rapid development in
organized retail formats, with the proportion likely to reach a more respectable 25% by 2018.
Growth Potential
The key growth areas include the urban, luxury segment on one end of the spectrum and
serving the rural sector on the other. In addition, government policy encouraging FDI in the
segment has resulted in a plethora of international retailers keen on entering the market;
American retail giant Wal-Mart has tied-up with Bharti Enterprises and global coffee giant
Starbucks' has tied up with PVR Limited. In addition, Carrefour, Boots and others are also
expected to come in.
With so much action, it is natural that there is a huge scope for employment opportunities,
and experts estimate that the sector will generate employment for ~ 2.5 million people in
2010. The top retail companies in India include the Raheja Group, Reliance Retail, Tata
Trent, Future Group, RPG Retail, and Ebony Retail Holdings.
Future Prospects
There are many opportunities for those seeking to enter this sector, and entry level positions
such as sales executives don’t even require a degree. Naturally, the higher order jobs for
graduates with relevant degrees and work experience, involve more responsibility, challenges
and remuneration. MBAs are increasingly being recruited, which marks a change of HR
policy, from the traditional preference to hire those from the FMCG and hospitality sectors.
In fact, senior executives in retail such as operations heads are extremely well looked after,
and HR consultants believe they are paid in excess of Rs. 60 lakhs.
The good news for graduates is that since the sector is so young and vibrant, career growth
happens very rapidly, and these positions are very achievable in a compressed time period.
Successful candidates across all levels are those who are dynamic, able to multi-task and are
equipped with great communication skills
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.
 Job satisfaction 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 employee job satisfaction level 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

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Total number of open ended questions :1
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

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sampling frame is developed so that everyone in the target population has known chance of
being sampled.
(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
Dec 2011 to 29th
Feb 2012
(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 ―Questionnaireǁ. 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
Dec 2011 to 29th
Feb 2012
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.

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Introduction about the Industry
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
Company Profile

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SPAR Hypermarkets, Landmark Group
LOGO-
Type Public
Industry Retail
Founded 1932
Headquarters Amsterdam, Netherlands
Products
Grocery Stores, Convenience Stores,
Discount Stores Hypermarkets, and more
Revenue €29.7 billion (2010)
Website
http://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
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LOGO-
Type Public
Industry Retail
Founded 1932
Products
Website
Company Philosophy
Values –
Company slogan-
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LOGO-
Type Public
Industry Retail
Founded 1932
Products
Website
Company Philosophy
Values –
Company slogan-

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SPAR HIERARCHY CHART
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ORGANISATION CHART
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ORGANISATION 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.

24
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.

25
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.

26
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.

27
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 JOB SATISFACTION
Job satisfaction is an important indicator of how employees feel about their job and a

28
predicator of work behaviour such as organisational, citizenship, absenteeism, 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.

29
Chapter : III
Data collection, Analysis
and Interpretation

30
Employee satisfaction survey of SPAR staff
1.Recruitment sources
Recruitment sources Respondant Percentage(%)
Referrence 41 82
EEGM 3 6
Paper Advertisement 1 2
Recruitment company 1 2
Unsolicited resume and application 2 4
Project internship 1 2
Dr. Reddy Foundation 1 2
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
6%
2%
Recruitment process
Referrence
Recruitment company
Dr. Reddy Foundation
30
Referrence 41 82
EEGM 3 6
each.
82%
2%
2%
4% 2% 2%
Recruitment process
EEGM Paper Advertisement
Recruitment company Walk-In Project internship
Dr. Reddy Foundation
30
Referrence 41 82
EEGM 3 6
each.
Paper Advertisement
Project internship

31
2. Duration of Work at SPAR Hypermarkets
Duration of Work at SPAR Hypermarkets Respondent Percentage
1Months-6Months 12 24
6Months-1 Year 35 70
2Years -2years 6months 2 4
2 years 6months- 3years 1 2
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.
70%
4%
31
24%
4%
2%
Work Experience
1Months-6Months
6Months-1 Year
2Years -2years 6months
2 years 6months- 3years
31
1Months-6Months
6Months-1 Year
2Years -2years 6months
2 years 6months- 3years

32
3.Non-Monetary Benefits
Non Monetary Benefits Respondants Percentage(%)
Highly Satisfied 9 18
Satisfied 3 6
Not availed the benefits 36 72
Dissatisfied 2 4
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.
Non Monetery Benefits
Highly Satisfied
32
Satisfied 3 6
Dissatisfied 2 4
18% 6%
72%
4%
Non Monetery Benefits
Highly Satisfied Satisfied Not availed the benefits Dissatisfied
32
Satisfied 3 6
Dissatisfied 2 4
Dissatisfied

33
4. General Amenities Availability
a) Canteen/ Chill out Zone
Canteen Respondant Percentage(%)
Satisfied 30 60
Neither satisfied nor dissatisfied 1 2
Dissatisfied 4 8
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.
Neither satisfied
nor dissatisfied
2%
Canteen/ Chill out Zone
33
Satisfied 30 60
Dissatisfied 4 8
Highly Satisfied
30%
Satisfied
60%
Neither satisfied
nor dissatisfied
2%
Dissatisfied
8%
Canteen/ Chill out Zone
33
Satisfied 30 60
Dissatisfied 4 8

34
b) Toilets
Toilets Respondant Percentage(%)
Satisfied 28 56
Dissatisfied 1 2
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.
Highly Satisfied Satisfied
34
b) Toilets
Satisfied 28 56
Dissatisfied 1 2
38%
56%
4% 2%
Toilets
Satisfied Neither satisfied nor dissatisfied Dissatisfied
34
b) Toilets
Satisfied 28 56
Dissatisfied 1 2
Dissatisfied

35
c) Drinking water
Drinking water Respondant Percentage(%)
Satisfied 31 62
Dissatisfied 3 6
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.
Satisfied
62%
Dissatisfied
6%
35
c) Drinking water
Satisfied 31 62
Dissatisfied 3 6
Highly Satisfied
32%
Satisfied
62%
Dissatisfied
6%
Drinking water
35
c) Drinking water
Satisfied 31 62
Dissatisfied 3 6

36
d) Lockers
Lockers Respondant Percentage(%)
Satisfied 30 60
Dissatisfied 6 12
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.
Highly Satisfied
36
d) Lockers
Satisfied 30 60
Dissatisfied 6 12
cleaned regularly.
20%
60%
8%
12%
Lockers
Satisfied Neither satisfied nor dissatisfied
36
d) Lockers
Satisfied 30 60
Dissatisfied 6 12
cleaned regularly.
Dissatisfied

37
e) Shoe Polish Machine
Shoe Polish Machine Respondant Percentage
Satisfied 11 22
Dissatisfied 19 38
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.
Dissatisfied
38%
37
Satisfied 11 22
Dissatisfied 19 38
Highly Satisfied
20%
Satisfied
22%
Neither satisfied
nor dissatisfied
20%
Dissatisfied
38%
37
Satisfied 11 22
Dissatisfied 19 38
Satisfied
22%

38
5. Co-operation of co-workers
Co-operation of co-workers Respondant Percentage(%)
Satisfied 34 68
Dissatisfied 1 2
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.
Co-opration of co-workers
38
Satisfied 34 68
Dissatisfied 1 2
Highly Satisfied
30%
Satisfied
68%
Dissatisfied
2%
Co-opration of co-workers
38
Satisfied 34 68
Dissatisfied 1 2

39
6. Co-operation from Supervisors
Co-operation of Supervisors Respondant Percentage(%)
Satisfied 36 72
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.
0
5
10
15
20
25
30
35
40
Highly Satisfied Satisfied
AxisTitle
Co-operation from Supervisors
Respondant

40
7. Salary satisfaction
Salary satisfaction Respondant Percentage(%)
Satisfied 18 36
Dissatisfied 24 48
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.
Dissatisfied
48%
40
Satisfied 18 36
Dissatisfied 24 48
Highly Satisfied
6%
Satisfied
36%
Neither satisfied nor
dissatisfied
10%
Dissatisfied
48%
Salary satisfaction
40
Satisfied 18 36
Dissatisfied 24 48
Highly Satisfied
6%
dissatisfied
10%

41
8. Satisfaction about shifts
Satisfaction about shifts Respondant Percentage(%)
Satisfied 36 72
Dissatisfied 8 16
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.
Satisfaction about shifts
41
Satisfied 36 72
Dissatisfied 8 16
16% dissatisfied.
Highly Satisfied
12%
Satisfied
72%
Dissatisfied
16%
Satisfaction about shifts
41
Satisfied 36 72
Dissatisfied 8 16
16% dissatisfied.
Highly Satisfied
12%

42
9. Satisfaction about amount of work/working hours
Satisfaction about amount of work/working hours Respondant Percentage(%)
Satisfied 18 36
Dissatisfied 20 40
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.
Neither satisfied
nor dissatisfied
6%
Satisfaction about amount of work/working
hours
42
Satisfied 18 36
Dissatisfied 20 40
dissatisfied.
Highly Satisfied
18%
Satisfied
36%
Neither satisfied
nor dissatisfied
6%
Dissatisfied
40%
hours
42
Satisfied 18 36
Dissatisfied 20 40
dissatisfied.
Highly Satisfied
18%
hours

43
10. Recreational activities by Organisation
Recreational activities by organisation Respondant Percentage(%)
Satisfied 25 50
Dissatisfied 9 18
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.
dissatisfied
10%
Dissatisfied
18%
Recreational activities by organisation
43
Satisfied 25 50
Dissatisfied 9 18
Highly Satisfied
22%
Satisfied
50%
Dissatisfied
18%
43
Satisfied 25 50
Dissatisfied 9 18
Highly Satisfied
22%

44
11.Opportunity for developing skills and talent
Opportunity for developing skills and talent Respondant Percentage(%)
Satisfied 30 60
Dissatisfied 10 20
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.
Opportunity for developing skills and talent
44
Satisfied 30 60
Dissatisfied 10 20
20%
60%
20%
Highly Satisfied Satisfied Dissatisfied
44
Satisfied 30 60
Dissatisfied 10 20

45
12. Reward system satisfaction
Reward system satisfaction Respondant Percentage(%)
Satisfied 22 44
Dissatisfied 3 6
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
Neither satisfied
nor dissatisfied
22%
Dissatisfied
6%
Reward system satisfaction
45
Satisfied 22 44
Dissatisfied 3 6
Highly Satisfied
28%
Satisfied
44%
Neither satisfied
nor dissatisfied
22%
Reward system satisfaction
45
Satisfied 22 44
Dissatisfied 3 6

46
13. Helpfulness of classroom /on the job training
Helpfulness of classroom /on the job training Respondant Percentage(%)
Highly Helpful 15 30
Helpful 35 70
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.
30%
70%
Helpfulness of classroom /on the job training
Highly Helpful Helpful

47
14. Job related stress/ pressure
Job related stress/pressure Respondant Percentage(%)
No Stress 39 78
Tolerable 1 2
Stressful 10 20
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.
No Stress
78%
tolerable
2%
Stressful
20%
Job related stress/pressure

48
15. Work life balance
Work life balance Respondant Percentage(%)
No time for family/friends 30 60
Sufficient time 20 40
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.
Sufficient time
40%
48
No time for
family/friends
60%
Sufficient time
40%
Work life balance
48

49
16. Authority/ Empowerment given to take decisions
Authority/Empowerment given to take decisions Respondant Percentage(%)
No Authority 32 64
Full Authority 9 18
Can take decisions but need to inform supervisors 9 18
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.
18%
18%
Authority/Empowerment given to take decisions
49
No Authority 32 64
Full Authority 9 18
64%
No Authority
Full Authority
Can take decisions but need to
inform supervisors
49
No Authority 32 64
Full Authority 9 18
No Authority
Full Authority
Can take decisions but need to
inform supervisors

50
17. Expectation before joining SPAR met after joining the Organisation
Are the Expectations before joining SPAR met after joining Respondant Percentage(%)
Yes 40 80
No 10 20
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.
Yes
80%
No
20%
Are the Expectations before joining SPAR met
after joining

51
18. Employee willingness to continue working with SPAR
Employee willingness to continue Respondant Percentage(%)
Yes 30 60
No 10 20
Not yet decided 10 20
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.
No
20%
Not yet decided
20%
Employee willingness to continue
51
Yes 30 60
No 10 20
Yes
60%
No
20%
Not yet decided
20%
Employee willingness to continue
51
Yes 30 60
No 10 20

53
LEARNINGS
PERSONAL LEARNING
 To be patient while listening to the others (customers) complaints and suggestions.
 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.

55
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
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

56
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
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.

57
SUGGESTIONS AND RECOMENDATIONS
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, there should be
increment in compensation every year for the employees.
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.

59
EMPLOYEE NAME : DATE:
EMPLOYEE ID:
DEPARTMENT:
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
5
General amenities
availability
a)Canteen 1 2 3 4 5
b)toilets 1 2 3 4 5
c)Drinking water 1 2 3 4 5

60
d)locker 1 2 3 4 5
e) Shoe polish machine 1 2 3 4 5
6
Co-operation of co-
workers 1 2 3 4 5
7
Co-operation of
supervisors 1 2 3 4 5
8
Satisfaction with top
management 1 2 3 4 5
9
satisfaction regarding
nature of job 1 2 3 4 5
10 Salary satisfaction 1 2 3 4 5
11
Satisfaction about
shifts 1 2 3 4 5
12
Satisfaction about
amount of work /
working hours 1 2 3 4 5
13
recreation 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
17
Are you satisfied by
the REWARD system 1 2 3 4 5
18 Is the classroom/On the job training helpful
Not
helpful Helpful
Highly
helpful
19 Job pressure/stress No stress Tolerable
High
Stress
20 Work life balance No time for family
sufficeint
time
21 Authority /Empowerment given to take No Full can take

61
decisions Authority Authority 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
joining met those after joining SPAR YES NO
25 Employee willingness to continue YES NO
Not
decided
yet
REMARKS By Employee
SIGNATURE:

63
SEARCH ENGINE
www.google.com
Website:
www.wikipedia.com
Reference Books:
Human Resource Management by Snell and Bohlander, 7th
Edition
Strategic Human Resource Management by Jeffrey A. Mello, 5th
Edition

Employee satisfaction a study on spar hypermarkets

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