THE ROLE OF HRM PRACTICES IN ORGANIZED RETAILING A STUDY OF SELECT RETAILERS IN BANGALORE CITY

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, IT & MANAGEMENT

CONTENTS

CONTENTS

CONTENTS

CONTENTS

Sr.

No.

TITLE & NAME OF THE AUTHOR (S)

Page No.

1. HIGH PERFORMANCE ORGANIZATION AND ORGANIZATIONAL EFFECTIVENESS IN BAPPEDA (DEVELOPMENT AND PLANNING BOARD), ACEH- INDONESIA

FIFI YUSMITA & DR. VIMALASANJEEVKUMAR

1

2. SOCIAL ENTREPRENEURS IN BANGLADESH

DEWAN MAHBOOB HOSSAIN & MOINUL HOSSAIN

7 3. IMPACT OF WORKING CAPITAL MANAGEMENT ON FIRM’S PERFORMANCE: EVIDENCES FROM LISTED COMPANIES OF INDIA

DR. AVANISH KUMAR SHUKLA

13 4. ENGLISH TEACHERS’ EMOTIONAL INTELLIGENCE AND ITS IMPACT ON THEIR ORGANIZATIONAL CITIZENSHIP BEHAVIOUR IN SRI LANKAN

SCHOOLS

U.W.M.R. SAMPATH KAPPAGODA

18

5. A QUALITATIVE INQUIRY OF LEADERSHIP PRACTICES AND ITS BEHAVIORAL AND PSYCHOLOGICAL OUTCOMES

MADIHAREHMANFAROOQUI

23 6. LINKING ORGANIZATIONAL CULTURE, STRUCTURE, AND ORGANIZATIONAL EFFECTIVENESS

FAKHRADDIN MAROOFI, AFSHINGHASEMI & SAMIRA DHGHANI

29 7. SWOT ANALYSIS: AN INSTRUMENT FOR STRATEGIC PLANNING – A CASE STUDY

GOMATESH M. RAVANAVAR & DR. POORNIMA M. CHARANTIMATH

35 8. THE ROLE OF HRM PRACTICES IN ORGANIZED RETAILING A STUDY OF SELECT RETAILERS IN BANGALORE CITY

LAKSHMI NARAYANA.K, DR. P. PARAMASHIVAIAH & DR. SREENIVAS. D. L

41 9. WATER CRISIS AT COAL CAPITAL OF INDIA: A PRAGMATIC STUDY OF ROOT CAUSES, IMPACT AND SOLUTION OF WATER CRISIS IN REGIONS

OF WORKING COAL MINES OF BHARAT COKING COAL LIMITED DHANBAD

ABHINAV KUMAR SHRIVASTAVA & DR. N. C. PAHARIYA

46

10. PORTFOLIO MANAGEMENT OF INDIAN MUTUAL FUNDS: A STUDY ON DIVERSIFIED EQUITY FUNDS PERFORMANCE

E. UMA REDDY & C. MADHUSUDANA REDDY

50 11. A STUDY OF DIFFERENCES IN PERCEPTION OF EMPLOYEES ABOUT THE HRD CLIMATE PREVAILS IN THE ENGINEERING INSTITUTE ON THE

BASIS OF AGE GROUP

MUKESH KUMAR PARASHAR & DR. MURLIDHAR PANGA

54

12. INSTITUTIONAL FINANCING OF AGRICULTURE IN INDIA WITH SPECIAL REFERENCE TO COMMERCIAL BANKS: PROBLEMS FACED BY FARMERS – AN EMPIRICAL STUDY

DR. KEWAL KUMAR & ATUL GAMBHIR

58

13. MULTIPLE FACETS OF ORGAN TRANSPLANTATION IN A TERTIARY CARE HOSPITAL MANAGEMENT, INDIA

DR. PRAKASH.K.N, DR. CYNTHIA MENEZES, DR. ANNAPURNA RAMESH & S. HARISH BABU

61 14. FDI, TRADE, AND ECONOMIC GROWTH IN SINGAPORE--EVIDENCE FROM TIME-SERIES CAUSALITY ANALYSES

DR. G. JAYACHANDRAN

66 15. AN EVALUATION OF MICRO CREDIT IMPACT ON RURAL POOR WOMEN – A CASE STUDY IN BELLARY DISTRICT, KARNATAKA

K. S. PRAKASHA RAO

77 16. APPRECIATION AND APPREHENSIONS OF INDIAN CORPORATE SECTOR ABOUT CORPORATE SOCIAL RESPONSIBILITY

DR. B. M. HARSHAVARDHAN, DR. A. PRASAD & A V LAL

84 17. SOCIAL MEDIA MARKETING: THE NEXT FRONTIER (AN EXPLORATORY STUDY ON SOCIAL MEDIA MARKETING PROSPECTIVE WITH

REFERENCE TO PUNE CITY)

GUNJN SINGH

92

18. ROLE OF INFORMATION TECHNOLOGY IN AGRICULTURE AND AGRO-BASED INDUSTRIES

DR. B. RAMACHNADRA REDDY, E. LAVANYA & P. HUSSAIN BASHA

97 19. ADVENTURE TOURISM POTENTIAL: A STUDY OF KASHMIR

FARHAT BANO BEG & DR. ASHOK AIMA

99 20. INVENTORY MODEL IN A FUZZY ENVIRONMENT WITH ITS ASSOCIATED COSTS IN EXPONENTIAL MEMBERSHIP FUNCTIONS

K. PUNNIAKRISHNAN & K. KADAMBAVANAM

102 21. EMPLOYEES PERSPECTIVE VIEW TOWARDS PERFORMANCE APPRAISAL AND TRAINING PROGRAMMES PRACTICED IN SUGAR INDUSTRIES

IN ERODE DISTRICT

M. SELVI SRIDEVI & DR. L. MANIVANNAN

107

22. INTEREST IN MANAGEMENT EDUCATION: THE CURRENT TREND AND ITS IMPLICATIONS

VIJENDRA KUMAR S. K. & ANCY MATHEW

116 23. IMPACT OF CORPORATE GOVERNANCE PRACTICES ON THE FIRM PERFORMANCE: AN EMPIRICAL EVIDENCE OF THE SMALL AND MEDIUM

ENTERPRISES IN INDIA

PARTHA SARATHI PATTNAYAK & DR. PRIYA RANJAN DASH

119

24. A REVIEW OF HUMAN ERROR IN MAINTENANCE AND SAFETY

ROSHAN KURUVILA

124 25. SEARCH-EXPERIENCE FRAMEWORK: A CASE OF MOVIE INDUSTRY

T. SAI VIJAY & TANUSHREE GOSWAMI

127 26. GENDER EQUALITY AND INCLUSIVE GROWTH: IN CASE OF PUNJAB

DR. SANGEETA NAGAICH & PREETI SHARMA

132 27. ESTIMATION OF POPULATION MEAN USING RANKED SET SAMPLING

DR. SUNIL KUMAR, DR. SANDEEP BHOUGAL & RAHUL KUMAR SHARMA & DR. KULDIP RAJ

139 28. A GOAL PROGRAMMING FORMULATION IN NUTRIENT MANAGEMENT OF FERTILIZERS USED FOR RUBBER PLANTATION IN TRIPURA

NABENDU SEN & MANISH NANDI

142 29. A STUDY ON THE FACTORS INFLUENCING INDIVIDUAL INVESTOR BEHAVIOR IN IT SECTOR

SINDU KOPPA & SHALINI .P

145 30. RELIGION, LAW & THE ROLE OF STATE

NITUJA KUMARI & MOHD YASIN WANI

150

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CHIEF PATRON

CHIEF PATRON

CHIEF PATRON

CHIEF PATRON

PROF. K. K. AGGARWAL

Chancellor, Lingaya’s University, Delhi

Founder Vice-Chancellor, Guru Gobind Singh Indraprastha University, Delhi

Ex. Pro Vice-Chancellor, Guru Jambheshwar University, Hisar

FOUNDER

FOUNDER

FOUNDER

FOUNDER PATRON

PATRON

PATRON

PATRON

LATE SH. RAM BHAJAN AGGARWAL

Former State Minister for Home & Tourism, Government of Haryana

Former Vice-President, Dadri Education Society, Charkhi Dadri

Former President, Chinar Syntex Ltd. (Textile Mills), Bhiwani

CO

CO

CO

CO----ORDINATOR

ORDINATOR

ORDINATOR

ORDINATOR

AMITA

Faculty, Government M. S., Mohali

ADVISORS

ADVISORS

ADVISORS

ADVISORS

DR. PRIYA RANJAN TRIVEDI

Chancellor, The Global Open University, Nagaland

PROF. M. S. SENAM RAJU

Director A. C. D., School of Management Studies, I.G.N.O.U., New Delhi

PROF. M. N. SHARMA

Chairman, M.B.A., Haryana College of Technology & Management, Kaithal

PROF. S. L. MAHANDRU

Principal (Retd.), Maharaja Agrasen College, Jagadhri

EDITOR

EDITOR

EDITOR

EDITOR

PROF. R. K. SHARMA

Professor, Bharti Vidyapeeth University Institute of Management & Research, New Delhi

CO

CO

CO

CO----EDITOR

EDITOR

EDITOR

EDITOR

DR. BHAVET

Faculty, M. M. Institute of Management, Maharishi Markandeshwar University, Mullana, Ambala, Haryana

EDITORIAL ADVISORY BOARD

EDITORIAL ADVISORY BOARD

EDITORIAL ADVISORY BOARD

EDITORIAL ADVISORY BOARD

DR. RAJESH MODI

Faculty, Yanbu Industrial College, Kingdom of Saudi Arabia

PROF. SANJIV MITTAL

University School of Management Studies, Guru Gobind Singh I. P. University, Delhi

PROF. ANIL K. SAINI

Chairperson (CRC), Guru Gobind Singh I. P. University, Delhi

DR. SAMBHAVNA

Faculty, I.I.T.M., Delhi

DR. MOHENDER KUMAR GUPTA

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, IT & MANAGEMENT

DR. SHIVAKUMAR DEENE

Asst. Professor, Dept. of Commerce, School of Business Studies, Central University of Karnataka, Gulbarga

MOHITA

Faculty, Yamuna Institute of Engineering & Technology, Village Gadholi, P. O. Gadhola, Yamunanagar

ASSOCIATE EDITORS

ASSOCIATE EDITORS

ASSOCIATE EDITORS

ASSOCIATE EDITORS

PROF. NAWAB ALI KHAN

Department of Commerce, Aligarh Muslim University, Aligarh, U.P.

PROF. ABHAY BANSAL

Head, Department of Information Technology, Amity School of Engineering & Technology, Amity University, Noida

PROF. A. SURYANARAYANA

Department of Business Management, Osmania University, Hyderabad

DR. SAMBHAV GARG

Faculty, M. M. Institute of Management, Maharishi Markandeshwar University, Mullana, Ambala, Haryana

PROF. V. SELVAM

SSL, VIT University, Vellore

DR. PARDEEP AHLAWAT

Associate Professor, Institute of Management Studies & Research, Maharshi Dayanand University, Rohtak

DR. S. TABASSUM SULTANA

Associate Professor, Department of Business Management, Matrusri Institute of P.G. Studies, Hyderabad

SURJEET SINGH

Asst. Professor, Department of Computer Science, G. M. N. (P.G.) College, Ambala Cantt.

TECHNICAL ADVISOR

TECHNICAL ADVISOR

TECHNICAL ADVISOR

TECHNICAL ADVISOR

AMITA

Faculty, Government H. S., Mohali

MOHITA

Faculty, Yamuna Institute of Engineering & Technology, Village Gadholi, P. O. Gadhola, Yamunanagar

FINANCIAL ADVISORS

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DICKIN GOYAL

Advocate & Tax Adviser, Panchkula

NEENA

Investment Consultant, Chambaghat, Solan, Himachal Pradesh

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JITENDER S. CHAHAL

Advocate, Punjab & Haryana High Court, Chandigarh U.T.

CHANDER BHUSHAN SHARMA

Advocate & Consultant, District Courts, Yamunanagar at Jagadhri

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, IT & MANAGEMENT

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REVIEW OF LITERATURE

NEED/IMPORTANCE OF THE STUDY

STATEMENT OF THE PROBLEM

OBJECTIVES

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RESULTS & DISCUSSION

FINDINGS

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THE ROLE OF HRM PRACTICES IN ORGANIZED RETAILING A STUDY OF SELECT RETAILERS IN BANGALORE

CITY

LAKSHMI NARAYANA.K

ASST. PROFESSOR

DEPARTMENT OF MANAGEMENT STUDIES

K.S.SCHOOL OF ENGINEERING & MANAGEMENT (KSGI)

VISVESVARAYA TECHNOLOGICAL UNIVERSITY

BANGALORE

DR. P. PARAMASHIVAIAH

PROFESSOR & CHAIRMAN

DOS IN COMMERCE & RESEARCH

TUMKUR UNIVERSITY

TUMKUR

DR. SREENIVAS. D. L

DEAN & PROFESSOR

DEPARTMENT OF MBA

K.S. GROUP OF INSTITUTIONS

VISVESVARAYA TECHNOLOGICAL UNIVERSITY

BANGALORE

ABSTRACT

Retailing displayed its significance in India’s market with tremendous contribution to the Indian economy. The development in the organized retail sector has showed the perfect platform to the Indian companies to enter into this sector. The entry of global players in retailing business has created huge challenges to the Indian companies. The organized retailer’s in order to respond to the competition, started to realize the need for efficient man power. The Human Resource practices and the employee satisfaction became the primary concern for the organized retailers. The present study will provide a clear picture on the issues related to the HR practices and its impact on employees. The study will also focus on the various problems and challenges faced by the HR department in procuring and retaining the employees of organized retailing companies.

KEYWORDS

Attrition, GDP, HRM, special tellers.

1. INTRODUCTION

uman resource management (HRM) practices are most effective when matched with strategic goals of organizations. HRM’s role in the company’s success is growing rapidly with the growth in many sectors in the present globalized era. HRM is a vital function in organizations and becoming more important than ever. The HRM practices are crucial in designing the structure for man power, staffing, performance appraisal, compensation, and training and development. HRM practices are a primary means for defining, communicating and rewarding desired role behaviors and desired role behaviors are a function of organizational characteristics. Innovative HRM practices can play a crucial role in changing the attitude of the companies and its employees in order to facilitate the entry and growth in the markets. The HRM practices in service sector especially in the area of retailing have found significant importance in the present scenario. The retailing is one of the service sectors where the need of qualitative human resources is highly expected.

Retailing is an important element of business around the globe. Retailing consists of all activities that result in the offering for sale of merchandise to consumers for their own use. Retailing is the final step in bringing goods to consumer. They sell both goods and services. Retailing is the process of “Sale of goods or merchandise, from a fixed location such as a departmental store or kiosk, in small or individual lots for direct consumption by the purchaser.

Retailing may include services, such as product delivery. Buyers may be individuals or businesses; a retailer buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells in smaller quantities or lots to the end –users or consumers. Retailers are the end links of the supply chain as an important part of manufacturing/marketer overall distribution strategy.

1.1

OVERVIEW OF INDIAN RETAIL INDUSTRY

Retailing is one of the pillars of economy because of its 13% contribution to GDP. Though the Indian retail sector is dominated by unorganized sector with 90% share, it is providing immense opportunities for large scale retailers to set-up their operations. The organized retailing sector is steadily increasing with the entry and operations of departmental stores, hyper markets, supermarkets and specialty stores which are replacing the traditional formats dramatically altering the retailing landscape in India. India is the third most attractive retail market for global retailers among the 30 largest emerging markets, according to US consulting group AT Kearney’s report published in June, 2010. The total retail sales in India will grow from US $ 395.96 billion in 2011 to US $ 786.12 billion by 2015, according to the BMI India Retail report from the third quarter of 2011. Robust economic growth, high disposable income with the expansion in middle and upper class consumer because, the report identifies potential in India’s tier-II and tier-III cities as well. The greater availability of personal credit and a growing vehicle population providing improved mobility also contribute to a trend towards annual retail sales growth of 12.2 percent. An increasing number of people in India are turning to the services sector for employment due to the relative low compensation offered by the traditional agriculture and manufacturing sectors. The organized retail market is growing at 35 percent annually while growth of unorganized retail sector is pegged at 6 percent. Though the retailing sector is growing rapidly, some of the constrains are restricting its growth. Apart from the regulations and approval for Foreign Direct Investments (FDIs), the sector is strongly lacking the effective human resource practices. The problems of lack of trained work force, low skill level for retailing management, lack of development programmes to the existing human resources and problems in retaining qualitative manpower are some of the obstacles creating huge challenges to the Indian retail sector. At present, to overcome some of the challenges faced by retail, the companies are investing heavily in training and recruitment of qualitative work force.

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, IT & MANAGEMENT

1.2 REVIEW OF LITERATURE

Some of the selected references relating to the present research papers are given below. These have provided the bases for analyzing the HRM practices in retail sector.

Susan E.Jackson et al. (1992), in their paper titled “HRM Practices in service based organizations: a role theory perspective” focused on the importance of the human resource management practices especially in the service based industries like retail sectors. The paper highlighted on the emerging issues, challenges ahead for the service organizations in retaining and succeeding in the competitive business.

Ashok Som (2006) in his article titled”Bracing for MNC competition through innovative HRM practices: the way ahead for Indian firms” highlighted ont eh emerging issues of MNCs in Indian market. The paper highlighted the prospects and retrospects of the competition and entry of MNCs in retail and other service units.

Derek et al.( 2006), in their paper titled “ How does employee involvement stack up? The effects of Human resource management policies on performance in a retail form” focused on the need for effective practices in maintaining the employees in the organizations. The paper focused on the problems and prospect that arise in retail firms.

The report of CII (2008) on “Retail in India: Getting organized to drive growth” emphasized on changing practices in retail sector in India. The report gave due importance for the need for organized retailers entry in India. The report also pointed out that effective management of human resources of retail outlets is one of the key considerations for the success of the organized retailers for sustainable growth in India.

The study made by “Dr.Manisha Kotagire.A (2011) on “Human resource management(HRM) and its productivity” revealed that HRM is vital for determining the productivity of the organizations. The study focused on the components of HRM and concluded that employee retention ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience.

1.3 STATEMENT OF THE PROBLEM

In the present competitive scenario, the role of retailing is increasing rapidly with the entry of global players. Many Indian companies strongly keeping their aim on entering in retail industry. With increasing globalization, firms are entering a dynamic world of international business that is marked by liberalization of economic policies in a large number of emerging economies like India. To face the challenge of increasing competition that has resulted from liberalization, Indian organizations have initiated adoption of innovative human resource management practices both critically and constructively to foster creativity and innovation among employees. The huge opportunities in organized retailing encouraging the companies to enter in retail industry. The last 2 decades has witnessed the tremendous potential for organized retailing. The growing needs of retail industry can be matched up with the aggressive human resource practices. The present retail organizations which are performing organized retailing are facing huge challenges in procuring and retaining and maintaining qualitative human resources. Hence, an attempt was made to analyze the various human resource practices followed in select retailers in organized retailing.

1.4 RESEARCH OBJECTIVES

• The major objective of this study is to study the human resource management practices pursued in the organized retailing. The study covers the retailer

wise employee satisfaction on the various HRM practices employed in the retail outlets.

• Further, the study is also aimed at studying the various problems and challenges ahead for HR managers in the implementation of HRM practices in

selected organized retail outlets.

1.5 RESEARCH METHODOLOGY

The present research paper is an empirical one. The survey for the present research is conducted through primary data with the help of a questionnaire surveyed to employees of select organized retailers. The sample taken for the study consisted of 100 which include daily wage workers and employees from the select retail outlets situated in Bangalore city.

1.6 ANALYSIS AND DISCUSSION

The research survey is conducted in order to analyze the various Human Resource Management (HRM) practices adopted in the select organized retailers. For the purpose of studying the HR practices implemented and to evaluate, the following organized retailers are selected.

A). ORGANIZED RETAILERS SELECTED FOR THE STUDY

TABLE 1

S.No Name of the Organized Retailer Company Name Places District Sample size

1 Reliance Fresh Reliance Industries Limited Yelahanka Bangalore 40

2 Spencers Spencers Retail Limited Kalyana Nagar Bangalore 25

3 More Aditya Birla Group Sahakar Nagar Bangalore 10

4 Reliance Super Reliance Industries Limited Mathikere Bangalore 25

Total 100

Source: Field Survey

B). EMPHASIS ON EMPLOYEES SHARE ON DIFFERENT ASPECTS

TABLE 2 Name of the

retailer Share of part timers Speciality Tellers Typical New Hire

Extra Selection Test Incentive Based Pay

Hours for Orientation Period

% in Employee involvement

Spencers NA 18% Graduate No Yes 12 61-80%

Reliance Fresh 20% 10% Graduate No Yes 10 21-40%

More 12% 16% Under Graduate & Graduate No Yes 10 21-40%

Reliance Super 22% 26% Under Graduate & Graduate Yes Yes 18 41-60%

Source: Field Survey

NOTE

• Share of part-timers refers to the percentage of employees work fewer than 5 hours a week.

• Specialty tellers refers to the percentage of tellers that perform only a subset of teller tasks during a typical shift.

• Typical new hire gives the highest education level of the typical new employee

• Extra selection test refers to the use of additional selection procedures beyond background reviews, skills tests and personal interviews.

• Incentive-based variable pay refers to the presence of any incentive pay program other than standard merit pay.

• Orientation period refers to the hours a new employee spends in training before beginning work.

• % of Employee Involvement refers to the percentage of employees involved in group problem-solving, quality circles, or other similar activity.

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Graduates and Post Graduates. And also Reliance Super is engaging the employees through Extra Selection Test. whereas other retail outlets are not concentrating on extra selection test while recruiting the employees. And from the survey, it was found that all the retail outlets are adopting incentive based pay to its employees. When it comes to Orientation period, Reliance Super is making the employees to get accustomed to the work activities. Finally, the employees involvement statistics clearly showing that the employees of Spencers have more commitment towards problem solving and other activities.

C). OBSERVATIONS ON HRM PRACTICES IN SELECTED ORGANIZED RETAILERS TABLE 3

S.No. HRM Practices Name of Organized Retailer in %

Reliance Fresh Spencer's More Reliance Super

1 % employees whose skills & abilities are fully utilized 65.12% 71.26% 58.20% 62.34%

2 % employees whose jobs help them acquire skills needed for other jobs in the company 62% 65.19% 65.06% 82.16%

3 % employees who have more than one position available to them for promotion 42% 36% 42% 58%

4 % employees whose jobs are highly enriched 56% 56% 50% 58%

5 % employees whose performance appraisals are formalized 52% 66% 48% 64%

6 %employees whose performance appraisal results are used to determine compensation 72% 74% 68% 78%

7 % employees whose performance appraisals focus on how job is done, not how well 72% 70% 68% 76%

8 % employees who have a say in the criteria used in their performance appraisal 44% 38% 52% 64%

9 % employees whose performance appraisals are based on objective quantifiable results 56% 64% 52% 62%

10 % employees whose performance appraisals are used to identify their training needs 56% 64% 52% 62%

Source: Field Survey

From the survey on the opinions of the employees regarding different HR practices employed in the retail organizations, the following observations were made. 71.26% of the Spencers‟ employees favored to the factor “percentage of employees whose skills & abilities are fully utilized”. For the second factor, 82.16% of the Reliance Super employees favoured to the factor “percentage of employees whose jobs help them acquire skills needed for other jobs in the company”. For the third factor, 58% of the employees of Reliance Super favoured to the factor “percentage of employees who have more than one position available to them for promotion”. For the fourth factor, 58% of the employees of Reliance Super favoured to the factor “percentage of employees whose jobs are highly enriched”. For the fifth factor, 66% of the employees of Spencers favoured to the factor “percentage employees whose performance appraisals are formalized”. For the sixth factor, 78% of the employees of Reliance Fresh favoured to the factor “percentage of employees whose performance appraisal results are used to determine compensation”.

For the seventh factor, 76% of the employees of Reliance Fresh favoured to the factor “percentage of employees whose performance appraisals focus on how job is done, not how well”. For the eighth factor, 64% of the employees of Reliance Fresh have favoured to the factor “percentage of employees who have a say in the criteria used in their performance appraisal”. For the ninth factor, 64% of the employees of the Spencers favoured to the factor “percentage of employees whose performance appraisals are based on objective quantifiable results”. For the tenth factor, “64 % of the employees of Spencers favoured to the factor “percentage of employees whose performance appraisals are used to identify their training needs”.

D). TABLE SHOWING THE OPINION OF THE EMPLOYEES REGARDING THE PERFORMANCE APPRAISAL THAT HAS COME FROM TABLE 4

S.No. Evaluator Reliance Fresh Spencer's More Reliance Super

1 Supervisor 79.19% 72.89% 73.56% 72.21%

2 Supervisors boss 10.92% 13.69% 11.98% 8.12%

3 Peers 2.01% 2.56% 2.56% 1.96%

4 Subordinates 1.92% 1.59% 2.50% 3.49%

5 Subordinates 2.99% 4.92% 6.31% 5.62%

6 Clients 2.97% 4.35% 3.09% 8.60%

Total 100% 100% 100% 100%

Source: Field Survey

Note: Values indicate the means percentage of employees who were covered by the practice. Respondents divided 100 points among the categories listed. From the above table, it is evident that the role of supervisor is vital for the organized retailers in implementation of performance appraisal. 79% of the employees of Reliance Fresh favoured that “Supervisor is the initiator for the Performance appraisal. 72.89% of Spencers employees, 73.56% of the More employees and 72.21% of the Reliance Super employees favoured that supervisor is the initiator for the Performance appraisal system in their respective retail organizations. Apart from that the next decider plays key role in the performance appraisal are Supervisor’s boss. The role of peers, subordinates, clients are less in making decisions about the performance appraisal system in the selective retail organizations selected for the study.

E). TABLE SHOWING EMPLOYEES OPINION ON THE MOTIVATIONAL ASPECTS ENCOURAGED THEIR PERFORMANCE TABLE 5

S.No. Name of the factor Name of Organized Retailer in %

Reliance Fresh Spencer's More Reliance Super

1 Appraisal process motivated for better performance 12.50% 15% 9% 10%

2 Positive work environment encouraged for better performance 32.65% 20.50% 10.50% 25%

3 Good team commitment encouraged for better performance 18.50% 25.00% 15.00% 10%

4 Healthy environment in the work flow encouraged the performance 12.50% 10.50% 25.00% 10%

5 Incentive encouraged for better performance 13% 8.50% 25.00% 13.80%

6 Qualitative training and better scope for promotion encouraged for performance 10.85% 20.50% 16.00% 30.50%

Total 100% 100% 100% 100% Source: Field Survey

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, IT & MANAGEMENT

E). TABLE SHOWING THE OPINIONS OF THE EMPLOYEES REGARDING THE SATISFACTION OVER THE FACILITIES PROVIDED IN THE RETAIL OUTLETS TABLE 6

S.No. Name of the factor Name of Organized Retailer in %

Reliance Fresh Spencer's More Reliance Super

1 Employee Rest rooms 12.50% 15.00% 25.50% 35.00%

2 Sanitation & Water facilities 70% 55% 75% 80.00%

3 Satisfaction over the transportation facilities 50% 80% 45% 70%

4 Recreational area with landscaped sit out 0% 0% 0% 0%

5 On-site First-aid Clinic 45% 45% 30.00% 50%

6 Refreshment stalls and canteen for healthy food NA NA NA NA

7 Staff accommodation NA NA NA NA

Source: Field Survey

Note: NA refers to Not Applicable. Figures indicate the percentage of employees showed their satisfaction over the facilities offered to them by the retail organizations.

From the above table, it is observed that, the employees of Reliance Super have the satisfaction of 35% over the employee rest room facilities. The employees of Reliance super again topped as 80% of the employees of Reliance Super have shown their satisfaction over the sanitation & water facilities. For the factor „satisfaction over the transportation facilities, 80% of the Spencers employees showed their intent of satisfaction. When it comes to the facilities about recreational area with landscaped sit out, no employee of any of the selected retail out lets showed their satisfaction. When it comes to On-site First-aid Clinic, 50% of the employees of Reliance Super have showed their satisfaction. And regarding the staff accommodation, no retail outlets selected for the survey are providing staff accommodation.

G). PROBLEMS & CHALLENGES AHEAD

Human resources people are the backbone of any company and the success of retail business depends a lot upon the kind of human resource strategies it is following and how people are managed. Because of increasing competition between organized retailers, the retail industry is facing the challenges and hurdles from different areas. From the survey on select organized retailers, the following observations were made.

1. HIGH ATTRITION: Employee retention and motivation of staff has become the major concern for HR department in the organized retailing sector. Because of the strenuous schedules and tasks involved in the retail industry, it becomes imperative for HR staff to take good care of their employees who form the building blocks of their retail chain. The undercurrents among the employees regarding company policies are many and they must be felt from time to time to sustain the quality crowd and reduce the attrition rate. From the report of Retailer, it is found that the attrition rates are comparatively high when it comes to the retail industry in India. The attrition rate in the Indian retail industry is 30-35 percent. The main reasons found to be the typical nature of job where a particular employee of an organized retail company need to work on his feet the whole day and the job is reaction intensive and the business is mainly transactional.

2. TRAINING FOR COMPETITION: The need for efficient trained sales team is of great importance in the organized retailing at present. For every retail organization, the secret behind the success of their business is to keep the list of their loyal consumers interact. The need for a well designed HR practices are greatly needed for proper training to the newly recruited people to the retail organization. Providing training to the sales staff plays a significant role in every business operation. Nowadays, the organized retailers are looking at a sales training company to help the sales staff gain more proficiency and expertise in their respective field.

3. OBSERVATIONS FOUND IN TRAINING SESSIONS OF SELECT ORGANIZED RETAILERS: From the field based survey, it was found that the organized retailers at Warangal District, apart from using the services of outsourcing firms to train its sales people, they are also using some of the innovative new training techniques to the staff. The techniques which are observed during the survey are:

a). STRESSING UPON BENEFITS OF ADVERTISING: The HR managers and trainers are emphasizing upon making the sales people to think and act innovatively in designing the retail out let and as well as attracting the customers through innovative promotional strategies. The trainers are focusing on making the staff to effectively use advertising as a tool to enhance sales, promote growth, and attract new consumers.

b). COUNTING THE CUSTOMERS: In this, the retail firms and the trainers are making the staff of the retail organization to increase the customer relationship management. Through effective training, the trainers are working on highlighting the components of marketing strategies which the sales people should perform activities of promotion, product development, relationship management, distribution and pricing. The trainers are making the retail staff which include sales staff and supporting staff to identify the firm’s marketing goals, and are explaining about how the goals can be achieved.

4. ONLINE TRAINING: The trainers of HR department are showing the visuals of well designed and successfully running retail organization’s outlets to the employees in order to make them to realize the importance of the design of retail outlet. Apart from that, from the survey it was also realized that the trainers are focusing on online training which include web based support to enhance the abilities of the staff of the retail outlets.

5. HIGH LABOUR COSTS AND COMPLEX NATURE OF LABOUR LAWS: Because of the increasing competition and the complex nature of the work, the retail outlets are facing the problems of labour costs. Apart from that, various labour laws are giving restrictions to the HR department to achieve desired objectives of the retail organizations. From the survey, it was found that the HR department is facing with the problems like lengthy leisure hours and frequent absenteeism of the employees to the duties. Even, it was found that the existing labour laws in India forbid employment of staff on a contractual basis that makes it difficult to manage employee schedule. Especially, when retail organizations are performing 365- day operation, the problems in encouraging and motivating the employees to perform well is a tough challenge for the HR department.

1.7 FINDINGS & SUGGESTIONS

The human resource management practices are vital for the development of any business or sector. The HRM practices have inevitable dependence on the organized retailers. From the study it was found that, right from new hire to orientation period, there are many differences in the implementation of HR practices in the selected organized retailers. The satisfaction levels of various performance appraisal measures adopted in the selected retail outlets showed that the employees are not only favoured to the incentive plan but also the healthy environment and close relations between the peers are playing vital role for their performance. Further, the supervisor has the key role in taking initiative in the implementation of performance appraisal at the select organized retail outlets. The employee facilities in the select organized retail outlets found to be not satisfactory to the employees of the retail outlets. The HR department is facing the challenges which include high attrition rate, absenteeism, and implementation of innovative practices in the retail outlets. Hence, from the study, it was found that the HR management practices in the select retail outlets are still in the initial stages of development. The employee facilities and proper performance appraisal measures will always encourage the employees to achieve the best. Hence, the retail outlets should decide and implement proper HR practices in order to retain and develop the work force who are the assets for the development of organizations. The government should also need to bring revision of existing labour laws and should provide flexibility in working hours and should encourage with its laws that can bring conducive environment.

REFERENCES

BOOKS

1. Barry Berman & Joel R. Evans (2007), “Retail Management – A strategic approach”, 10th Edition, Eastern Economy Edition, New Delhi.

2. James R. Ogden & Denise T. Ogden (2008), “Integrated Retail Management”, Biztantra, An Imprint of Dreamtech Press, Reprint Edition 2008, New Delhi.

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4. U.C. Mathur (2010), “Retail Management - Text and cases”, I.K. International Publishing House Pvt. Ltd., New Delhi.

JOUNRALS

5. A CII – A.T. Kearney report, “Retail in India: Getting organized to drive growth”.

6. Ashok Som, “Bracing for MNC Competition through innovative HRM Practices: the Way ahead for Indian Firms”, Thunderbird International Business

Review, Wiley InterScience, Vol.48 (2) 207-237, March-April, 2006. Pg.No.207-211.

7. Derek C.Jones, Panu Kalmi & Antti Kauhanen, “How Deos Employe Involvement Stack Up? The effects of Human Resource Management Policies on

Performance in a Retail Firm, Working Papers, Cornell University.

8. Susan E.Jackson & Randall S. Schuler, “HRM Practices in Service-based organizations: A role theory perspective”, Advances in Services Marketing and

Management, Vol.1, Pages: 123-157.

9. Wharton, “How will competition change Human Resource Management in Retail banking? A Strategic Perspective”, Working Paper Series, Wharton School,

University of Pennsylvania, Pg. No.1-29.

WEBSITES

10. http://en.wikipedia.org/wiki/Retailing_in_india.

11. http://retail.franchiseindia.com/articles/Retail-Operations/HR-and-People/Making-the-most-of-waiting-time-489.

12. http://retail.franchiseindia.com/articles/Store-Operations/Staffing.

13. http://www.ibef.in/industry/Retail.aspx.

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VOLUME NO.2(2012),ISSUE NO.9(SEPTEMBER) ISSN2231-5756

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References