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CHAPTER - III

RESEARCH METHODOLOGY

In the previous chapter II, studies conducted in India and abroad are presented

covering varied variables identified for the study. In this chapter research

methodology is used to study the problems are presented. This chapter deals

with (i) the statement of the problem, (ii) the purpose of the study, (iii) the

objectives of the study, (iv) significance of the study, (v) the population, (vi)

sample, (vii) questionnaire/ schedule, (viii) methods of data collection, (ix)

statistical techniques used to analyze the data and (x) delimitation of the study.

3.1 STATEMENT OF THE PROBLEM

The problem of the study can be stated as:

“Job Satisfaction, Organizational Commitment Among Employees in Selected

Organized Retail Outlets in India - A Study”

3.2 PURPOSE OF THE STUDY

The study intends to investigate how job satisfaction and organizational

commitment of the employees in selected organized retail outlets in India. The

purpose of the study is to find out whether job satisfaction and organizational

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commitment of employees in this newly created sector is influencing their

effectiveness and performance.

3.3 OBJECTIVES OF THE STUDY

Following objectives are set for the study to fulfill the above purpose:

1. To examine the level of job satisfaction among the employees working in

selected organized retail outlets in India.

2. To find out the organizational commitment among the employees working in

selected organized retail outlets in India.

3. To investigate how the job satisfaction influences organization commitment

among the employees working in selected organized retail outlets in India.

4. To study whether job satisfaction, organization commitment and are related

with each other in selected organized retail outlets in India.

In order to achieve the above objectives, hypotheses and tested through

statistical tools.

3.4 HYPOTHESES OF THE STUDY

The hypothesis decided for the study into primary and subsidiary hypothesis.

3.4.1 Primary Hypothesis

1. There is relationship between job satisfaction and organizational

commitment among employees in organized retail outlets in India.

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3.4.2 Subsidiary Hypothesis

1. There exists relationship between age and job satisfaction among

employees in selected organized retail outlets in India.

2. There exists relationship between sex and job satisfaction among

employees in selected organized retail outlets in India

3. There exists relationship between education and job satisfaction

among employees in selected organized retail outlets in India.

4. There exists relationship between marital status and job satisfaction

among employees in selected organized retail outlets in India.

5. There exists relationship between number of dependents and job

satisfaction among employees in selected organized retail outlets in India.

6. There exists relationship between retail industry experience and job

satisfaction among employees in selected organized retail outlets in India.

7. There exists relationship between other industry experience and job

satisfaction among employees in selected organized retail outlets in India

8. There exists relationship between total work experience and job

satisfaction among employees in selected organized retail outlets in India

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9. There exists relationship between presently working organizational

experience and job satisfaction among employees in selected organized

retail outlets in India.

10. There exists relationship between own house in the city and job

satisfaction among employees in selected organized retail outlets in India.

11. There exists relationship between spouse working and job satisfaction

among employees in selected organized retail outlets in India.

12. There exists relationship between present salary and job satisfaction

among employees in selected organized retail outlets in India.

13. There exists relationship between age and organizational commitment

among employees in selected organized retail outlets in India

14. There exists relationship between sex and organizational commitment

among employees in selected organized retail outlets in India

15. There exists relationship between education and organizational

commitment among employees in selected organized retail outlets in India

16. There exists relationship between marital status and organizational

commitment among employees in selected organized retail outlets in

India.

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17. There exists relationship between number of dependents and

organizational commitment among employees in selected organized retail

outlets in India.

18. There exists relationship between retail industry experience and

organizational commitment among employees in selected organized retail

outlets in India.

19. There exists relationship between other industry experience and

organizational commitment among employees in selected organized retail

outlets in India.

20. There exists relationship between total work experience and organizational

commitment among employees in selected organized retail outlets in

India.

21. There exists relationship between presently working organizational

experience and organizational commitment among employees in selected

organized retail outlets in India.

22. There exists relationship between own house in the city and organizational

commitment among employees in selected organized retail outlets in

India.

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23. There exists relationship between spouse working and organizational

commitment among employees in selected organized retail outlets in

India.

24. There exists relationship between present salary and organizational

commitment among employees in selected organized retail outlets in

India.

25. There exists relationship between job satisfaction and affective

commitment, continuous commitment and normative commitment among

employees in selected organized retail outlets in India.

3.5 Significance of the Study

The study is significant for the following theoretical and practical concerns:

3.5.1 Theoretical Concern

1. Theoretically, the present study seeks to examine level of job satisfaction

among the employees working in selected organized retail outlets in India.

It may provide a basis for comparison between job satisfaction among

employees in other industries in India and abroad.

2. The findings of the study may explain the level of job satisfaction among

employees across different retail outlets, their commitment towards

organizations, which may act as the basis for further research in this area.

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3. The findings of the study may reveal how the job satisfaction influences

organization commitment among the employees working in selected

organized retail outlets in India and compare it with similar studies in India

and abroad.

4. The study may examine the relevance of job satisfaction, organization

commitment and their relation with each other in selected organized retail

outlets in India.

3.5.2 Practical Concern

1. Practically the study will be of much importance to human resource

managers to examine the level of job satisfaction among the employees.

2. Specially, this study is of practical importance for the following major

reasons:

a) The results of the study will enable the human resource managers of the

industries to focus on job satisfaction, organizational commitment among

employees.

b) It will help them to make realistic human resource policy and do necessary

changes.

c) It will enable them to understand in reality how the job satisfaction

influences organization commitment among the employees.

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d) It will help organizations to make necessary changes in such a way that may

result in increased job satisfaction and organizational commitment among

employees.

e) The study may provide basis to future researchers to understand job

satisfaction and organizational commitment in retail industry.

3.6 THE POPULATION

For the purpose of the study, the population constitutes all the organized retail

outlets operating in the Tier I Cities in the country. Those eight cities are 1)

Mumbai, 2) Delhi, 3) Kolkata, 4) Chennai, 5) Banglore, 6) Hyderabad, 7) Pune

and 8) NCR ( Noida and Gurgaon),which constituting 86%of all retail sales.

(Ernst &Young, P.lO, Report, 2007)

All the employees who are working in organized retail outlets in above eight

cities constitute the population for the purpose of the study.

3.7 SAMPLE

It is neither desirable nor feasible to conduct a study on a huge country like

ours in which organized retail outlets are spread, therefore, for the purpose of

the study multistage sampling technique will be used. In the first stage, out of

eight Tier I Cities, Four cities will be randomly selected. In second stage, out of

these Four Cities efforts will be made to purposely select four large organized

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retail outlets in which there will be representation of leading organized retail

players in the country today. In third stage, 30 employees will be randomly

selected from each organized retail outlets, which will constitute sample for the

study.

3.8 PROFILE OF RETAILERS SURVEYED

For the study four organized retailers were surveyed. The format selected for

the study was particularly life style, and hypermarket.

3.8.1 FUTURE GROUP

This group is India’s leading organized retailer and pioneer of multiple retail

formats viz. hypermarket- Big Bazaar, Life style- Central and Pantaloon

Private Ltd. Retail, Food Bazaar etc. Group has 15 million retail space and

presence about 85 cities in India with about 35000 employee base.

Big Bazaar is a chain of hypermarket in India. Currently, there are 214 stores

across 90 cities and towns in India. Big Bazaar is designed as an agglomeration

of bazaars or Indian markets with clusters offering a wide range of merchandise

including fashion and apparels, food products, general merchandise, furniture,

electronics, books, fast food and leisure and entertainment sections.

Big Bazaar is part of Future Group, which also owns the Central Hypermarket,

Brand Factory, Pantaloons, eZONE, HomeTown, KB's Fair Price to name a

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few and is owned through a wholly owned subsidiary of Pantaloon Retail India

Limited, that is listed on Indian stock exchanges.

3.8.1.1 HISTORY

Big Bazaar was launched in September, 2001 with the opening of its first four

stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span

of ten years, there are now 152 Big Bazaar stores in 90 cities and towns across

India.Big Bazaar was started by Mr Kishore Biyani, the Group CEO and

Managing Director of Pantaloon Retail. Though Big Bazaar was launched

purely as a fashion format including apparel, cosmetics, accessory and general

merchandise, over the years Big Bazaar has included a wide range of products

and service offerings under their retail chain.

3.8.1.2 INNOVATIONS MADE BY FUTURE GROUP

Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as

―Hafte Ka Sabse Sasta Din”. It was mainly to draw customers to the stores on

Wednesdays, when least number of customers is observed. According to the

chain, the aim of the concept is "to give home makers the power to save the

most and even the stores in the city don a fresh look to make customers feel

that it is their day".

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Sabse Sasta Din

With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar

introduced the concept of "Sabse Sasta Din". The idea was to simply create a

day in a year that truly belonged to Big Bazaar. This was launched on January

26, 2006 and the result was exceptional that police had to come in to control

the mammoth crowd. The concept was such a huge hit that the offer was

increased from one day to three days in 2009 (24 to 26 Jan) and to five days in

2011 (22-26 Jan).

Maha Bachat

Maha Bachat was started off in 2006 as a single day campaign with attractive

promotional offers across all Big Bazaar stores. Over the years it has grown

into a 6 days biannual campaign. It has attractive offers in all its value formats

such as Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar -

catering to the entire needs of a consumer.

The Great Exchange Offer

On February 12, 2009 Big Bazaar launched "The Great Exchange Offer",

through with the customers can exchange their old goods in for Big Bazaar

coupons. Later, consumers can redeem these coupons for brand new goods

across the nation.

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PANTALOON RETAIL SHOP

Pantaloon Retail (India) Limited, is a large Indian retailer, part of the Future

Group, and operates in multiple retail formats in both, value and lifestyle,

segments of the Indian consumer market. Headquartered in Mumbai, the

company has over 1,000 stores across 71 cities in India and employs over

30,000 people, and as of 2010, it was the country's largest listed retailer by

market capitalization and revenue.

With effect from 1 January 2010 the company separated its discount store

business, which includes the Big Bazaar hypermarket and the Food Bazaar

supermarket businesses, into Future Value Retail Ltd., its wholly owned

subsidiary, so that the company may be listed independently.

The company’s brands include Pantaloons, a chain of fashion outlets, Big

Bazaar, a hypermarket chain, and Food Bazaar, a supermarket chain. Some of

the company's other regional brands include Depot, Shoe Factory, Brand

Factory, Blue Sky, aLL, Top 10 and Star and Sitara.

A subsidiary company, Home Solutions Retail (India) Limited, operates Home

Town, a large-format home solutions store, Collection i, selling home furniture

products and E-Zone focused on catering to the consumer electronics segment.

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3.8.2 RPG GROUP

RPG group has a turnover of about 13000 crores having interest in diverging

field like IT, Tyre, Specialty and Infrastructure. Spencer retail format is

running under RPG group’s organized retail business. It is established in 1996

and working under the hypermarket and convenience store format. Spencer is

operating in 35 cities of India and one of the prominent retail destinations

particularly in metro cities.

Since 1863, Spencer’s has been a part of the Indian retail landscape. At one

time, the Spencer’s Empire stretched from Peshawar to Cochin, from Karachi

to Chittagong, spanning the length and width of undivided India. Originally

owned by a British gentleman – yes, there was a Mr. Spencer (John William

Spencer, to be precise) – it acquired Indian ownership in the 1960s, and

became part of the RPG Group in 1989.

In 1995, RPG Enterprises, the flagship company of the RPG Group, launched

Food world as a joint venture with Hong-Kong based Dairy Farm International.

The joint venture, which operated supermarkets under the name ―Food world‖

and hypermarkets under the name ―Giant‖, was terminated in 2006. RPG

retained 48 of the 93 stores it owned. These were re-furbished and their launch

under the brand name, Spencer’s, kicked off a new phase in both the history of

the Spencer’s brand, and the retail in India.

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3.8.2.1 SPECIFIC FEATURES

Since inception Spencer’s has been a consumer-centric brand, constantly

innovating, pioneering formats, evolving over time but always keeping

consumer needs and satisfaction center-stage. Back in 1920,

1) They were the first grocery chain in India. In 1980, they became the first

supermarket chain, and in 2001,

2) They introduced India to the joys of hypermarket shopping.

3) What has remained unchanged almost 150 years is the trust the Spencer’s

brand evokes. To the consumer, it carries the promise of innovation, quality,

and service; the confidence that they will always be able to find a Spencer’s at

a convenient location; that it will have a pleasant ambience; and that it will

offer a wide range of products at affordable prices.

3.8.2.2 RETAIL INOVATIONS

The Retail Design team helps Spencer’s deliver its brand promise in a way that

is sophisticated, but not snobbish. These results in differentiation without

alienation of loyal customers or loss of the brand equity acquired over the

years.

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Central to the retail design strategy is a unique brand position - Taste the

World, derived from the consumer’s own transition from a price-conscious

purchaser to a global-minded, well-travelled citizen of the world, looking out

for authentic international flavors and experiences. Spencer’s has consequently

evolved from being a preferred grocery retailer to being a passport to a

stimulating world. This is evident in:

Storefront Design – the store entrance resembles that of an entrance

arch, leading in the shopper to a world that is welcoming and exciting

Interior Design – to ensure that shoppers enjoy a warm and friendly

ambience, an upscale look and feel, the joy of exploring and the

convenience of locating what they want

Shop fit Design – from chef’s Tables to signage aids, the emphasis is on

attractive, space-efficient, and low-maintenance presentation of modern,

international goods alongside local flavors and product experiences

Innovative Use of Materials, Finishes, and Lighting - from color-

corrected lighting warming up the foods and vegeTables area, to

carefully selected veneers and textures that complement the attractive,

color palette of bright orange, white, and Swiss coffee, our store

interiors have a fresh, cheerful, and expansive feel

Graphics & Signage - shopping at Spencer’s is a visual treat, enhanced

by bright orange ―Heritage boards‖ that tell the Spencer’s story, curved

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signage featuring the signature ―Taste the World‖ tagline, and category-

specific color arches suspended over zones and departments to provide

visual relief and act as navigational aids

Originally rolled out at the Spencer’s hypermarket at South City Mall, Kolkata,

the new retail design program is being implemented at all stores.

3.8.2.3 PRODUCT INITIATIVES

All supermarkets and hypermarkets sell the same things, while we do stock

popular ranges; we go to a great deal of effort to ensure you a unique range of

products.

Gourmet Centre - Run by an expert Food Scientist cum Cordon Bleu

Chef, our food innovation wing researches world cuisines and develops

recipes for a wide range of popular and trendsetting dishes. These form

the basis for developing our own range of products, which include

delicious cookies and sauces, pickles and jams. Ingredients for these

dishes are also retailed through our stores, for those who’d like to

prepare the dishes at home.

Spencer's Patisserie - The Fresh Baked Daily -Spencer’s Patisserie is

Spencer’s LIVE Bakery offering simple, specialty and exotic range of

freshly made bakery and confectionery items. The recipes are authentic,

gathered from the best ones from all across the world, including Indian

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favorites. The products are an ideal mix of simple, specialty and exotic

varieties from all across the world, including Indian favorites. Be it

Focaccia -the Italian flat bread, Baguette-the French classic, Spicy Salsa

Picante Bread-the Mexican twist, Masala Bread-pure Indian, White

Bread-the simple one, Multigrain & Whole Wheat Bread-for the health

conscious are some of the breads. Hot Puffs, the dry fruit cakes, Exotic

cookies, mouth-watering cakes and pastries like Blueberry Cheese Cake,

Trio of Chocolate, and Black Forest cater to all.

Gourmet store - Kolkata’s first Gourmet store is spread over an area of

1500 sq. ft. It is has more than 4000 products to choose from and offers

the finest ingredients of gourmet cuisine and recipes to guide in the

making of lip smacking delicacies from across the world.

The store offers a wide range and assortment of gourmet breads,

biscuits, 500 different types of beverages, chocolates, 100 variants

chilled & frozen food items, 200 variants of 300 types of cheese, cold-

cuts, 60 variants in vegetarian and non-vegetarian convenience foods,

exotic and organic fresh fruits and vegeTables, 300 types of pastas and

noodles, oils and vinegars. The products serve as ingredients to cuisines

of Thailand, China, Indonesia, America, Chile, Argentina, Italy, France,

Spain, Sri Lanka and UK to name a few.

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3.8.2.4 DIFFERENT FROM OTHERS

In the Indian milieu, there are only two routes to survival –

Discounting and differentiation. Most retailers choose to play the price game.

We, however, preferred to focus instead on establishing ourselves as the

preferred shopping destination for discerning young customers looking for a

range of quality products that let them participate in a global lifestyle.

The following characteristics distinguish the Spencer’s brand and create

memorable 360° shopping experiences for consumers:

Products – we offer the widest range of food and lifestyle (fashion,

home, entertainment) brands, with a special expertise in food

Quality – we lay a huge emphasis on all-round quality: in products,

stores, service standards, and customer engagement programs and that

too since our inception at 1863

Heritage – we are India’s oldest retailer, with many firsts to our credit

Multiple Formats – from daily to weekly and specialty shopping, we

fulfill every need and provide maximum convenience

Promotions – we seek to offer the right products at the right time at the

right price, with promotions carefully designed to suit the buying cycle

and shopping basket of the consumers

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Brand Imagery – our stores and staff seek to make our customers feel

right at home, being international, contemporary, accessible, empathetic

and trusted

3.8.3 TATA GROUP

Tata group is India’s most respected business house with diversified interest in

different activities viz. steel, vehicles, energy and retail etc. It is a Tata group

retail business in the name TRENT and CHROME. The retail business

established in 1998 operating under life style format – West side and

hypermarket format- Star Bazaar and spatiality stores – Chrome (electronic).

In the first flush of liberalization, foreign direct investment (FDI) in multiband

retail was allowed in India, a tempting proposition that had led one of Britain’s

oldest retailer, Littlewoods, to set up shop in India. But the Liverpool Company

soon cashed out, failing to grasp the consumption story of a billion plus

Market, and Trent, which was still taking baby steps towards becoming the

group’s Premier retailing company saw a bargain that was simply irresistible.

Thus Trent Bought out Littlewoods and began its journey in Indian Retailing.

So what you see of Trent today with all its many formats was built on that One

store in Bangalore. That’s when in the spring of 1998, the Tata Group looked at

Big-format fashion and lifestyle retail for the first time. Now, 2,144 store

rollouts later, the various pieces of the retail puzzle seem to have fallen well

into place with the Tata Group emerging as the second biggest retailer, both in

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revenues and scale of operations in India. It seems scattered but when you look

at it, you’ll see they have built a reasonably nice looking business without

making much fuss. spanning 14 different formats and over 4.96 million sq feet,

the combined sales in 2011 from the many hypermarkets, fashion and lifestyle,

electronics, watches, jewellery, books and music stores that the group

companies run will also narrow the gap between them and the biggest of Indian

retail Kishore Biyani. Croma, Tata Group’s electronic megastores, has broken

even operationally at the consolidated store level and is expected to do so at the

corporate level also by 2011-12. This when some of the big boys in retail have

been staring at even bigger trouble — with inefficient operations, high

leverage, losses, and then the pangs of a slowdown which eventually triggered

massive restructuring of operations and downsizing.

3.8.4 RELIANCE RETAIL LIMITED

Reliance industries limited is India’s largest group interred into retail business

by 2006. This group is operating under life style -Trend and Foot print and

hypermarket -Reliance fresh. Reliance retail is presently operating in 100 stores

across India.

With a vision to generate inclusive growth and prosperity for farmers, vendor

partners, small shopkeepers and consumers, Reliance Retail Limited (RRL), a

subsidiary of RIL, was set up to lead Reliance Group’s foray into organized

retail.

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Since its inception in 2006, Reliance Retail Limited (RRL) has grown into an

organization that caters to millions of customers, thousands of farmers and

vendors. Based on its core growth strategy of backward integration, RRL has

made rapid progress towards building an entire value chain starting from the

farmers to the end consumers.

Reliance Retail continued to expand presence of its value and specialty

formats. During the year, Reliance Retail opened 90 new stores spanning

across 'value' and 'specialty' segments. In-store initiatives, wider product choice

and value merchandising enabled the business to achieve robust growth during

this period.

Its presence in the optics business is in partnership with Grand Vision. 51 new

stores were added during FY-11 taking the total presence to 100 stores across

key markets in the country. The retail chain offers single brand optical products

including Vision Express frames, lenses, contact lenses, sunglasses, solutions

and accessories.

For the very first time, consumers in India got the opportunity to experience

Hamleys, which is considered to be the world's most wonderful toy shop. The

brand was launched in India with opening up of 2 stores during the year.

iStore by Reliance Digital is a one-stop-shop for all Apple products and

services. There are 17 such stores currently operational.

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Reliance Brands also announced exclusive licensing arrangement with two

leading international brands:

Steve Madden, a leading designer, wholesaler and retailer of fashion-

forward footwear and accessories for women, men and children.

Quiksilver, a leading outdoor sports lifestyle company to launch their

core brands 'Quiksilver' and 'Roxy'.

Across India, Reliance Retail serves over 2.5 million customers every week. Its

loyalty programme, "Reliance One", has the patronage of more than 6.75

million customers.

3.9 COLLECTION OF DATA

The data for the present study was collected with the help of questionnaire. The

researcher personally visited the office of the selected sampled respondents and

explained them purpose of the study. It was assured that the information

provided by them will be kept strictly confidential and exclusively used for

academic purposes. For the secondary data, various published documents,

different newspapers, magazines, web sites and journals will be consulted.

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3.10 THE QUESTIONNAIRE/ SCHEDULE

The questionnaire/schedule was designed with respect to research objectives

and accordingly specific questions were framed, which enabled the researcher

to obtain data necessary to find out job satisfaction and organizational

commitment among employees working in organized retail outlets. Each

question was worded in simple language to elicit accurate and complete answer

from the sampled respondents.

Questionnaire/schedule was divided into three sections in part one having 14

questions and part two and three each have 18 questions. Part 1 gathered

general information regarding profile of respondents like age, gender, marital

status, educational qualification, no. of dependents, work experience, gross

annual salary, date of joining present organization, present designation, own

house or not, if spouse is working her salary package, total no. of employees in

a branch in managerial and non managerial positions etc. Part 2 contains

specific five point likert scale questions related to job satisfaction and

organizational commitment. For part 2 and 3 standardized and earlier tested

instruments was used.

While designing the questionnaire, due attention was given to the statements

outlined in the questionnaire based on the studies made in India and abroad.

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3.11 MEASUREMENT OF JOB SATISAFCTION AND

ORGANIZATIONAL COMMITMENT

The working approach for doing the study was considering both the job

satisfaction and organizational commitment could be individual’s attitude

towards his work. Therefore, attitudinal scale was considered for the use.

3.11.1 Measurement of Job Satisfaction

The Brayfield and Rothe index (1951) has been used in the present study to

measure the overall job satisfaction of retail employees in selected

organizations. The scale consist of 18 items with Likert scoring system to be

answered on a 5 point scale ranging from strongly disagree to strongly agree.

The minimum score is 18 and maximum score is 90, with the neutral point at

54. A low total score indicates the dissatisfaction with the work while a total

score toward the maximum end represents the overall satisfaction from the job.

3.11.2 Measurement of Organizational Commitment

The Meyer, Allen and Smith scale (1993) was used with some modifications

for the purpose of this study to measure the organizational commitment of

retail employees in selected organizations. The scale consist of 18 items with

Likert scoring system to be answered on a 5 point scale ranging from strongly

disagree to strongly agree. The minimum score is 18 and maximum score is 90,

with the neutral point at 54. A low total score indicates the low commitment to

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the organization while a total score toward the maximum end represents the

high commitment to the organization.

3.12 PRETESTING

The questionnaire/schedule was pre-tested on ten respondents. This pre-testing

enabled the researcher to determine whether it accomplished the research

objectives and whether the respondent’s are able to understand and answer all

questions of questionnaire. As a result of this pre-testing, several modifications

were made in the original questionnaire to finalize it for use in the present

study.

3.13 TECHNIQUES OF DATA ANALYSIS

The techniques of data analysis used in the study included the following: (a)

Editing, (b) Coding (categorization of data), and (c) use of stasticial tools.

3.13.1 Editing

Before coding and tabulation, each questionnaire was edited by the researcher

after the respondents completed I and discrepancies, if any were removed.

3.13.2 Coding

The responses to the open ended items were analyzed and coded into

categories, which seemed to be required by the responses themselves. All data

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were obtained from careful inspection. Nothing has been done to change the

responses.

3.13.3 Statistical Tools

The statistical techniques such as mean, standard deviation, percentage were

used to analyse and interpret data obtained from the respondents. Likert scale

questions were analysed after assigning some weightages. The statistical

methods applied in the study have been used for both descriptive and

inferential purposes. The data have been analysed using Statistical Package for

Social Science (SPSS, version 16.0). Various specific statistical techniques viz.

descriptive statistics, summary statistics, regression, coefficient of correlation

and student’s t test etc, have been used to analyse the data.

3.14 DEMOGRAPHIC PROFILE OF SAMPLED

RESPONDENTS

The profile analysis of respondents is given in under subsequent Tables.

Table 3.1

Sex Profile of the Respondents Under Study

Frequency Percent Valid Percent

Cumulative

Percent

Valid Male 148 88.1 88.1 88.1

Female 20 11.9 11.9 100.0

Total 168 100.0 100.0

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The Table 3.1 shows that in our sample 88.1% were male and 11.9% were

female.

Table 3.2

Age profile of the Respondents Under study

Frequency Percent Valid Percent Cumulative Percent

Valid 20-25 8 4.8 4.8 4.8

25-30 76 45.2 45.2 50.0

30-35 48 28.6 28.6 78.6

35-40 36 21.4 21.4 100.0

Total 168 100.0 100.0

The age of respondents was divided into 4 equal interval categories. It was

found that 50% of the respondents are lying in the first two age groups and

remaining 50% lies in next two age groups. Accordingly, 78.6% of the

respondents are covered in the first three age groups. In the age group of 20-25

there were only 4.8% respondents. However, 73.8% of respondents in the study

were in the age group of 25-35 years.

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Table 3.3

Educational Profile of the Respondents Under Study

Frequency Percent Valid Percent Cumulative Percent

Valid Professional 72 42.9 42.9 42.9

Non professional 96 57.1 57.1 100.0

Total 168 100.0 100.0

The educational qualification of respondents was divided into two categories

professional and non professional. Graduate degrees viz. B.Sc., B.Com. B.A.

and post graduate degrees viz. M.A., M.Com and M.Sc. are considered as non

professional qualification, other than above all degrees viz. B.E., M.B.A. and

Management diploma are considered as professional qualification. From the

Table 3.4, it is seen that 42.9 % respondents were professionally qualified and

balance 57.1% were non-professionally qualified.

Table 3.4

Sex wise , Age wise and Educational Profile of Respondents Under Study

n=168

Education

Age

Total 20-25 25-30 30-35 35-40

Professional Sex Male 9.52 14.29 14.29 38.10

Female 4.76 0.00 0.00 4.76

Total 14.29 14.29 14.29

Non professional Sex Male 2.38 26.19 14.29 7.14 50.00

Female 2.38 4.76 0.00 0.00 7.14

Total 8 4.76 30.95 14.29 7.14

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From the Table 3.4 it is found that 42.85% respondents were professionally

qualified and 57.15% non-professionally qualified. On further analysis we

found that 38.09% of male and 4.76% of females are professionally qualified

and 50% male and 7.14% females are non-professionally qualified. In female

all professionally qualified females are in the age 25-30.

Table 3.5

Marital Profile of Respondents Under Study

Frequency Percent Valid Percent Cumulative Percent

Valid Married 108 64.3 64.3 64.3

Unmarried 60 35.7 35.7 100.0

Total 168 100.0 100.0

Table 3.5 shows marital profile of respondents was 64.3% respondents were

found married and 35.7 % were unmarried. The sex-wise married and

unmarried is shown in next table.

Table 3.6

Sex wise , Age wise and Marital Profile of Respondents Under Study

Count n=168

Age

Sex

Total Male Female

20-25 Marital Unmarried 4 4 8

Total 4 4 8

25-30 Marital Married 32 4 36

Unmarried 28 12 40

Total 60 16 76

30-35 Marital Married 36 36

Unmarried 12 12

Total 48 48

35-40 Marital Married 36 36

Total 36 36

154

From Table 3.6 it is found that 64.3% of our respondents are married and

35.7% are unmarried. From Table 3.6, we get that against 35.7 % of unmarried

sample population 26.19% were males and 9.5% were females. Above age

group 25-30 no female lies in married or unmarried segment.

Table 3.7

Dependent’s Profile of Respondents Under Study

Frequency Percent Valid Percent Cumulative Percent

Valid 2 4 2.4 2.4 2.4

3 136 81.0 81.0 83.3

above 28 16.7 16.7 100.0

Total 168 100.0 100.0

n=168

From Table 3.7 we get that 81% population has 2 dependents whereas in the

age of 20-25 only 2.4% population has one dependent.

Table 3.8

Position In The Organization of Respondents Under Study

Frequency Percent Valid Percent Cumulative Percent

Valid Managerial 104 61.9 61.9 61.9

Non Managerial 64 38.1 38.1 100.0

Total 168 100.0 100.0

155

Table 3.9

Sex wise Position in the Organsiation of the respondents under study

Position Total

Managerial Non Managerial

Sex Male 59.52 28.57 88.10

Female 2.38 9.52 11.90

Total 61.90 38.10 100.00

From the Table 3.9 we get that 61.9% of our population is in managerial

position and 38.1 % population is in non managerial position. And from the

Table 4.4(i) we conclude that in male 59.52% are in managerial position and

28.57% are non managerial position.

Table 3.10

Own House in The City

Frequency Percent Valid Percent Cumulative Percent

Valid 1 108 64.3 64.3 64.3

2 60 35.7 35.7 100.0

Total 168 100.0 100.0

Table 3.11

Sex * Own House * Position Cross tabulation

Count

Position

Own House

Total Yes No

Managerial Sex Male 35.71 23.81 59.52

Female 0 2.38 2.92

Total 35.71 26.19 61.9

Non managerial Sex Male 23.81 4.76 28.57

Female 4.76 4.76 9.53

Total 28.57 9.52 38.1

156

From Table 3.10 it is seen that 64.3 % of our respondents are having own

house in the city and 35.7% are not having own house in the city. From Table

3.11 it is found that in managerial position 35.71% male have own house and

23.81% non managerial position have own house in the city. No female in

managerial position has own house in the city.

Table 3.12

Spouse working status of respondents under study

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 36 21.4 21.4 21.4

No 132 78.6 78.6 100.0

Total 168 100.0 100.0

From Table 3.12 it is seen 78.6% of the respondents’ spouse was not working

in employees of selected organized retail outlets.

157

Table 3.13

Salary of the respondents under study ( Lacs p.a)

Frequency Percent Valid Percent Cumulative Percent

Valid 2-3.5 84 50.0 50.0 50.0

3.51-5 24 14.3 14.3 64.3

5-10 40 23.8 23.8 88.1

Above 10 20 11.9 11.9 100.0

Total 168 100.0 100.0

From Table 4.4(m), it can conclude that 50% of our respondent working in

organsied retail outlets have salary in range Rs 2-3.5 lacs per annum. 14.3%

have salary in the range Rs 3.51 to 5 lacs per annum, 23.8% have salary in the

range Rs 5-10 lacs per annum and 11.9% have salary above Rs 10 lacs per

annum.

3.15 Delimitations of the Study

Some practical difficulties which the researcher faced while conducting the

study which might have influenced the result, conclusion and generalizations of

the study, are the major delimitations of the study:

1. For the present study, data was collected through questionnaire. Thus, the

reliability and validity of the findings of this study depends on the reliability

and validity of the questionnaire.

2. Present study was delimited to assess the job satisfaction, organizational

commitment, and whether job satisfaction influences organizational

158

commitment; therefore, the generalization of the study depend upon these

factors.

3. The sample size has major problem as being very small, the degree of

generalization from the study is limited.

4. The sample size has major problem as being very small, the degree of

generalization from the study is limited.

5. Generalizations across other industrial sectors may be in limited sense.

6. Subjects might be biased while providing information.

7. The result is prone to limitations of questionnaire and method of data

collection.