Job Satisfaction Study at Metro DC in Lucknow

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“A Study on Job Satisfaction at Metro
Wholesale DC53 in Lucknow City”
Project Report
Submitted By
Pritika
Roll No. 1818170060
MBA 3rd
Semester
Under the Guidance of
Mrs. Anupriya Sinha
( Head HR)
(Metro Wholesale, Lucknow)
In partial fulfillment of the requirements
For the degree of
Master of Business administration
Of
APJ Abdul Kalam Technological University, LUCKNOW
Science & Technology Entrepreneurs Park
Harcourt Butler Technological Institute

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Organization Certificate

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that PRIYANSH KESARWANI is bonafide students of MBA (2018-
2020) at STEP-HBTI, Kanpur with dual specialization in MARKETING & IT has
satisfactory completed the SUMMER INTERNSHIP PROJECT WORK entitled as
“How digital marketing create user’s engagement in Automotive Industry with
App in Xetlynx Autocorp”.
This study is done under the guidance of the undersigned for the partial fulfillment of
the requirement of Master of Business Administration.
I wish all the best future ahead.
Dr. Prabhat Kumar Dwivedi
(Associate Professor)

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DECLARATION
I do hereby declare that all the work presented in the research report entitled
“A Study on Job Satisfaction at Metro Wholesale in Lucknow City” is carried
out and being submitted at the school of management for the award of Master
of Business Administration, is an authentic record of PRITIKA. The work is
carried out under the guidance of Dr.Prabhat Dwivedi (faculty guide). It hasn’t
been submitted at any other place for any other academic purpose.
PRITIKA

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ACKNOWLEDGEMENT
I feel deeply indebted towards people who have guided me in this project. It would
have not have been possible to make such an extensive report without the help,
guidance and input from them.
I would firstly like to express my gratitude toward guide Dr. Prabhat Dwivedi for
having shown much of flexibility and guiding in such a way that I really learning the
subject all the time . He helped me in deciding the project research methodology and
the ways to carry out my research. He showed a lot of openness in his approach and I
would like to thank him for his support in a way that has lead to proper & effective
learning.
Last but not least I am great full to all my family members & my friends for being my
side always. Without their help and motivation it wouldn’t have been possible to
complete my project.
PRITIKA

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EXECUTIVE SUMMARY
Someone has rightly said that practical experience is far better and closer to the real
world than theoretical exposure. The practical experience helps the students to view
the real business world closely, which in turn widely influences their perceptions and
arguments their understanding of the real situation.
This project is on “A Study on Job Satisfaction at Metro Wholesale in Lucknow
City”.
Research is the crucial but expensive component of human resource development
(HRD). It is a planned effort to improve the performance efficiency and effectiveness
of members of organization. Training is teaching, or developing in oneself or others,
any skills and knowledge that relate to specific useful competencies. Training has
specific goals of improving one's capability, capacity, productivity and performance.
The performance improvement may be effected through planned learning and transfer
of such learnt knowledge, skills and attitude to work place.
Job performance is the way employees perform their work. An employee’s
performance is determined during job performance reviews, with an employer taking
into account factors such as leadership skills, time management, organizational skills
and productivity to analyze each employee on an individual basis.

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TABLE OF CONTENT
• Certificate from the Organization
• Bona-fide Certificate of Dean -School of Management
• Declaration
• Acknowledgement
• Executive Summary
Chapters Page no.
1. Introduction 7-38
2. Company profile 39-71
a. About organization 40-
b. Organization chart
c. Aims and objectives
d. Any specific information of the organization
3. Objectives of the study 72-73
4. Research Methodology 74-77
a. Method of data collection 75
b. Data Source 76
c. Sample design 76
d. Universe 76
e. Sample type 76
f. Sample size 77
g. Sample Unit 77
h. Statistical tools to be used
5. Data Analysis & Interpretations 78-89
6. Findings 90-91
7. Suggestions/Recommendations 92-93
8. Conclusion 94-95
9. Problems and limitation 96-97
Bibliography 98-99
Annexure 99-104

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INTRODUCTION
The human resource of an organization constitutes its entire workforce. Human
resource management(HRM) is responsible for selecting and inducting competent
people, training them, facilitating and motivating them to perform at high levels
of efficiency, and providing mechanisms to ensure that they maintain their
affiliation with the organization.
The objective of this project is to find out how much the employees are satisfied and
what is their quality of life. How the Tata steel company (TSL) applies the human
resource functions in the organization and out the organization. In this project I make
the survey on the employees of various departments of Tata steel, joda east.
The project report is divided in various sections like introduction of the company,
topic introduction, survey report and conclusion
Human resources are on major factors of production. It is human asset, which
convert the various resources in to the production resources. It has immense
potentialities and it only human resources, which appreciate with time whereas all
other resources undergo the process of depreciation. Success of an organization
mainly depends on the quality of manpower and its performance.
In early days human resource was not taken as an important factor of
production. Human begin was simple treated as log in the movement increasing
emphasis has been given to the worker as a whole man. The need of vast manpower
and their importance was realized by some of the progressive entrepreneurs. The
emergence of Trade Union and their gradual collective power forced some
entrepreneurs to give some district feature of human side by production. The first
among the entrepreneurs who had contributed in the development of human side of
production was Robert Owen, and English Humanist. He took a genuine interest in

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the welfare of the workers. But this magnetite was not supported by a major chunk of
entrepreneurs.
A number of social scientist advocated their valuable theories towards the
beginning of the 20th
century. Abraham Maslow gave his “Hierarchy of needs”
theory. Mc Clelland’s Afflation- Achievement theory is well accepted too. Christ
Argyris theory of “four system of Management” is also a milestone in the
development of human factor in the production process.
But the most important in this field was that of Elton Mayo’s Human Relation
Approach. The great “Hawthorne Study “by Elton Mayo’s and colleagues, revealed
that the effectiveness of any organization depends upon the quality of the relationship
among the personnel and social needs of employees are very important and that
concentration by management exclusively on productivity, material and
environmental issue will to be a self-defecting aim.
Hence the management must give more emphasis on the human side and their
proper utilization. This then remains the cardinal objective of the human relations
function to discover newer ways of understanding man and to motive him to higher
standard of workmanship. Many new experiments such as study of his state university
of Michigan etc have developed the branch of Management beyond margin.
Today an organization having a good inventory of human resources and a
dynamic personnel department is prospective one. So the technique and functions of
personnel management have now come closely integrated with the overall
organization strategies n search of excellence.
According to the job satisfaction for employer and working. These are:

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* Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
* Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
* Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity scalability and caste barrier.
* Personal adjustment-health and emotionality.
* Job satisfaction is an important indicator of how employees feel about their job and
a predictor of work behavior such as organizational citizenship, Absenteeism,
Turnover.
* Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality
and worker morale
* Job satisfaction is also linked with a healthier work force and has been found to be a
good indicator of longevity.
* Job satisfaction is not synonyms with organizational morale, which the possessions
of feeling have being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals.

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Maslow's Hierarchy of Needs
If motivation is driven by the existence of unsatisfied needs, then it is
worthwhile for a manager to understand which needs are the more important for
individual employees. In this regard, Abraham Maslow developed a model in which
basic, low-level needs such as physiological requirements and safety must be satisfied
before higher-level needs such as self-fulfillment are pursued. In this hierarchical
model, when a need is mostly satisfied it no longer motivates and the next higher need
takes its place. Maslow's hierarchy of needs is shown in the following diagram:
Maslow's Hierarchy of Needs
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs

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Physiological Needs
Physiological needs are those required to sustain life, such as:
• air
• water
• nourishment
• sleep
According to Maslow's theory, if such needs are not satisfied then one's
motivation will arise from the quest to satisfy them. Higher needs such as social needs
and esteem are not felt until one has met the needs basic to one's bodily functioning.
Safety
Once physiological needs are met, one's attention turns to safety and security in
order to be free from the threat of physical and emotional harm. Such needs might be
fulfilled by:
• Living in a safe area
• Medical insurance
• Job security
• Financial reserves
According to Maslow's hierarchy, if a person feels that he or she is in harm's
way, higher needs will not receive much attention.
Social Needs
Once a person has met the lower level physiological and safety needs, higher
level needs become important, the first of which are social needs. Social needs are
those related to interaction with other people and may include:
• Need for friends
• Need for belonging

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• Need to give and receive love
Esteem
Once a person feels a sense of "belonging", the need to feel important arises.
Esteem needs may be classified as internal or external. Internal esteem needs are those
related to self-esteem such as self respect and achievement. External esteem needs are
those such as social status and recognition. Some esteem needs are:
• Self-respect
• Achievement
• Attention
• Recognition
• Reputation
Maslow later refined his model to include a level between esteem needs and
self-actualization: the need for knowledge and aesthetics.
Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest
of reaching one's full potential as a person. Unlike lower level needs, this need is
never fully satisfied; as one grows psychologically there are always new opportunities
to continue to grow.
Self-actualized people tend to have needs such as:
• Truth
• Justice
• Wisdom
• Meaning

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Self-actualized persons have frequent occurrences of peak experiences, which
are energized moments of profound happiness and harmony. According to Maslow,
only a small percentage of the population reaches the level of self-actualization.
Implications for Management
If Maslow's theory holds, there are some important implications for
management. There are opportunities to motivate employees through management
style, job design, company events, and compensation packages, some examples of
which follow:
• Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
• Safety Needs: Provide a safe working environment, retirement benefits, and
job security.
• Social Needs: Create a sense of community via team-based projects and social
events.
• Esteem Needs: Recognize achievements to make employees feel appreciated
and valued. Offer job titles that convey the importance of the position.
• Self-Actualization: Provide employees a challenge and the opportunity to
reach their full career potential.
However, not all people are driven by the same needs - at any time different
people may be motivated by entirely different factors. It is important to understand the
needs being pursued by each employee. To motivate an employee, the manager must
be able to recognize the needs level at which the employee is operating, and use those
needs as levers of motivation.

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JOB SATISFACTION
Job satisfaction is not the same as motivation. It is more if an attitude, an internal state
of the person concerned. It could, for example, be associated with a personal feeling of
achievement.
Job satisfaction is an individual’s emotional reaction to the job
itself. It is his attitude towards his job.
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident
rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of overall positive affect (or feeling) that
individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman

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“Job satisfaction is the amount of pleasure or contentment associated with a job. If
you like your job intensely, you will experience high job satisfaction. If you dislike
your job intensely, you will experience job dissatisfaction.”
By Andrew J DuBrins,
The practice of supervision, New Delhi
Job satisfaction is one part of life satisfaction. The environment influences the job.
Similarly, since a job is important part of life, job satisfaction influences one’s general
life satisfaction. Manager may need to monitor not only the job and immediate work
environment but also their employees attitudes towards other part of life.
JOB FAMILY
POLITICS LIFE LEISURE
RELATED ELEMENT OF LIFE SATISFACTION

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Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever
changing. When the people are ever increasing and ever changing, when the peoples
needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to
contribute very little for any purpose. Job satisfaction of industrial workers us very
important for the industry to function successfully. Apart from managerial and
technical aspects, employers can be considered as backbone of any industrial
development. To utilize their contribution they should be provided with good working
conditions to boost their job satisfaction. Any business can achieve success and peace
only when the problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism labour turnover require a
social skill of understanding human problems and dealing with them scientific
investigation serves the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.

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PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing
and provides the means to enjoy valued leisure interest outside of work. Moreover,
pay can serve as symbol of achievement and a source of recognition. Employees often
see pay as a reflection of organization. Fringe benefits have not been found to have
strong influence on job satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in determining
how satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that influence job satisfaction are variety and
control over work methods and work place. In general, job with a moderate amount of
variety produce the most job satisfaction. Jobs with too little variety cause workers to
feel bored and fatigue. Jobs with too much variety and stimulation cause workers to
feel psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to
a higher level in an organization typically involves positive changes I supervision, job
content and pay. Jobs that are at the higher level of an organization usually provide
workers with more freedom, more challenging work assignments and high salary.

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SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision
making, employee who participates in decision that affect their job, display a much
higher level of satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of
as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can
influence life outside of work. If people are require to work long hours and / or
overtime, they will have very little felt for their families, friends and recreation
outside work.

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Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to keep in
mind that: all individuals do no derive the same degree of satisfaction though they
perform the same job in the same job environment and at the same time. Therefore, it
appears that besides the nature of job and job environment, there are individual
variables which affect job satisfaction. Thus, all those factors which provide a fit
among individual variables, nature of job, and situational variables determine the
degree of job satisfaction. Let us see what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individual’s
level of education, age and other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the
level of education, particularly higher level of education, and job satisfaction. The
possible reason for this phenomenon may be that highly educated persons have very
high expectations from their jobs which remain unsatisfied. In their case, Peter’s
principle which suggests that every individual tries to reach his level of incompetence,
applies more quickly.

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Age:
Individuals experience different degree of job satisfaction at different stages of their
life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising
upto certain stage, and finally dips to a low degree. The possible reasons for this
phenomenon are like this. When individuals join an organization, they may have some
unrealistic assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall short
of reality, job satisfaction goes down. It starts rising again as the people start to assess
the jobs in right perspective and correct their assumptions. At the last, particularly at
the fag end of the career, job satisfaction goes down because of fear of retirement and
future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may
not feel happy at the workplace. Similarly, other personal problems associated with
him may affect his level of job satisfaction. Personal problems associated with him
may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and
job content.

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Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement
of skills for performing it, and the degree of responsibility and growth it offers. A
higher content of these factors provides higher satisfaction. For example, a routine
and repetitive lesser satisfaction; the degree of satisfaction progressively increases in
job rotation, job enlargement, and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal
and informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which
affect job satisfaction are given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of
workplace and associated facilities for performing the job determine job satisfaction.
These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individual’s perception about the

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organization. If these factors are favorable, individuals experience higher level of job
satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the
degree of importance attached to individuals varies. In employee-oriented
supervision, there is more concern for people which is perceived favourably by them
and provides them more satisfaction. In job oriented supervision, there is more
emphasis on the performance of the job and people become secondary. This situation
decreases job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines
the degree of job satisfaction. If the reward is perceived to be based on the job
performance and equitable, it offers higher satisfaction. If the reward is perceived to
be based on considerations other than the job performance, it affects job satisfaction
adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
1. Work group: Individuals work in group either created formally of they
develop on their own to seek emotional satisfaction at the workplace. To the

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extent such groups are cohesive; the degree of satisfaction is high. If the group
is not cohesive, job satisfaction is low. In a cohesive group, people derive
satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.
Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and
mental health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects his
physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and
physical health result from psychologically harmful jobs. Further, since a job is an
important part of life, job satisfaction influences general life satisfaction. The result is
that there is spillover effect which occurs in both directions between job and life
satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and
productivity:

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1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction
and productivity; when job satisfaction increases, productivity increases; when
satisfaction decreases, productivity decreases. The basic logic behind this is that a
happy worker will put more efforts for job performance. However, this may not be
true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he
may not put his efforts more vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex relationship between job
satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research
studies also support this view.
This relationship may be explained in terms of the operation of two factors: effect of
job performance on satisfaction and organizational expectations from individuals for
job performance. 1. Job performance leads to job satisfaction and not the other way
round. The basic factor for this phenomenon is the rewards (a source of satisfaction)
attached with performance. There are two types of rewards intrinsic and extrinsic. The
intrinsic reward stems from the job itself which may be in the form of growth
potential, challenging job, etc. The satisfaction on such a type of reward may help to
increase productivity. The extrinsic reward is subject to control by management such

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as salary, bonus, etc. Any increase in these factors does not help to increase
productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and,
therefore, he cannot go beyond certain output. Further, this constraint affects
the management’s expectations from the individual in the form of lower
output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no
impact o productivity. A satisfied worker may not necessarily lead to
increased productivity but a dissatisfied worker leads to lower productivity.
THE RELATION BETWEEN PERFORMANCE AND
SATISFACTION
Performanc
e
Extrinsic
reward
Intrinsic
reward
Satisfaction
Perceived equity
of rewards

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Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long absence
due to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a
‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job
satisfaction is related to absenteeism.
HIGH
TURNOVER
JOB ABSENCES
SATISFACTION
LOW
LOW HIGH
TURNOVER AND ABSENCES
RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND
ABSENCES

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Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When an individual feels dissatisfaction in the organization, he
tries to overcome this through the various ways of defense mechanism. If he is not
able to do so, he opts to leave the organization. Thus, in general case, employee
turnover is related to job satisfaction. However, job satisfaction is not the only cause
of employee turnover, the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their
organizations not simply because they are not satisfied but because of the
opportunities offered from other sources particularly from foreign companies located
abroad.

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DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure objectively. The level
of job satisfaction is affected by a wide range of variables relating to individual,
social, cultural, organizational factors as stated below:-
DIMENSIONS
INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL
FACTORS FACTOR FACTOR FACTOR
➢ Individual:- Personality, education, intelligence and abilities, age, marital
status, orientation to work.
➢ Social factors:-Relationship with co-workers, group working and norms,
opportunities for interaction, informal relations etc.
➢ Organizational factors:- Nature and size, formal structure, personnel
policies and procedures, industrial relation, nature of work, technology and
work organization, supervision and styles of leadership, management systems,
working conditions.
➢ Environmental factors:-Economic, social, technical and governmental
influences.

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➢ Cultural factors:-Attitudes, beliefs and values.
These factors affect job satisfaction of certain individuals in a given set of
circumstances but not necessarily in others. Some workers may be satisfied with
certain aspects of their work and dissatisfied with other aspects .Thus, overall degree
of job satisfaction may differ from person to person.
IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very important for executives.
Job satisfaction study importance can be understood by the answer of the following
question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?

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Benefits of job satisfaction study
Job satisfaction surveys can produce
positive, neutral or negative results. If planned properly and administered, they will
usually produce a number of important benefits, such as-
1. It gives management an indication of general levels of satisfaction in a
company. Surveys also indicate specific areas of satisfaction or dissatisfaction
as compared to employee services and particular group of employee.
2. It leads to valuable communication brought by a job satisfaction survey.
Communication flow in all direction as people plan the survey, take it and
discuss the result. Upward communication is especially fruitful when
employees are encouraged to comment about what is on their minds instead of
merely answering questions about topics important to management.
3. as a survey is safety value, an emotional release. A chance to things gets off.
The survey is an intangible expression of management’s interest in employee
welfare, which gives employees a reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows management to evaluate
the actual response to a change and study its success or failure.

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Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and
self-development. To the worker, job satisfaction brings a pleasurable emotional state that
often leads to a positive work attitude. A satisfied worker is more likely to be creative,
flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of
output per hour worked seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.. Unhappy employees, who are motivated by
fear of job loss, will not give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance
will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work force
and has been found to be a good indicator of longevity. And although only little correlation
has been found between job satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a prerequisite to satisfying or
delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is
quoted as saying: "Take away my people, but leave my factories, and soon grass will

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grow on the factory floors. Take away my factories, but leave my people, and soon we
will have a new and better factory"
Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction need
to incorporate the following:
• Flexible work arrangements, possibly including telecommuting
• Training and other professional growth opportunities
• Interesting work that offers variety and challenge and allows the worker opportunities to "put
his or her signature" on the finished product
• Opportunities to use one's talents and to be creative
• Opportunities to take responsibility and direct one's own work
• A stable, secure work environment that includes job security/continuity
• An environment in which workers are supported by an accessible supervisor who provides
timely feedback as well as congenial team members
• Flexible benefits, such as child-care and exercise facilities
• Up-to-date technology
• Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that
there are many factors that affect job satisfaction and that what makes workers happy with
their jobs varies from one worker to another and from day to day. Apart from the factors

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mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the nature
of the work itself. Managers who want to maintain a high level of job satisfaction in the work
force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup. Also,
managers can enhance job satisfaction by carefully matching workers with the type of work.
For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate
steps to create a stimulating work environment. One such step is job enrichment. Job
enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.
Job enrichment usually includes increased responsibility, recognition, and opportunities for
growth, learning, and achievement. Large companies that have used job-enrichment programs
to increase employee motivation and job satisfaction.
Good management has the potential for creating high morale, high productivity, and a sense
of purpose and meaning for the organization and its employees. Empirical findings show that
job characteristics such as pay, promotional opportunity, task clarity and significance, and
skills utilization, as well as organizational characteristics such as commitment and
relationship with supervisors and co-workers, have significant effects on job satisfaction.
These job characteristics can be carefully managed to enhance job satisfaction.

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Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
• When have I come closest to expressing my full potential in a work situation?
• What did it look like?
• What aspects of the workplace were most supportive?
• What aspects of the work itself were most satisfying?
• What did I learn from that experience that could be applied to the present situation?

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Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction:
• Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
• Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.
• Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
• Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often result in recognition as well as in increased responsibilities and rewards.
• Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
• Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.
• See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
vital role in job satisfaction.
• Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

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Assuring Job Satisfaction
Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to
job responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair,
her promotional opportunities are good, her supervisor is supportive, and her coworkers are
friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91).

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Very simply put, if the pleasures associated with one's job outweigh the pains, there is some
level of job satisfaction
MODEL OF JOB SATISFACTION

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COMPANY PROFILE
About METRO Cash & Carry
METRO Cash & Carry operates in 25 countries over 750 wholesale markets with
about 108,000 employees worldwide. In financial year 2016-17 it generated sales of
about €30 billion. METRO Cash & Carry is the wholesale division of METRO, a
leading international specialist in wholesale and food retail. The company METRO
operates in 35 countries and employs more than 150,000 people worldwide. In
financial year 2016-17, METRO generated sales of around €37 billion. The company
provides custom solutions to meet the regional and international needs of its
wholesale and retail customers.
The Cash & Carry Concept
Cash and Carry wholesale is primarily defined by its customer base and the unique
business model. This means, registered business customers visit a Cash & Carry
outlet, select their own purchases and carry these back themselves instead of placing
orders with multiple vendors. Every day at METRO outlets across the world, more
than 117,000 employees serve business customers with a wide assortment of up to
50,000 food and non-food products, available under one roof at wholesale prices.

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METRO Cash & Carry in India
METRO Cash & Carry entered the Indian market in 2003. The company currently
operates twenty-five wholesale distribution centers under the brand METRO
Wholesale including six in Bangalore, four in Hyderabad, two each in Mumbai and
Delhi, and one each in Kolkata, Jaipur, Jalandhar, Zirakpur, Amritsar, Vijayawada,
Ahmedabad, Surat, Indore, Lucknow and Meerut.
METRO Cash & Carry India’s core customers include small retailers and kirana
stores, hotels, restaurants and caterers (HoReCa), corporates, SMEs, all types of
offices, companies and institutions, as well as self-employed professionals. Only
business customers are allowed to purchase at METRO, all of them duly registered
and provided with a customer registration card. With considerable international
expertise and a nuanced understanding of the Indian market honed over the past ten
years, METRO Cash & Carry India is well positioned to cater to the specific needs of
all these customer segments.

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METRO Cash & Carry India offers close to 7,000 world-class products across a
multitude of categories - such as fruits & vegetables, general grocery, dairy, frozen &
bakery products, fish & meat, confectionery, detergents & cleaning supplies, health &
beauty products, media & electronics, household goods and apparel - all under one
roof, and at transparent, low wholesale prices. This helps us improve our customers’
offerings, while providing them with a reliable supply source. Analyzing the local
requirements, a large percentage of the goods are sourced locally and are tailor-made
to meet the specific demands of the region.
METRO has well-tried and sophisticated mechanisms in place to ensure that each
product complies with the highest quality standards. Products are available with
options of bulk packs, refill packs, or multiple-packs for the convenience of
professional customers. With the assurance of stock availability at all times at
METRO, customers do not need to maintain stocks on account of uncertainty of
supplies. This significantly reduces costs incurred in procurement and inventory
management for the customers.
The company regularly conducts customer engagement programs for various target
groups. METRO’s focus on small traders is aimed at helping kiranas become more
competitive and profitable. It helps them enhance their offerings with sharper
assortments and more efficient inventory management, greater hygiene in the
handling and storage of goods, and improved ambience and services for their
customers. METRO also provides its HoReCa customers with a range of customized
services and interactive platforms for knowledge sharing through a unique initiative
called Chef-o-logy. It also provides hygiene and quality training initiatives for small
and mid-sized restaurants and dhabas.

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METRO Cash & Carry is a close partner of the local economy and is committed to
bringing benefits to local communities. Through its Fruits & Vegetables Collection
Centres, METRO works along the agricultural supply chain to source fresh produce
directly from farmers, reduce wastage levels and help farmers realize better financial
value for their products. METRO currently runs 5 Collection Centres in the states of
Karnataka (2), Andhra Pradesh (1), Maharasthra (1) and West Bengal (1). The
company also partners closely with local producers and manufacturers to procure
goods locally. In every State it enters, METRO creates a number of direct and indirect
employment opportunities for local talent, and also provides them with
comprehensive training to develop their skills.
Our Motto
With small and medium-sized entrepreneurships being the backbone of the Indian
economy, METRO Cash & Carry prides itself on being the Champion for
Independent Business, by helping them thrive, be profitable and make a difference to
the community.
METRO Brands
To ensure high-end quality and sustainability, METRO offers its own portfolio of
brands like Aro, HoReCa Select, Fine Food, Tarrington House, Tailor & Son,
Fairline, Authentic, Lambertazzi and Sigma which meet all your business needs.
Our Achievements/ Awards
• METRO Cash & Carry India has been ranked 2nd in the Great Place to Work Survey
of the country’s Top Ten Retail Companies for the year 2015 and 2016.
• METRO Cash & Carry India is the country’s first HACCP-certified wholesaler.

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• METRO Cash & Carry India has won the CII National Award for Quality & Food
Safety for its flagship wholesale centre at Yeshwanthpur, Bangalore in 2013 and for
its Moosapet centre in Hyderabad in 2015.
Metro Cash And Carry
Type Private
Industry Wholesale
Founded 1964
Headquarters Düsseldorf, Germany
Key people Olaf Koch, CEO
Products Fast-moving consumer goods
Revenue €31.6 billion (2012)
Number of employees ~ 100,000 (2012)
Website www.metro-cc.com

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METRO Cash & Carry is an international self-service wholesaler. It operates across
Europe and in some countries of Asia and Northern Africa. It is the largest sales
division of the German trade and retail giant Metro AG.
METRO Cash & Carry is different from B2C retail chains (such
as Walmart, Carrefour or Tesco) in that its business concept is targeted towards
professional customers rather than end consumers. The cash-and-carry concept is
based around self-service and bulk buying. METRO Cash & Carry serves to
registered customers only. Core customer groups are hotels, restaurants, caterers,
traders and other business professionals.
Board of Directors
Arvind Mediratta
Managing Director & CEO
is the Managing Director and Chief Executive Officer at METRO Cash & Carry India
Pvt. Ltd. In his current role since 2016, he has been instrumental in steering METRO
into newer geographies and building a robust culture of customer-centricity within the
organisation. Within two years under his leadership, METRO has added seven outlets
to its portfolio of 25 wholesale stores currently operational in India.
An industry veteran with over 27 years of rich experience in wholesale, retail, general
management and marketing; Mr. Mediratta has worked with some of the leading
Fortune 500 corporations such as Walmart, Procter & Gamble, Whirlpool and Yum!
Brands.
Prior to heading the METRO Cash and Carry India, Mr. Mediratta was with Walmart
US spear-heading multi-billion dollar businesses for the entire US market, first as
Global Officer and Vice-President for Operations (Texas) and then as Global Officer
and VP Merchandising for Fresh. Before taking up this global leadership assignment,

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Mr. Mediratta was the driving force behind successfully setting up Walmart’s Cash
and Carry business in India and establishing 20 wholesale outlets in a record five
years’ time till 2013. As the Chief Operating Officer of Walmart India, he built
Walmart’s Cash and Carry India team overseeing key functions such as Buying,
Merchandising, Operations, Sales, Business Development, Marketing, Logistics,
Supply Chain, e-commerce, HR, Finance etc. He has been recognized globally by
Walmart US for being instrumental in scripting the success story of Walmart’s Cash
and Carry business in India.
Before his decade long stint at Walmart, Mr. Mediratta worked with Yum! Brand as
the Chief Marketing Officer for South Asia for Pizza Hut, KFC, Tacobell and A&W
in India, Bangladesh, Sri Lanka and Mauritius. He was instrumental in relaunching
the brand KFC successfully in India. Prior to this, he was the Chief Marketing Officer
(CMO) at Whirlpool India and Marico India respectively. Mr. Mediratta started his
career with Procter & Gamble (P&G) driving the successful brand launch of ‘Ariel’
detergent in 1991. In his decade long tenure at P&G, he worked in various
challenging marketing and brand roles in India, Singapore and Bangkok.
Mr Mediratta was rated amongst ‘25 Hottest Young Executives in India’ by Business
Today in 2006; ‘Top 8 Marketers in India’ by The Economic Times in 2003; ‘50 most
Powerful People in Media, Advertising and Marketing in India’ by PITCH in 2004.
Mr. Mediratta is a B. Tech graduate from Indian Institute of Technology, Delhi. He
did his MBA from IIM- Calcutta and was part of the ‘Roll of Honour’ of the institute.
A travel enthusiast, Mr. Mediratta has explored many uncharted places and
discovered different cultures, cuisines and varying food habits in different
geographies of India and US. Mr. Mediratta is married to Ms. Rashmi Mediratta, an
art enthusiast and home-maker, and has two children Tanushree and Niranjan.

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Raviganesh Venkataraman
Director – Offer Management & Supply Chain
Mr Venkataraman has over 23 years of experience under his belt, handling diverse
roles in Operations, Procurement and Sales at heavyweights such as Titan, Airtel and
Coke. Mr Venkataraman joined METRO Cash & Carry India as the company’s
Strategy Head and stayed on to lead its Trader & SCO businesses, before he was
chosen by the international corporate team to spearhead METRO Cash & Carry’s
Asia strategy. He then elected to return to the India business as MCC India’s Director
– Expansion & Development before assuming his current role. Mr Venkataraman is a
graduate of the SP Jain Institute of Management & Research,
Suniana Calapa
Director – Finance
Ms Calapa serves as Director – Finance on the Executive Board of Directors at MCC
India. Ms Calapa’s 19 years of expertise in financial controllership, planning, analysis
and audit, span leading blue chip financial services companies, consulting firms and
IT sector. She earlier served a 3-year stint as MCC India’s Head of Controlling, and
took a sabbatical for a year before re-joining the company as its Finance
Director/CFO. Ms Calapa is a Chartered Accountant and a graduate of the Institute of
Cost & Works Accountants of India.
Manish Sabnis
Chief Operating Officer (South & West)
Mr Sabnis is responsible for building METRO India’s expanding operations in the
South & West region, which is home to METRO’s Head Office in Bangalore and its
largest customer base covering Karnataka, Andhra Pradesh, Telangana, Maharashtra,

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Gujarat and Madhya Pradesh. He also manages and steers Marketing, Customer
Management & Development, and Security functions for METRO India.
Mr Sabnis brings a wealth of operations experience from the Cash-&-Carry and Retail
arenas, having worked as CEO of Future Group’s Easy Day retail chain, Bharti
Walmart Cash & Carry, Nokia, Ranbaxy and Britannia.
Udaiy Khanna
Director & Head of Human Resources
Mr Udaiy Khanna serves as Director, Human Resources on the Executive Board of
Metro Cash & Carry, India. He brings with him an enormous work experience of 26
years, of which he has spent 15 years driving global human resource management
roles at various organisations. An experienced leader in human resources management
and talent acquisition, Mr Khanna is adept at managing change initiatives across
broad and diverse employee bases for large organizations. In his previous stint, Mr
Khanna was associated with Samsung Electronics India as Vice President and Head,
Human Resources. In the first 11 years of his working career, Mr Udaiy Khanna
managed several facets of operations and sales, which lends him a holistic
understanding of businesses. Mr Udaiy Khanna is a graduate of XLRI, Jamshedpur.
METRO Cash & Carry – this name stands for one of the great success stories in
modern commerce. The unique wholesale business-to-business model of METRO
Cash & Carry is focused only towards professional customers such as hotels,
restaurant, and caterers as well as small and mid-sized retailers. METRO Cash &
Carry offers this target group a greater efficiency than the multilayered supply chain
thus helping them to improve their business: By offering them a one-stop solution for
their purchases, by helping them to improve their assortment, by offering them high

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quality products at reasonable and transparent prices and by offering them a consistent
supply source.
What does METRO offer?
METRO Cash & Carry is a reliable partner for more than 20 million professional
customers worldwide. It gives them a clear competitive advantage in their own
markets. Professionals can purchase everything they need to run their business: A
restaurant owner, for example, can buy food like fish or vegetables as well as kitchen
equipment and office supplies.
METRO Cash & Carry offers an exceptionally wide range of high-quality products
under one roof. Depending on the size and type of wholesale center, the assortment
includes up to 20,000 items in the food range and 30,000 items in the nonfood sector.
As the name implies, METRO Cash & Carry customers select their own items and
take them with them to their restaurants and shops. With this unique business-to-
business concept, the company has grown to become a leading international player in
self-service wholesale.
Company History
METRO Cash & Carry is a leading international company in self-service wholesale
and operates more than 600 outlets in 29 countries. With over 100,000 employees
worldwide, the company achieved sales of € 31.7 billion in 2007. By generating
almost 50 percent of the total sales, METRO Cash & Carry is the top-selling sales
brand of the METRO Group. Assortment and service of METRO Cash & Carry’s
unique business-to-business model are targeted only towards professional customers
such as hotels and restaurants as well as small and mid-sized retailers or institutions.
The company offers these special groups a high level of assortment competency both

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in food and nonfood as well as attractive wholesale prices. An efficient and
internationally conferrable concept ensures success in entering new markets.
METRO in INDIA
METRO Cash & Carry announced its operations in INDIA in January 2006. Since
then, it has established itself as a potential market leader in wholesale. Under the
supervision of Managing Director Mr. Giovanni Soranzo, METRO Cash & Carry
INDIA has opened its first store in the city of Lahore in October 2007. The
company’s country head office is also based in Lahore and currently employs over
400 people in two offices.
METRO Cash & Carry’s commitment to INDIA is also echoed in its donations
to the President’s Earthquake Relief Fund.– The company donated €100 000 in
January 2006 towards President's Earthquake Relief Fund. It also has plans to fund
development activities in the country in association with the German Investment and
Development Company. Such activities have successfully been carried out in other
countries.
METRO Cash & Carry plans to invest in INDIA on a sustained and reliable basis in
the years to come. The company’s unique business model offers potential for a
decrease in market prices and promotion of local goods and personnel.
Issues:
Tactical sales issues & queues
Metro faces many tactical issues because they have to change their inventory after
every 14 days on Thursdays. They need very active workforce which shifts inventory
from the top into the shelf space for this. Sales force facing problem of managing

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queues on the cash counter. Sales force motivation and activate participation in work
is shrinking. Giving sales force up to date product knowledge in shorter span of time
is a problem
Positioning or segmentation Issue
Metro position itself as a wholesaler brand in INDIA but people who don’t have retail
stores they also come here and do shopping, according to our analysis and their
advertisement the target only businesses and they should position their brand also for
ordinary customers who use products in their homes.
Competition’s Prices issues
If we analyze the prices of makro and other whole sale markets then we can see that
metro prices are almost less than all so in order to maintain prices metro face problem
during setting customer prices because customer select those whole sale markets who
offer maximum discounts on quantity and transportation.
1. External and Internal Analysis:
Key success factors:
10 METRO Cash & Carry principles
The success of the company is based on the following principles:
• Focus on professional customers
• One-stop shopping
• Efficient store concept designed for professional needs
• Advanced customer service
• Enhanced customers’ competitiveness
• Excellence in supply chain and quality management

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• Strengthening of local suppliers
• Development of national infrastructures
• Career opportunities
• internationally transferable concept
Competitive analysis:
There is one major competitor in INDIA’s whole sale industry and that is Makro.
• Both use News papers, internet, pamphlets and booklets because it contains
detailed introduction about the business and its products.
• Both Metro and Makro are in a wholesale business
• Both Spent not much on Marketing campaigns
• Metro believes in the concept of in source while Makro outsources its food
production
• They both have teams for customer service
• Metro has trained staff while Makro has just hired sales person
• Metro has proper shelf placement of products whereas Makro does not
• Metro follows the same layout all over the world and Makro does not
• Metro places its inventory in its store and warehouse, while Makro places
inventory only in store it does not has any warehouse
• Metro hire logistics for transportation
• Metro focus on proper shelf placement of products while Makro has not
practicing this.

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SWOT Analysis of Metro:
Opportunities:
1. Changing trend of shopping, people prefer to go the place where they can find
maximum variety under one roof.
2. Metro is planning to open new stores at different locations.
3. Company name itself is an opportunity as “Metro” itself is a very popular
name and they can expand business with any company they like to.
4. People are coming more towards hygienic food.
Threats:
1. Launch of Wal-Mart in INDIA.
2. Inflation
3. Government instability
4. Terrorism
Strength:
1. Largest whole seller platform.
2. They are selling few products with their own brand name.
3. Metro don’t spend money on advertisements through electronic media.
4. Metro is operating their business according to the buying pattern of the
customers.
5. Metro Values its Employees and Customers.
6. Defined format adapted to local market needs
7. Efficient and low-cost operations

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Weakness
1. Not providing goods on credit bases.
2. Location of the store is quite far away.
3. Only deals in wholesales.
4. Relatively waiting time in queue is more.
5. High priced imported items.

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METRO DEFINING QUALITY
◼ Value for price paid
People who purchase products from Metro feel that they charge the right amount
for goods that they usually buy.
◼ Support services
Metro gives warranty depending on the type of product purchased. Example it
gives warranty on its electronics.
◼ Psychological
It has a good ambience, staff is friendly & responsive.
TYPE OF LAYOUT BEING USED IN INDIA
Metro INDIA is using the “junior” Layout. This kind of layout is equal to 10,000
sqm i.e 120 kanals.
Advantages of Proper Layout Planning
• Proper Layout is itself Marketing of products.
• Critical in building good working relationships
• Increasing the flow of information
• Improving communication
• Promoting the visibility of key items in retail business
• Contributing to customer satisfaction
• Customer convenience

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WAREHOUSE LAYOUT
• Metro has its warehouse at Sharakpur which is known as the “Metro
Platform”
• They use the “Proactive approach”
• Metro itself is a of kind ware house
• To locate the inventory & order placement, Metro has a software known as
GMS
Suppliers
❑ Metro is outsourcing this service by hiring “Logistic Company” for
transportation services
❑ Metro has its own suppliers who supply directly to its warehouse from all over
the world & local suppliers supply both to Metro & its warehouse
Customers
Metro is catering not only for the customers of Lahore but also outside areas like
Gujranwala, Sheikupura & Sargodha
Labor
In metro, most of the work is being done by the labor. So it is important for Metro
to choose such a location in which labor supply is adequate
Site Considerations
Metro also considers the following factors while choosing the location, they have
local zoning & taxes, access to utilities, utility cost, soil conditions, climate,
adequate drainage, approach roads, parking and etc.
2. Sales management practices:
Strategic planning

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Metro Cash & Carry hopes to double its international own-brand sales share from the
current 10 to around 20 percent by 2012 with its new private label strategy and
streamlined portfolio of six exclusive labels.
The new strategy includes a tighter assortment, a sharpened customer focus and even
more competitive pricing, according to a company statement. The new private label
brands are gradually rolling out in all 655 self-service wholesale stores in the 29
countries where Metro Cash & Carry does business.
Combined with a very competitive pricing, our own brand assortment will
significantly help metro professional customers to boost their own business. With new
own-brand strategy we are focusing even more on the special needs of core
customers, such as hotels and restaurants, traders and offices and knowledge and
understanding of their business has helped to develop a high quality, user-friendly and
tailor-made product range.
The new own brand portfolio includes:
• Aro sold on a price entry level, below the benchmark competition and comprises
700 reliable food and non-food products.
• Fine Food, which “stands for high-value products, addressing independent food
traders as well as service stations with 700 items..
• Horeca Select, which offers 1,500 food and non-food products for professional
kitchen use.
• H-Line, an assortment of 350 non-food and “near food” products that offer solutions
for the hotel and [restaurant] sector. “The professional look and performance of H-
Line offers a realistic alternative to franchising,” the company said.
• Rioba, a line of 150 coffee and cocktails making supplies for bars, cafés, hotels,
companies and offices.

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• Sigma, a line of 600 office supplies that serves all customer groups.
On average the selling price will be 10 to 20 percent less than similar branded
products, while offering a quality that is comparable to the best standard on the
market, according to a company statement.
“Altogether, this new approach allows us to offer our professional customers a real
added value. This is especially important in the course of an economic downturn,”
said Thomas Rudelt, head of corporate own-brand management.
Strategy for sustainable, profitable growth
At the heart of the Company’s strategy are customer focus, positioning and expansion
along with efficient processes and structures. The objective is to boost the value of
METRO GROUP in the long term by means of profitable, sustainable growth. The
Company’s management culture encourages each individual employee to act
autonomously. ‘As decentralized as possible, as centralized as necessary’ is the
guiding principle.
In 2009, METRO GROUP launched the efficiency and value-enhancing program me
Shape 2012 to tap existing potential for further growth within the Group. With this
scheme, the Group hopes to improve earnings by €1.5 billion per annum from 2012
onwards. Cost cutting will account for some €800 million of this. METRO GROUP
aims to generate the remainder by taking steps to increase productivity and improve
customer relations, for example. Shape 2012 had a tangible effect on profits even in
the first half of 2010.
Personal selling approach
Personal selling, unlike advertising or sale promotion, involves direct relationships
between the seller and the prospect or customer. In a forma sense, personal selling
can be defined as a two-way flow of communication between a potential buyer and a

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salesperson that is designed to accomplish at least three tasks: (1) identify the
potential buyer’s needs; (2) match those needs to one or more of the firm’s products
or services; (3) on the basis of this match, convince the buyer to purchase the
product. Finally, it is a complex communication process, one still not fully understood
by marketers.
Personal selling techniques:
The importance of the personal selling function depends partially on the nature of the
product. As a general rule, goods that are new and different, technically complex or
expensive require more personal selling effort. The salesperson plays a key role in
providing the consumer with information about such products to reduce the risks
involved in purchase and use. Metro have active sales force standing in each row to
help customer. Company is publishing the Metro magazines of new food items.

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The sales process
1. Preapproach (Preparing)
Review key decision makers especially for business to business
o assess credit histories
o prepare sales presentations
o Identify product needs.
Helps present the presentation to meet the prospects needs.
2. Approaching the Customer
Sales force objective is not only reaching to the potential customer and strive
to develop a relationship rather than just push the product. First impression of
the sales person is Lasting and therefore important, Sales force wore proper
uniform. Neatness and cleanliness important. Sales force use referrals, cold
calling or repeat contact. Sales force wore proper uniform.
3. Making the Presentation
Need to attract and hold the prospects. Attention to stimulate Interest and stir
up. Desire in the product so the potential customer takes the
appropriate Action. Try to get the prospect to touch, hold or try the product.
Sales force is trained so they are able to change the presentation to meet the
prospect needs.
4. Overcoming Objections
Seek out objections and address them.
Anticipate and counter them before the prospect can raise them.
Try to avoid bringing up objections that the prospect would not have raised.
Price objection is the most common
Need to provide customers with reasons for the $s, build up the value before

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price is mentioned
Must be convinced of price in own mind before you can sell to customer.
Get budget info. on buyer before you try to sell, and must know what they want, must
sell service on top of product augmented product--to create value!!
Must know value of product, provide warranties etc.!!
Closing
Ask prospect to buy product/products. Use trial closes, Metro ask about financial
terms, preferred method of delivery. 20% sales people generally close 80% sales.
The following are popular closing techniques:
o Trial Close (Minor decision close)
o Assumptive close (Implied consent close)
o Urgency close
o Ask for the sale close
If prospect says no, they may just need more reasons to buy.
Following Up
Metro follow up sale, determine if the order was delivered on time, installation OK
etc. Also helps determine the prospects future needs. Accomplishes four objectives:
o customer gain short term satisfaction
o referrals are stimulated
o In the long run, repurchase
o prevent cognitive dissonance
Steps of Sales
P± Positive state of mind O± Open discussion U± Understand customer needs C± Close the
discussion
H±Handshake

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Benefits to metro:
From customer’s point of view
i. Personal selling provides an opportunity to the consumers to know about new
products introduced in the market. Thus, it informs and educates the consumers about
new products.
ii. It is because of personal selling that customers come to know about the use of new
products Business Studies in the market. The sellers demonstrate the product before
the prospective buyers and explain the use and utility of the products.
iii. Personal selling also guides customers in selecting goods best suited to their
requirements and tastes as it involves face-to-face communication.
iv. Personal selling gives an opportunity to the customers to put forward their
complaints and difficulties in using the product and get the solution immediately.
Relationship selling:
The relationship-building process which is designed to meet the objectives contains
six sequential stages. These stages are (1) prospecting, (2) planning the sales call, (3)
presentation, (4) responding to objections, (5) obtaining commitment/closing the sale
and (6) building a long-term relationship.
Metro move beyond functional relationships, they develop strategic partnerships or
strategic alliances. These are long-term, formal relationships in which both parties
make significant commitments and investments in each other in order to pursue
mutual goals and to improve the profitability of each other. Marketing managers and
sales managers must make some very important decisions regarding how the sales
fore should be organized.

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“Continuous Improvement & Metro”:
❑ Proper shelf placement & training of staff
❑ Metro trains its staff by two process:
o Process
o System
❑ It has its own in-house training organization called HOT
(House of Training)
❑ They also send their staff abroad for proper training
❑ They use “train the trainer” approach
Team Approach
They have a team of more than 300 employees working as a team
Quality Awards and Standards
Metro maintains their quality by the standard of ISO 9000
Service departments support the sales departments in their vending activities:
• Customer entrance and after sales services
Welcoming customers check & issue customer cards at the entrance. Sales force is
dealing with goods returns and After Sales Service, Customer Care.
• Customer manager:
Acquiring new customer and visiting registered customers.
• Human Resources:
Manager is dealing with all human resources topics for the stores staff.
• Decoration and maintenance:
Settling of demonstration furniture, display material and signage for the presentation
of goods

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Recruiting and Selecting Salespeople
Metro have assessment centers--intense training environment that places candidates in
realistic problem settings in which they give priorities to their activities, make and act
on decisions.
Recruitment should be a continual activity aimed at reaching the best applicants.
Applicants chosen that most match the demographics of the target market
Compensating Sales People
To attract, motivate and retain sales people that facilitate and encourage good
treatment of the customers. Metro try to understand personalities of sales
people. Strive for proper balance of freedom, income and incentives. They
know the Need to determine the best level of compensation required, and the
best method of calculating it.
o Straight salary
o straight commission (selling insurance)--single percentage of sales or
sliding rate
o Combination plan

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Motivating Sales People
Providing systematic approach must also satisfy non-financial needs:
o Job security
o Working Conditions
o Opportunities to succeed
Forecasting;
The purpose of this section is to provide a brief summary of market research literature
regarding the forecasting of sales of products with guidance that goes beyond an ad
hoc choice of a forecasting tool. The guidance provided by years of market research
will lead to the recommendation of a forecasting model that has been developed from
product adoption theory and rigorously tested in its ability to perform
An S-curve pattern implies that product sales initially grow at a rapid rate, then the
rate of growth tapers off, and finally declines with time.
Historical analysis of product sales curves indicates this is one of the most common, if
not the most common pattern of new product sales over time.
Exhibit 1 shows the cumulative percentage of the potential market (i.e., total number
of adopters) that has made an initial purchase of a product. As move up and to the
right of the S-curve in Exhibit 1, i.e., as look at the rate of adoption of a product over
time by first time purchasers, initially have the innovators buying the product, then
early adopters, and so on as if move up the S-curve, until you get to the point of
market saturation, where the last set of first-time buyers are known as the laggards.
Exhibit 2 shows the time of adoption of buyers for the product. If the buyer is to the
left of the vertical line in their time of adoption they are innovators, early adopters or
part of the early majority, if to the right they are the late majority or the laggards.

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Exhibit 3 displays types of S curves developed from alternative types of product sales
forecasting models.
Exhibit 4 displays the types of diffusion models, including the highly adopted Bass
(1969) model (hereafter referred to as the "Bass Model") that combines the innovation
and imitation properties into one increasingly generalized model
Evaluating Sales force Performance:
1. To ensure that compensation and other reward disbursements are consistent
with actual salesperson performance
2. To identify salespeople that might be promoted
3. To identify salespeople whose employment should be terminated and to
supply evidence to support the need for termination
The table shows the five measurement items used to generate data on sales force
competence development. On the general question (P1), the firms were found to do
well with a score of 83.37% representing 356 (156 + 120 + 80 = 356) points.
Specifically, they did better in mentoring (P4) with a score 84.56% representing 367
points. This is closely followed by coaching (P3), which had a score of 83.14%
representing 365 points. Project team staffing (P5) came next with a score of 81.86%
representing 334 points. Sales force skills training (P2) came last with a score of
80.60%. In total, the aggregate score is 52.40% representing 1415 (349 + 365 + 367 +
334=1415) points out of a maximum of 2700 (135 responses x 5 grade points x 4
SFCD tasks = 2700) points. This indicates an average level of involvement of these
participating firms in sales force competence development tasks. On the whole, it can
be observed from this descriptive analysis that the participating firms were doing well
in their sales force competence development programmes, however, coaching is

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mostly emphasized, followed by mentoring and project team staffing, and finally by
skill training
Diagnosis and Alternatives
Metro is very well serving their customer. We analyze that why the retailer are
not going to metro. The issue the customer are facing is time consuming visit, outside
city (transportation) so the corrective action need to take like online shopping and
rickshaw scheme that will help retailers to transport goods to metro.
Recommended Sales Strategy
To get the long term benefits Metro need to focus on Relationship building
strategy. Like consultancy service for the retailers. Those wanted to open a business
regarding the retail shop with the low initial capital , Metro consultant give them the
complete idea, graphical layout of the store how they can effectively run with the
business with low cost . This not only facilitate retailer but Metro will develop
partnership with many retailers, Help Metro with goods and strong image and
standing in the market.

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METRO Own Brands
METRO Cash & Carry’s exciting range of Own Brand products
METRO Cash and Carry India offers an exciting line of food and non-food products
under its exclusive Own Brands category, dedicated to the needs of its business
customers. Customers can find a vast assortment of over 1,100 high quality products
under METRO’s Own Brand labels, ranging from groceries and commodities, dairy,
bakery and frozen products to detergents, toiletries, stationery, household products,
apparel, footwear, linens, furnishings, tableware, luggage and appliances.
Sourced directly from small and medium enterprises (SMEs) across the country, these
products offer a distinct price advantage for customers without compromising on
range or quality. With METRO’s inputs, SMEs are able to research and analyse
market requirements, and manufacture goods that stand up to stringent production
specifications, rigorous quality audits and product tests.
Traders and small retailers across India have found profitability in introducing these
brands to their customers as economical and high quality alternatives to big brands.
METRO’s large network of wholesale distribution centre’s across the country also
ensures that SMEs are able to gain access to national and international markets
beyond their own local customers.
METRO’s exclusive Own Brands product lines have been built on a clear
understanding of what its business customers need – quality, performance, packaging
and pricing. We offer a sharper assortment of products that are at par with - or better
than - the best comparable products available in the market, combined with very
competitive prices that give customers maximum value for their money.

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Target Group:
We at METRO, offer an extensive product range in Groceries that covers the entire
customer basket at the lowest possible prices in town. We ensure that customer
expectations are met by offering a diverse range at the best prices. We also have the
newest products in the market including pesticide-free and organic products
Quality standards:
We take every step to ensure that quality standards of the highest level are undertaken
to provide you with the best products.
• Strict compliance to FSSAI norms
• Periodic quality checks on all private label packing units
• Monitored purchase from shortlisted suppliers across the country to ensure
procurement and sales of quality products to our customers
• In-store quality team at every location to inspect the inward of commodities as per
defined quality norms
Why METRO?
• Full basket availability with the right quality assurance
• Multiple choices given the range of offering
Variety
• Sugar : Available in Bulk 50kg sugar bags, loose sugar, 1kg/5kg packs. Refined and
regular sugar, Jaggery, sugar supplements and specialty range,value-added products,
organic and pesticide-free range
• Whole spices : Chilli, tamarind, black pepper, cardamom, cumin, coriander,
fenugreek, fennel, sesame, poppy seeds, star anise, mace etc

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• Powders : Major national brands like MDH, Everest and regional brands like MTR,
Easter, Aachi, Sakthi, Goldiee, Pushp, Dave, etc.;Private label : Fine Food Range;
Asafoetida
• Herbs, Seasoning and pastes : Ginger, garlic, ginger garlic paste, tamarind pastes,
keya herbs , on1y herbs
• Oil : National brands and regional brands covering the entire assortment
includingregion-specific varieties like soya, sunflower, mustard range like – Olive oil,
blended oils, coconut, peanut, sesame, palm, gingelly and deepam oils
• Ghee : Regional Milk cooperative brands like Amul, Nandini, Paras, GRB, Patanjali
etc
• Dry Fruits and Nuts : Entire range of cashew, almonds, raisins, walnuts, pistachios,
dates and all value-added products in desired pack-sizes. Customized ranges are also
during Festival season

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OBJECTIVES OF
THE STUDY

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OBJECTIVES OF THE STUDY
1. Assessing the level of job satisfaction at METRO WHOLESALE.
2. To bring out the opinion and suggestion of employees benefits at
METRO WHOLESALE.
3. To identify the satisfaction factors of employees.
4. To identify the perception of employees and the factors causing
dissatisfaction.
5. To be informed about the concern of job satisfaction of an organization in
Lucknow.
6. To study the impact of job satisfaction in organizational performance and goal
achievement.

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RESEARCH
METHODOLOGY

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RESEARCH METHODOLOGY
Research is a common parlance which refers to search for knowledge. It is a
procedure of logical and systematic application of the fundamentals of science to the
general and overall questions of a study and scientific technique, which provide
precise tools, specific procedures, and technical rather philosophical means for getting
and ordering the data prior to their logical analysis and manipulating different type of
research designs is available depending upon the nature of research project,
availability of manpower and circumstances.
RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research design is the conceptual structure within which
research is conducted. This research was descriptive in nature
DESCRIPTIVE RESEARCH:
The research undertaken was a descriptive research as it was concerned with specific
predictions, with narration of facts and characteristics concerning a study on Job
satisfaction of employees working in METRO WHOLESALE LUCKNOW.
a. METHODS OF DATA COLLECTION. There are several methods of
collecting primary data, particularly in surveys and descriptive researches. In
descriptive research, we obtain primary data either through observation or through
direct communication with respondents in one form or another or through
personal interviews. I have used questionnaires (Primary) and Internet source
(Secondary) for data Collection.

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b. DATA SOURCE
There were two types of data sources used in this research. These were
PRIMARY DATA
Primary data is the data collected for the first time from the source and never have
been used earlier. The data can be collected through interviews, observations and
questionnaire.
SECONDARY DATA
Secondary data is the data collected from already been use or published information
like journals, diaries, books, etc .In this research project, secondary source used were
various journals, and website of various online journals.
c. SAMPLE DESIGN
A sample design is made up of two elements. Sampling method refers to the rules and
procedures by which some elements of the population are included in the sample.
Some common sampling methods are simple random sampling, stratified sampling,
and cluster sampling.
I have used simple random sampling for study.
d. UNIVERSE OF STUDY: Universe of the study means all the employees of
METRO WHOLESALE in Lucknow.
SAMPLE AREA: METRO WHOLESALE, Lucknow.
e. SAMPLE TYPE
I have used Random sample for study.

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f. SAMPLE SIZE: A sample of minimum respondents will be selected from
METRO WHOLESALE Lucknow. An effort was made to select respondents
evenly. The survey was carried out on 100 respondents.
g. SAMPLE UNIT: Employees of METRO WHOLESALE Lucknow
h. STATISTICAL TOOLS TO BE USED: A structured questionnaire is
used to collect the data and data will be analyzed with the help of percentage
table, respective graph, bar graph and pie charts.
TOOLS OF PRESENTATION:
It means what all tools are used to present the data in a meaningful way so that it
becomes easily understandable. In this research tables and graphs were used for
presenting the data.

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DATA ANALYSIS & INTERPRETATION
1. Working hours of the organization is convenient?
Working hours is convenient No. of respondents % of respondent
Strongly agree 48 48
Somewhat agree 36 36
Neither agree nor disagree 6 6
Somewhat disagree 4 4
Strongly disagree 6 6
Total 100 100
Interpretation: From survey we come to know that most of the employees are
strongly agree and least of the employees are somewhat agree.
48%
36%
6%
4%
6%
Working hours is convenient
Strongly agree
Somewhat agree
Neither agree nor
disagree
Somewhat disagree
Strongly disagree

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2)State the level of satisfaction towards the salary paid to you by the
company?
Satisfaction level towards the
salary
No. of respondents % of respondent
Completely satisfied 10 10
Somewhat Satisfied 32 32
Neither satisfied nor dissatisfied 10 10
Somewhat dissatisfied 4 4
Completely dissatisfied 44 44
Total 100 100
Interpretation: From survey come to know that majority of employees are somewhat
dissatisfied and least of the employees are somewhat dissatisfied towards the salary.
10%
32%
10%
4%
44%
Satisfaction level towards the salary
Completely satisfied
Somewhat Satisfied
Neither satisfied nor dissatisfied
Somewhat dissatisfied
Completely dissatisfied

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3)How do you feel about working conditions in your organization?
Working condition of the
organization
Satisfied 72 72
Dissatisfied 2 2
Completely Dissatisfied 2 2
Total 100 100
Interpretation: From survey come to know that the working condition of the
organization is satisfied because 72% of the employees are satisfied and only 2% are
dissatisfied and completely dissatisfied.
22%
72%
2% 2%2%
Working condition of the organization
Satisfied
Neither satisfied nor
dissatisfied
Dissatisfied
Completely Dissatisfied

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4) What do you feel about the scope provided by METRO WHOLESALE. for
your bright future?
Scope for bright future No. of respondents % of respondent
Extremely satisfied 16 16
Somewhat satisfied 68 68
Extremely dissatisfied 4 4
Total 100 100
Interpretation: Most of the people happy with the METRO WHOLESALE. for
Bright future in terms of time.
16%
68%
8%
4% 4%
Scope for bright future
Extremely satisfied
Somewhat satisfied
Extremely dissatisfied

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5) What do you feel about the transport facility?
Transport facility No. of respondents % of respondent
Somewhat Satisfied 22 22
Completely dissatisfied 6 6
Total 100 100
Interpretation: From the survey among all the more number are about neither
satisfied nor dissatisfied & least of completely satisfied.
6%
22%
38%
28%
6%
Transport facility
Somewhat Satisfied
Neither satisfied nor
dissatisfied
Completely dissatisfied

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6) Are you satisfied with the medical facilities provided to you?
Satisfaction with the medical facilities No. of respondents % of respondent
Total 100 100
Interpretation: From the analysis we can say that most of the employees somewhat
agree with the medical facilities.
36%
50%
4%
2%
8%
Satisfaction with the medical facilities
Strongly agree
Somewhat agree
Neither agree nor disagree
Somewhat disagree
Strongly disagree

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7) Are the management handles grievances and complaints on time in your
organization?
Management Handling Grievance
and Complaints
Somewhat agree 8 8
Total 100 100
Interpretation: From the analysis it can be conclude that many of them are strongly
agree and few of them are least agree.
52%
8%
24%
6%
10%
Management Handling Grievance and
Complaints
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree

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8) Is the relationship between employee and management is good?
Relationship between employee and
management is good
Somewhat agree 8 8
Neither agree and nor disagree 24 24
Total 100 100
Interpretation: From the analysis we can conclude that majority of the employees
strongly agree about the interpersonal relationship between the employees.
52%
8%
24%
8%
8%
Relationship between employee and
management is good
Strongly agree
Somewhat agree
Neither agree and nor disagree
Somewhat disagree
Strongly disagree

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9) Do you think that your talent or intelligence is encouraged by METRO
WHOLESALE.?
Talent is encouraged No. of respondents % of respondent
Total 100 100
Interpretation: From the survey among all the satisfied more number are about
somewhat agree & least of them neither agree nor disagree.
34%
56%
2%
4%
4%
Talent is encouraged
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree

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10. What are your opinions about the fringe benefits provided to you by
METRO WHOLESALE.?
Fringe benefits No. of respondents % of respondent
Satisfied 80 80
Dissatisfied 2 2
Completely Dissatisfied 4 4
Total 100 100
Interpretation: From the analysis we can say that majority of the employees are
satisfied with the fringe benefits given to them.
8%
80%
6%
2%
4%
Fringe benefits
Satisfied
Dissatified
Completely Dissatisfied

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11. Do you think that the job promotion in this organization is impartial?
Job promotion is impartial No. of respondents % of respondent
Total 100 100
Interpretation: From the analysis, majority of employees are somewhat agree that
the job promotion in this organization is impartial.
18
28
2
1
1
Job promotion is impartial
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree

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Findings
• Most of the workers Agree that working Hours of the organization is
convenient.
• Most of the employees are Dissatisfied from the Salary payments
• Most of the employees are Satisfied from the working conditions of
organization.
Most of the respondents feel Satisfied about the scope provided by METRO
WHOLESALE for your bright future.
• Most of the respondents feels that Transportation Facility is Not satisfied
neither Dissatisfied.
• Most of the respondents agree that Medical Facility is very good.
• Most of the respondents are in favour of Management Handling Grievances.
• Most of the respondents Agree that relationship between Employee and
management is good and it helps them
• Most of the respondents Agree that their Talent and Intelligence is encouraged
by the organization.
• Most of the employees are satisfied with the fringe benefits given to them.
• Most of respondents Agree that the job promotion in this organization is
impartial and helps them in improving their work performance.

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Suggestions
o Highly educated and experience people should be recruited.
o Salary is the most important factor considered in job satisfaction. So
employees should be given good salary.
o Employees performance should be appraised from time to time so that
organization can come to know about the efficiency of the organization.
o According to their performance, they should be given incentives.
o Work should be assigned according to the qualification of the employees.
o Organization should try to adopt certain measures to enhance team spirit
and co-ordination among the employees.
o Management of the bank should be friendly with the employees.
o Training and development program should be conducted from time to
time so that employees do not get bored from their job.

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Conclusion
Job Satisfaction may act as key to progress for any organization. Because, if the
employees are satisfied with their job, with their management and overall
organizational structure, then their they will be willing to exert their productivity, the
rate of absenteeism will be low enough, they will be reluctant to turn over to another
company, will keep themselves away from deviant workplace behavior and will
engage in organizational citizenship behavior- all of these attitudes will ultimately
help the company to achieve its goal and maximize its profitability. So, from the
perspective of METRO WHOLESALE, Job Satisfaction should be the major concern
for organizations to ensure better work force, better work environment as well as
further development.
It was good learning session for me during my tenure with METRO WHOLESALE.
There were well organized environment. While doing the project, I learnt a lot about
various banking operation. This study was conducted on job satisfaction among
METRO WHOLESALE employees. Job satisfaction is a very big concept as it
includes various factors associated with job satisfaction of employees. Satisfaction
varies from employee to employee. Employees are given equal salaries then also
some employees are satisfied with it and some are not. So at end I would like to say,
that organization should try to take every possible step to enhance job satisfaction
among employees because if employees are satisfied then customers associated with it
will also be satisfied.

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LIMITATIONS
OF STUDY

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Limitations
1. The study is limited to the Corporate HR METRO WHOLESALE. So the study
is subject to the limitation of area.
2. The time period of the study was limited which may provide a deceptive
picture in comparison of the study based on long run.
3. Sampling size was of only 100, because only these people had attended
soft skill development training.
4. The study is based only on secondary & primary data so lack of keen
observations and interactions were also the limiting factors in the proper
conclusion of the study.
.

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BIBLIOGRAPHY
Books
• Abdullah, M. M. and Parasuraman, B. (2009), “Job Satisfaction among
Secondary School Teachers,” Journal Kemaunusiaan, Vol.13 (1), pp 10-
17.
• Abeid A. Amri (2007),“Job Stress among Teachers", Journal of King Saud
University, Vol. 16 (2), pp 16-29.
• Abel, M. H. and Sewell, J. (1999),“Stress and Burnout in Rural and Urban
Secondary School teachers", The Journal of Education Research, Vol. 92(5),
pp. 287 –293.
• Adams, E. (1999), “Vocational Teacher Stress and Internal
characteristics", Journal of Vocational and Technical Education, Vol.16
(1), pp.112 -123.
• Aggarwal, S. (1987) ‘‘A study of Intelligence, Age, Sex, Communities
and Income Groups,” Indian Psychological Review, Vol. 14(2), pp 47-54.
Websites:
1. https://www.custominsight.com/employee-engagement-survey/what-is-
employee-satisfaction.asp
2. https://www.thebalancecareers.com/employee-satisfaction-1918014
3. https://www.hrzone.com/hr-glossary/what-is-employee-satisfaction
4. https://www.inc.com/guides/201105/7-ways-to-improve-employee-
satisfaction.html

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QUESTIONNAIRE
1. Name: _____________________________________
Address: ________________________________________________
1. Working hours of the organization is convenient?
1. Strongly agree 
2. Somewhat agree 
3. Neither agrees Nor Disagree 
4. Somewhat disagree 
5. Strongly disagree 
2. State the level of satisfaction towards the salary paid to you by
the company?
1. Completely satisfied 
2. Satisfied 
3. Neither Satisfied nor dissatisfied 
4. Dissatisfied 
5. Completely dissatisfied 

Job Satisfaction Study at Metro DC in Lucknow

Job Satisfaction Study at Metro DC in Lucknow

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Job Satisfaction Study at Metro DC in Lucknow