Green Valley Megastore Case Study Essay

Green-V whollyey MegastoresGreen-Valley Megastores was a part of a large fear group having investments in diverse businesses like pharmaceuticals, luxury hotels, textile manufacturing and exports, and diet processing. The mega-stores were aimed to give the clients a truly international obtain experiencea one stop destination where entire families could enjoy a solar twenty-four hour period togetherwatching movies, shopping, alimentation start and playing games in an grotesque ambience. This concept of shopping-cum-entertainment had paralleled the growth of shopping malls in India.Today, the customers who did not prefer to extendd watch movies at the old-fashioned movie halls had the option of going into multiplexes which offered to a greater extent than one movie show at a single time, along with the option of spending time at multiple shops or restaurants at the same time within the same complex. This was designed so that the customer need not travel from place to place in count of diverse products but could have it at one place. With this, the businesses tried to ite deem the weekend holiday concept of the West where an entire family could spend a day out engaging itself in watching movies, shopping and eating out.To further this aim, Green-Valley Megastores had invested in multiplexes with floor space varying from 20,000 square off feet to 40,000 square feet in prime locations in different cities. The shop-space was then leased out to different brandswho would sell their products within the multiplex. Thus, at that place was a wide garland of products in a single multiplexranging from dress material (which itself had different varieties of ethnic wear, western wear, leather accessories, sunglasses, fine jewelry, and saris) to shoes, electronics, toys, groceries and foodstuff, etc. In cost of product offering, these shops within Green-Valley offered a wide choice to their customers.Not sole(prenominal) did Green-Valley offer the finest brand s available in India, but it also offered a beginning(a) ambience and service, with the widest choice. A customer could browse through the offerings to their hearts mental object without any pressure of buying through serene ambience in the classy glass and marble interiors designed by international architects. in that location was enoughspace for them to rest, take a break, have refreshments while shopping and then continue again.Staff at Green-ValleyWhile the shops within individually Green-Valley Store had its let staff, Green-Valley maintained its own staff to take armorial bearing of keep (cleanliness of public space like lobbies, staircases etc.) manage the car park, and provide security run.The staff at Green-Valley was trained to be unobtrusive they were supposed to be present and vigilant at all times and move to a specific customer request only when the customer required. They were there to help one make a choice or do quietly and efficiently. With constant in-d epth training, the Green-Valley staff was required to offer service to all customers with a positive attitude, pleasant disposition, and good communication skills organizational social systemEach store was managed by a store-in-charge who was supported by four managers. The different managers took care of security, housekeeping, services and accounts. The staff strength for security, housekeeping and services varied from store to store establish on the requirements. While the housekeeping took care of the general cleanliness of the stores, services department took care of the maintenance of the lifts, galvanising equipment, fire-fighting equipment etc. Both the housekeeping department and the services department relied on contractual staff instead of permanent employees. See Figure 1 for the organizational structure in the following page.Figure 1 Organizational Structure in a typical Green-Valley Megastore. exploit Appraisal for Megastores employees writ of execution appraisal fo r the store employees was carried out on an annualbasis. Each of the employees were evaluated by their superior (refer Figure 1). The store-in-charges of different stores were evaluated by the Regional Managers. The Regional Managers were in turn appraised by the General Manager (Operations) who used to be placed at headquarters. The regional managers had targets in toll of business development getting new customers for floor space in the mega-stores. They had to achieve the targets in terms of lease rent from the stores in their regions.For the store-in-charges the nature of job was more of managing the speediness for their customers. Each store had two categories of customers the tenants and the shoppers. It was the responsibility of the store in-charge of a Mega-store to fix highest quality of service to both the categories.Performance Appraisal Process solo those employees who had completed a year in the organization were eligible for cognitive operation appraisal. There was no appraisal for the contractual staff or underemployed employees. The appraisal process was carried out for all the eligible employees simultaneously in the February to March period.The appraisal process was initiated by a meeting conducted by the Store-in-charge where the announcement of the appraisal process was made. It was mandatory for all eligible employees to chase the meeting. During the meeting the eligible employees were informed individually about the date of his / her performance appraisal.The employees are asked to be prepared for any sort of situations or questions during the appraisal. As an important step of their career, employees took the appraisal interview seriously.Stage 1 self-importance appraisalThis was the first step in the appraisal process at Green-Valley, where an employee has to rate himself from 1 6 where 1 is the lowest and 6 thehighest grade. The employee was hand over a form with following five parameters (refer Table A). The parameters wer e ground on the important aspects of his/her responsibility in Green-Valley and had different weights. The employee had to grade himself/ herself on those parameters.Stage 2 Assessment by Appraisal CommitteeThe appraisal interviews were carried out by an Appraisal Committee that was formed for each store. The members in that committee were the Store-in-charge and two HR managers from the headquarters. The committee would carry out interviews of the employees and based on the interviews would give their assessment of performance. On a single day nearly 4-5 employees were appraised.The committee would start the interview using the self-assessment as the basis, probe reasons why a particular employee had rated himself 6. In most cases employees used to rate themselves on the higher sidetypically either 5 or 6. For each of the parameters, the appraisal committee had a set of questions which would examine the employee. For example, reliableness would be probed with questions like1.Wher e were you when so and so incident took place in the store? 2.If a customer has forgotten her purchases in the lobby how would you decide the customer to give it back to them?The appraisal committee would make its own assessment and give marks on the 1 to 6 scale. TableA Performance Assessment FormName _______________________________Store Location________________________Assessment bound_____________________S. No.Performance DimensionsWeights(in %)WSelf RatingCommittee RatingRW X R1.Customer focus202.Task focus153.Upkeep of uniform and self 154.Discipline & Attendance105.Honesty & Integrity106.Communication107.Initiative 108.Reliability10Total Raw crap Total of WxR100Additional achievements by the employeeComments by the Appraisal CommitteeSignature of the committee membersFinal ScoreSignature of employeeThe marks were used to derive the grades. The grading was done as per the scheme depicted in Table B.Table B pass judgment SchemeMarks cut-offRating 5.5Outstanding5 5.5Very Goo d4.5 5 Good4 4.5Adequate