Green Valley Megastore Case Study Essay

Green-Valley MegastoresGreen-Valley Megastores was a part of a large business group having investments in diverse businesses like pharmaceuticals, luxury hotels, textile manufacturing and exports, and food processing. The mega-stores were aimed to give the customers a truly international shop experiencea sensation stop destination where whole families could enjoy a day togetherwatching movies, shopping, eating out and playing games in an unmatched ambience. This concept of shopping-cum-entertainment had paralleled the growth of shopping malls in India.Today, the customers who did not prefer to just watch movies at the old-fashioned movie halls had the option of going into multiplexes which put uped more than one movie show at a single conviction, 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 search of various products only if could have it at one place. With this, the businesses tried to replicate 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 notwithstanding this aim, Green-Valley Megastores had invested in multiplexes with floor space varying from 20,000 square 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, there was a wide change of products in a single multiplexranging from dress material (which itself had different varieties of ethnic wear, western wear, flog accessories, sunglasses, fine jewelry, and saris) to shoes, electronics, toys, groceries and foodstuff, etc. In price of product offering, these shops within Green-Valley offered a wide choice to their customers.not only did Green-Valley offer the finest brands available in India, but it also offered a world-class am bience and service, with the widest choice. A customer could browse through the offerings to their hearts content without any pressure of buying through composed ambience in the classy glass and marble interiors designed by international architects. There was generousspace for them to rest, take a break, have refreshments while shopping and then continue again.Staff at Green-ValleyWhile the shops within each Green-Valley Store had its own stave, Green-Valley maintained its own staff to take occupy of keep (cleanliness of public space like lobbies, staircases etc.) manage the car park, and provide security services.The staff at Green-Valley was trained to be unobtrusive they were supposed to be present and vigilant at all time and respond to a specific customer request only when the customer required. They were there to help one make a choice or serve quietly and efficiently. With constant in-depth training, the Green-Valley staff was required to offer service to all customers w ith a positive attitude, pleasant disposition, and good communication skillsOrganizational Structure severally 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 based 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, electrical equipment, fire-fighting equipment etc. Both the housekeeping department and the services department relied on contractual staff instead of permanent employees. See encipher 1 for the organizational structure in the following page.Figure 1 Organizational Structure in a typical Green-Valley Megastore.Performance idea for Megastores employeesPerformance appraisal for the store employees was carried out on an yearbookbasis. 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 yield appraised by the General Manager (Operations) who use to be located at headquarters. The regional managers had targets in basis 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 facility for their customers. Each store had dickens categories of customers the tenants and the shoppers. It was the responsibility of the store in-charge of a Mega-store to ensure highest quality of service to both the categories.Performance Appraisal carry throughOnly those employees who had completed a year in the organization were entitled for performance appraisal. There was no appraisal for the contractual staff or part-time employees. The appraisal process w as 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 resolution of the appraisal process was made. It was mandatory for all eligible employees to attend 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 central gait of their career, employees took the appraisal interview seriously.Stage 1 Self 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 handed over a form with following five parameters (refer Table A). The parameters were based on the important aspects of his/her responsibility in Green-Valley and had different weights. The e mployee had to grade himself/ herself on those parameters.Stage 2 judgment by Appraisal CommitteeThe appraisal interviews were carried out by an Appraisal Committee that was formed for each store. The members in that commissioning 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, probing reasons why a particular employee had rated himself 6. In most cases employees used to rate themselves on the higher side of meattypically either 5 or 6. For each of the parameters, the appraisal committee had a set of questions which would figure the employee. For example, reliability would be probed with questions like1.Where 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 locate 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 Period_____________________S. No.Performance DimensionsWeights(in %)WSelf RatingCommittee RatingRW X R1.Customer focus202.Task focus153.Upkeep of coherent and self 154.Discipline & Attendance105.Honesty & Integrity106.Communication107.Initiative 108.Reliability10Total Raw Score 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 Grading SchemeMarks cut-offRating 5.5Outstanding5 5.5Very Good4.5 5 Good4 4.5Adequate