ConclusionThus from the research it

Conclusion
Thus from the research it is seen that for Retail Store Operations in Delhi and National Capital
Region, Organisational Justice (in terms of Reward) ie Distributive and Procedural Justice) has an
impact on Job Satisfaction which further impacts and could be ascribed as one of the reasons for high
attrition. From regression analysis, it was seen that 73% of the variation in Job satisfaction can be
explained by Organisational Justice ie Procedural and Distributive Justice in terms of Financial and
non financial rewards and benefits. A correlation between Reward and Organisational Justice, Reward,
Organisational Justice and Job Satisfaction and Reward, Organisational Justice, Job Satisfaction and
Turnover Intentions has been established. However, in addition there could be other reasons such as
challenging work role, development opportunities, supervisor’s role etc which could also be the reason
for the high attrition rates and the same needs to be further researched. The Management of Retail
Companies need to ensure that Rewards (Financial and Non financial) and benefits are a true reflection
of performance and should be based on productivity levels. They also need to focus on the fact that pay
policies are transparent and fair and are communicated quickly and clearly to employees. It is important
that the Retail Companies understand that Rewards (financial, non financial) and benefits received
should be suitable in comparison to referent others (in the same company and other companies in the Retail industry), achieving targets should lead to good financial payouts and non financial rewards
and recognition. These independent factors put together affect Job satisfaction levels in terms of Pay
which in turn impacts absenteeism and attrition rates in the Retail industry. It is interesting to see that
there is no difference in Job satisfaction levels between male and female employees which works in
favor of Store Operations management. It also needs to be kept in mind that the study was limited to
Delhi and the National Capital Region only and it was focused on entry level and Junior management
of Retail Store Operations. Thus, its application for senior management level would need to be further
investigated.

Hasil (Bahasa Indonesia) 1:

ConclusionThus from the research it is seen that for Retail Store Operations in Delhi and National CapitalRegion, Organisational Justice (in terms of Reward) ie Distributive and Procedural Justice) has animpact on Job Satisfaction which further impacts and could be ascribed as one of the reasons for highattrition. From regression analysis, it was seen that 73% of the variation in Job satisfaction can beexplained by Organisational Justice ie Procedural and Distributive Justice in terms of Financial andnon financial rewards and benefits. A correlation between Reward and Organisational Justice, Reward,Organisational Justice and Job Satisfaction and Reward, Organisational Justice, Job Satisfaction andTurnover Intentions has been established. However, in addition there could be other reasons such aschallenging work role, development opportunities, supervisor’s role etc which could also be the reasonfor the high attrition rates and the same needs to be further researched. The Management of RetailCompanies need to ensure that Rewards (Financial and Non financial) and benefits are a true reflectionof performance and should be based on productivity levels. They also need to focus on the fact that paypolicies are transparent and fair and are communicated quickly and clearly to employees. It is importantthat the Retail Companies understand that Rewards (financial, non financial) and benefits receivedharus cocok dibandingkan dengan rujukan lain (dalam perusahaan yang sama dan perusahaan lain dalam industri ritel), mencapai target harus memimpin untuk pembayaran keuangan yang baik dan penghargaan non finansialdan pengakuan. Faktor-faktor independen yang menempatkan bersama-sama mempengaruhi tingkat kepuasan kerja dalam hal membayaryang pada gilirannya dampak harga absensi dan gesekan dalam industri ritel. Hal ini menarik untuk melihat bahwatidak ada perbedaan dalam tingkat kepuasan kerja antara karyawan laki-laki dan perempuan yang bekerja dimendukung pengelolaan operasional toko. Juga perlu diingat bahwa studi terbatas untukDelhi dan National Capital Region hanya dan terfokus pada tingkat entri dan Junior manajemenoperasi toko ritel. Dengan demikian, aplikasi untuk tingkat manajemen senior akan perlu lebih lanjutdiselidiki.

Hasil (Bahasa Indonesia) 2:

Kesimpulan
Jadi dari penelitian terlihat bahwa untuk Retail Store Operations di Delhi dan Ibu Kota Nasional
Daerah, Keadilan Organisasi (dalam hal Reward) yaitu Keadilan Distributif dan Prosedural) memiliki
dampak pada Kepuasan Kerja yang berdampak lebih jauh dan dapat dianggap berasal sebagai salah satu alasan tinggi
gesekan. Dari analisis regresi, terlihat bahwa 73% dari variasi dalam kepuasan kerja dapat
dijelaskan oleh Organisasi Keadilan Prosedural yaitu dan Distributif Keadilan dalam hal keuangan dan
imbalan non finansial dan manfaat. Sebuah korelasi antara Reward dan Keadilan Organisasi, Reward,
Keadilan Organisasi dan Kepuasan Kerja dan Reward, Keadilan Organisasi, Kepuasan Kerja dan
Niat Omset telah ditetapkan. Namun, di samping mungkin ada alasan lain seperti
peran pekerjaan yang menantang, peluang pengembangan, peran pengawas dll yang juga bisa menjadi alasan
untuk tingkat erosi yang tinggi dan kebutuhan yang sama untuk diteliti lebih lanjut. Manajemen Ritel
Perusahaan perlu memastikan bahwa Imbalan (Keuangan dan Non keuangan) dan manfaat yang benar-benar refleksi
dari kinerja dan harus didasarkan pada tingkat produktivitas. Mereka juga perlu fokus pada fakta bahwa membayar
kebijakan yang transparan dan adil dan dikomunikasikan dengan cepat dan jelas kepada karyawan. Hal ini penting
bahwa perusahaan Retail memahami bahwa Imbalan (keuangan, non keuangan) dan tunjangan yang diterima
harus sesuai dibandingkan dengan rujukan lain (di perusahaan yang sama dan perusahaan lain dalam industri ritel), mencapai target harus mengarah pembayaran keuangan yang baik dan imbalan keuangan non
dan pengakuan. Faktor-faktor independen disatukan mempengaruhi tingkat kepuasan kerja dalam hal Pay
yang pada gilirannya berdampak absensi dan tingkat putus sekolah di industri ritel. Sangat menarik untuk melihat bahwa
tidak ada perbedaan dalam tingkat kepuasan kerja antara karyawan pria dan wanita yang bekerja di
mendukung manajemen toko Operasi. Hal ini juga perlu diingat bahwa studi ini terbatas
Delhi dan National Capital Region saja dan itu difokuskan pada entry level dan manajemen SMP
dari Retail Store Operations. Dengan demikian, aplikasi untuk tingkat manajemen senior akan perlu lebih
diteliti.