employee motivation at bata india ltd

A COMPREHENSIVE STUDY ON EMPLOYEE

MOTIVATION AT BATA INDIA LTD.

Dissertation submitted in partial fulfillment of the

requirements for the

award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

of

BANGALORE UNIVERSITY

by

PAYEL SOOR

Register Number: 05JJCM6037

under the guidance of

Dr. Justin Nelson Michael

KRISTU JAYANTI COLLEGE

K. Narayanapura, Kothanur P.O., Bangalore-560 077

2006 –2007

Kristu Jayanti College of Management and Technology 1

http://www.bataindia.com/

DECLARATION

I hereby declare that this project titled “A COMPREHENSIVE

STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD.

” submitted by me to Department of Management, Bangalore University in partial

fulfillment of requirements of MBA programme is a bonafide work carried out by me

under the guidance of Dr. Justin Nelson Michael

This has not been submitted earlier to any other University or Institution for the award

of any degree diploma/ certificate or published any time before.

Place: Bangalore PAYEL SOOR

Date:



CERTIFICATE FROM GUIDE & HEAD OF INSTITUTION

This is to certify that this dissertation entitled “A Comprehensive study

on Employee Motivation at Bata India Ltd.” submitted in partial

fulfillment for the award of MBA Degree of Bangalore University was

carried out by Miss Payel Soor (05JJCM6037).

Under the guidance of Dr. Justin Nelson Michael. This has not been

submitted to any other University or Institution for the award of any

degree/diploma/certificate.

Dr. Justin Nelson Michael Dr. Arun

Kumar

Guide MBA Dean

Fr. Josekutty P.D

Principal

(iii)



ACKNOWLEDGEMENT

My project work would have become practical without the help of grace of the

“Almighty” and timely advice and creative support rendered by many. I express my

affectionate thanks to The Principal, Kristu Jayanti College Bangalore for giving

me an opportunity to do this training.

I am highly indebted to my faculty guide Dr. Justin Nelson Michael

department of management studies for inspiring me and for his valuable guidance and

assistance provided. I also thank all other staff members of the department for guiding

me in my training.

I express my sincere gratitude and special thanks to all who supported me for

their valuable suggestions and keen interest which are extremely helpful in shaping

this project work to success.

Payel Soor



EXECUTIVE SUMMARY

This project study mainly focuses on various factors that influence the degree of

motivation among the sales representatives of Bata India ltd.

In order to get relevant primary data structured mainly close ended questionnaire

was designed and administered for a sample size of 100 respondents (sales

representatives of Bata India ltd) in and around Bangalore city also an informal

interview discussion was undertaken with selective few management representatives

in the company.

Company’s human resource policies procedures and other documents also

were referred as secondary source of data. With the help of simple but relevant

statistical method of the data was organized and analyzed.

Major findings of the study are:

The majority of sales representative selected the job considering good salary

offered by Bata India Ltd.

Majority of sales representative consider team rewards play a vital role in

increasing individual efficiency.

After understanding the current degree of motivation among sales force and based on the research findings important suggestions were offered.

Some of which are:

System of flexible benefits can be adopted which will give sales

representatives a wider menu to choose according to their personal needs.

Job rotation system should be used to reduce boredom.

It may be noted that the entire study is conducted with academic

focus and hence it is suggested that if management of Bata India ltd. find

some of the suggestion useful prior to implementing them a detailed study

and investigation may be done with this research finding at the basis for in

depth study to arrive at practical and feasible human resource strategy.

(v)Kristu Jayanti College of Management and Technology 5


CHAPTER 1

INTRODUCTION

Human Resource Management is a management function that helps organizations to

recruit, select, train, and develop members in an organization.

Only human resource management is obviously one function which is concerned with

peoples dimension in organization.

All major activities in the working life of an employee, that is from the time of

employees entry into the organization to the time employees leaves the organization

all the activities come under the purview of human resource management.

The activities are human resource management are human resource planning, job

analysis, job design, recruitment, selection, orientation and placement, training and

development, performance appraisal and job evaluation, employee and executive

remuneration, motivation and communication, welfare, safety and health, industrial

relations.



FIGURE 1.1

SCOPE OF HRM


Employee Motivation

Nature of HRM

HRM

Employee Hiring

Employee & Executive

Remuneration

Employee Maintenanc

e

Industrial Relations

Prospects Of

HRM


FIGURE 1.2

MODEL OF HRMOBJECTIVES OF HRM

1. Societal objectives- to be ethically and socially responsible to the needs and

challenges of society while minimizing the negative impact.

2. Organizational objectives- to serve the organization with its primary

objectives and bring about overall organizational effectiveness.

3. Functional objectives-to maintain the department’s contribution at a level

where it serves the organizations needs tailoring the department according to

the requirement of the organization.



4. Personal objectives- to assist employees in achieving their personal goals. If

these goals of employees are met it helps the organization to maintain, retain

and motivate the employees.

MOTIVATION

1.1 Introduction:-

A manager gets results through other people. His effectiveness depends, to a large

extent, on the willingness of his employees to do the assigned tasks with interest and

enthusiasm. Motivation is the work a manager performs to inspire and encourage

people to take required action.

Definition of motivation:-

According to Scott,

“Motivation is a process of stimulating people to action to accomplish desired goals.”

Motivation is a process which starts with a psychological or physiological need that

initiates behavior that is aimed at achieving the goal.

Motivating employees is a challenge for organizations:-

Motivational framework indicates that motivation is a simple process but in reality

this task of motivating employees is very daunting.

One reason why motivation is a difficult task is that the workforce is always

changing. Employees join organizations with different needs and expectations. Their

values, beliefs, backgrounds, lifestyles, perceptions and attitudes vary. Not many

organizations understand and also are not clear about the ways in which these diverse

work forces can be motivated.



FIGURE 1.3

1.2 Importance of motivation in organizations:-

The success of an organization ultimately depends on how effectively managers are

able to motivate their subordinates. In the words of Allen, “poorly motivated people

can nullify the soundest organization”. The following points bring out the importance

of motivation

1. Motivated employees always look for better ways of doing a job.

2. Motivated employee is quality oriented.

3. Motivated employees are more productive.

4. Motivated employees remain in the organizations for a longer period of time.

5. To stimulate employee to accomplish desired goals.


1 Identifies

Needs

6Reassess needs

deficiencies

Employee

2Searches for ways

to satisfy needs

3Engages in goal

directed behaviour

4Performs

5Receives rewards

or punishment


6. To boost the employee morale.

7. To develop sound human relations.

8. To develop sound team spirit.

9. To inspire employee for responsible and challenging jobs.

10. To promote healthy competition among employees.

1.3 Nature of Motivation:-

It is not easy to understand the complexities involved in motivating people. If an

employee has an argument with his boss and fails to report to work the next day, it

may appear that his behaviour is a result of the confrontation. However, his behavoiur

may actually be motivated by a combination of factors including overwork, family

illness or some other problems. As things stand now, the ‘whys’ of behaviour cannot

be explained easily. Let us explained some of the factors that complicate this process:

a. Multiple causes: Different people may have different visions for behaving in

the same manner. For example, a bank officer may join service club because

it is a good place to have business contracts; another may join because of the

social atmosphere; still another joins because of the interesting programmes

and speakers at the club. Thus, three different ‘whys’ can underline the same

behaviour, further complicating the process of inferring motivation from

behaviour.

b.Multiple behaviour: Further, the same motive or drive may result in different

behaviour. For example, if Rao wants a promotion, he may concentrate on

performing his job exceptionally well. But Siddharth, who also wants a

promotion, may take a different approach. He may try to ‘apple polish’ the boss to

get the promotion. Motivation, obviously, is a complex subject. It is difficult to

explain and predict the behaviour of employees.

1.4 Determinants of Motivation:

Traditionally it is believed that employees are motivated by the opportunity to

make as much as money as possible and will act rationally to maximize their earnings.

The assumption is that money, because what it can buy, is the most important



motivator, of all people. According to the pluralistic approach, men work to fulfill a

variety of needs. Three types of forces generally influence human behaviour:

i. Forces operating within the individual.

ii. Forces operating within the organization and

iii. Forces operating in the environment.

a. The individual: Human needs are both numerous and complex. Some of these

needs cannot be described and identified because people hide their real needs

under the cover of socially accepted behavior. It is the duty of the manager to

match individual needs and expectations to the type of rewards available in the job

setting.

b. The organization: The climate in the organization must be conducive to human

performance. Climate plays an important part in determining worker’s motivation.

The climate in an organization is determined by a number of variables such as its

leadership style, autonomy enjoyed by members, growth prospects, emotional

support from members, rewards structure, etc.

c.The environment: A worker does not live in two separate worlds, one inside the

factory and the other outside it. The troubles and pleasure of off-the-job life cannot be

put aside when reporting for work in the morning, nor can factory matters be dropped

when returning home after work.

1.5 IMPORTANT TECHNIQUES AND PROGRAMMES OF

MOTIVATING EMLPLOYEES

REWARDS:

People join organization expecting rewards. Firms give rewards in the form of money

and other benefits in exchange of employee’s availability, competencies and

behaviors.

Types of Rewards:

1. Membership and Seniority Based Rewards:



In this system a senior employee receives more benefits than his

junior. Advancement, pay rises, Retirement benefits and perquisites depends

on seniority of employees.

2. Job Status Based Rewards:

In this system the firm rewards employees on the status of the job

they are holding. Jobs that require more skill and effort, have more responsibility and

have difficult working conditions consequently these type of employees would be

placed in higher pay grades.

3. Competency based Rewards:

In this system organization links to competencies of employees.

Competencies are reflected through skills, knowledge and traits that to desirable

behavior.

4. Performance Based Rewards:

In this type of system pay is linked to performance

a. Profit sharing

b. Team rewards

c. Individual rewards

1.6 JOB ENLARGEMENT, ENRICHMENT AND ROTATION

1. Job Enlargement

Add similar asks so that job will have more variety and be more

interesting.

2. Job Enrichment:

Gives the job holder more decision making, planning and controlling

power.



3. Job Rotation:

Shifting employee from one job to another when a job is no more

changeling in order to reduce boredom.

EMPOWERMENT:

Empowerment is what young aspirants are looking for in organization. More than

monetary rewards it is the feeling that employee ‘owns’ the job that motivates

him. Empowered employees are energetic and passionate.

GOALSETTING:

Goal setting is one of the most effective and widely practiced techniques of

motivation. It is the process motivating employees by establishing performance

goals so that it will guide their behavior which is accepted by them and others.

QUALTY OF WORKLIFE

It has different meanings to the different levels of workers.

Factors which contribute to QWL are

Adequate and fair compensation

Safe and healthy working conditions

Security and growth opportunities

Opportunity to be creative and develop creativity

MANGEMENT BY OBJECTIVE:

MBO means a set of procedures that begins with goal setting and contributes through

performance reviews. In this system participants become ego-involved in decisions



they made and tend to accept decisions as their own and feel personality responsible

for implementing them.

FLEXIBLE WORKING HOURS:

To suit the convenience of the employees which leads to reduce absenteeism,

increased productivity, reduce over time expenses and reduce traffic congestion near

worksites.

TWO TIER PAY SYSTEM:

In this system lower wage is offered to newly hired employees than those already

employed in the same job this will induce the new entrant to stick the same

organization.

FLEXIBLE BENEFITS:

This system allows individuals to choose from a menu of benefit packages that is

individually tailored to employee’s needs and situations.

This system seeks to replace the traditional fringe benefits which are uniformed

to all employees.

PARTICIPATIVE MANAGEMENT:

It means associating representatives of workers at every stage of decision making

which amounts to workers having share in reaching the final managerial decision in

an enterprise.

Ways of Participation



At board level Collective Bargaining

Through Ownership Suggestion schemes

Through complete control Quality circles

Through staff Joint councils

CHAPTER 2

RESEARCH DESIGN OF THE STUDY

2.1 INTRODUCTION:

Motivation is the process which starts with psychological or physiological needs that

initiates behavior that is aimed at achieving the goals. The objective of motivation is

to exploit the unused potential in people that are to be motivated so that such

exploitation results in greater efficiency, higher production and better standard of

living of the people. Motivated employees always look for better ways of doing a job,

quality oriented, more production, stimulated to accomplish desired goals, boost the

employee morale, etc. motivation in simple terms may be understood as a set of forces

that cause people to behave in a goal oriented way. A study on motivation of

employees would benefit an organization to improve its HR productivity.

2.2 STATEMENT OF THE PROBLEM:

Bata India Limited is very keen to find out the present degree of motivation among

sales representatives resulting from the existing practices adopted in motivating the

sales representatives.

It will also help to identify the shortcoming in the motivational practices. This will

help to suggest relevant motivational techniques which will increase the motivational

level and performance.

Hence, this project is undertaken to know the present motivational level of the

sales representatives at Bata India Ltd, an assessment of the motivational techniques

and to suggest suitable measures to further enhance the same.



2.3 OBJECTIVES:

The objectives of the study are as follows:

1. To understand the present motivational techniques of Bata India Ltd.

2. To identify the shortcomings in the motivational practices.

3. To assess the motivation level of the sales representatives.

4. To know and suggest relevant motivational techniques which will increase

motivational level and performance.

5. To suggest suitable motivational techniques.

2.4 METHODOLOGY:

Data Base:

This study is based on both primary data and secondary data. A structured

interview schedule would be used to collect the primary data from the sales

representatives of Bata India Limited. The secondary data for the study of annual

reports of Bata India Limited and published literature including internet.

Sample Design:

A multi- stage random sampling procedure would be followed to select the sample

respondents. At the first stage, the sample units would be chosen. Bata India

Limited has 60 outlets in Bangalore. 3 outlets each from the north, south, east and

west zones of Bangalore would be chosen. Bata India Limited has 320 sales

representatives. The sample size comprises of 60 respondents ie 5 respondents

from each sample outlet.

Data Analysis

Appropriate but simple analytical methods like cross tabulation, pie-charts, bar

charts, chi-squares, etc would be employed to analyze and interpret the data

collected.

2.5 SCOPE OF THE STUDY:



The scope of the study is to understand the present motivational techniques practiced

in the organization and how Bata can enhance the present motivational level by

adopting suitable motivational techniques.

The study will be undertaken at its Bangalore showrooms with a special focus on

motivational practices adopted by Bata with respect to its sales representatives.

2.6 LIMITATIONS:

The limitations in this study are:

1. Details regarding monetary remuneration provided by the respondents may not

be accurate. But this limitation could be overcome by referring to industry

average of Bata India Limited.

2. The research cannot be generalized because findings are relevant to Bata India

Ltd, Bangalore.

2.7 EXPECTATIONS FROM THE STUDY:

To learn more on the various motivational techniques and how these

are being practiced in real life situation.

To know and understand what other techniques an organization can be

adopted to increase the motivational level and performance in addition

to what has been practiced.

To gain an insight into what exactly is the ultimate motivator whether

it is money or other factors.



CHAPTER 3

COMPANY PROFILE

3.1 INDUSTRIAL BACKGROUND

To identify the period when the footwear was made is not an easy job. The

ancient carving and drawing depicts the use of footwear which suggests its

origin thousands of years ago.

The early shoe design was often taken from nature and in addition to

sandals; the Egyptians also wore a shoe with an upturned modeled on the

elephants tusk. The Romans carried there shoes style through out the ancient

world as they conquered. The Moors who conquered Spain in the 8 th century

introduced beautiful soft dyed leather known as cordovan. Their shoes covered

the foot and ankle. They came to be called “Babylonian Shoes”.

This history of shoe varies apart of all history. In the beginning

necessary dictated style and then through conquest travel and trade styles were

exchanged among the people of the world. Materials varied decoration in

footwear popular to points of becoming excessive and ludicrous.

Once shoes were produced by craftsmen, shoemakers in single pairs,

each cut, stitched and tacked by hand in time consuming, laborious method

has now changed into vast industry in which footwear’s, thanks to modern

technological machines.

3.2 GROWTH AND DEVELOPMENT OF THE INDUSTRY

1900’s:



The year 1900 was not as exiting as the 19 th century millennia lists might have

hoped. The end of the world did not come. Shoe fashion did not change a

whole lot either. The prim black boots of Queen Victoria’s era did not fade

away with her death in 1901. they continued with unabashed popularity for

several more years. Skirts were after all still brushing the tops women’s feet.

However hemlines began to rise a few years into the new century as the rest as

they say as the history… The period between 1900 to 1910 is often called as

the Edwardian Era after Queen Victoria’s successor. King Edward VII.

Sophisticated of the day also referred to this time as the Bello Époque, or

‘beautiful age’ as there was definite learning towards classical aesthetics. Day

shoes were typically boots. Evening shoes were more diverse with the popular

style for women a court shoe with a small Louis heel. These were often

embellished with embroidery or metallic thread and glass or jet beading on

toes often the only part peeking out from a voluminous skirt. Evening boots

were often made from soft kid or stain with rows of beaded straps

embellishing the skin.

1920’s:

Mass production and the development of affordable synthetic fabrics granted

everyone to access to beautiful clothing and shoes. The foot became a focal

point of fashion. Shoe styles were influenced by crazes like the Carleton, a

dance that demanded a security fastened shoe with a low heel and a closed toe.

A single bar pump with a pointed toe high waisted heel and one tiny covered

button was the most common style. High tongued cutaway decorated cross

over and t strap were most popular elements.

Bright fabrics and brilliantly dyed leather including metallic were used to

create some of the most exiting shoes ever seen. Fabulous harem slippers and

slides were among the favorites. A number of luxury materials including rich

brocades, satin, silk and velvets often embellished with metallic overstitching,

embroidery or beading were employed. The heels were often works of art in

themselves made of such materials as Bakelite, Wedgwood, Jasperware or



leather. They were often decorated with lace, rhinestone and other pretty shiny

things.

1930’s:

Designers began to experiments with shoe fashion. Plan form shoes made their

first 20th century appearance in the late 1930’s. Created by designer such as

Salvotore Ferrogamo and Andre Perugia these platforms were created from

wood, cock and other materials due to shortage of leather and a war ban on

rubber.

Shoes were also higher in a vamp, making them look ‘chubbier’. Sandals

were increasingly popular reflected in the strappy evening shoes with open

toes revealing sheer, silk hose. Men were beginning to wear more spectators’

loafers and fewer boots. Women seeking sensible, low heeled footwear.

1940’s:

By 1940, the average American women owned five pairs of shoes. But the

1941 bombing of Pearl Harbor thrust the country into war and created a wave

of nationalism. The democratic world was truly in peril and everyone banded

together to fight against fascism.

Overseas leather was now restricted to military use, so shoe designers were

forced to be increasingly clever. Every imaginable material was incorporated

into shoes, but reptile skins and mesh were most successful substitutes. Cork

or wood soled ‘wedgies’ were such advertising as Vogue’s “Make Do &

Mend” campaign. Factories were converted for consumer’s goods production

military production. U.S rationing rule limited the height of shoe heels to one

inch and allowed for only six color choices: stockings were also unavailable.

Magazines and beauty salons helped out by offering tips on how to paint legs

with black sea and tans using makeup. This being unpractical as an ongoing

ritual, ankle socks became increasingly popular.

1990’s:

Is there anything new under the sun? The 90’s are an amalgamation of this

century’s style. Diversity has a concept in the 1990’s and its influence is



reflected very obvious in fashion. Shoes are no longer confined to handful of

styles; they are available in every conceivable style and make for any

occasion.

Today footwear industry through the assimilation of scientific methods

and function of research has undergone drastic change.

3.3 INTRODUCTION:

The organization is the world’s largest manufacturer and marketer of

footwear. It has 83 companies spread all over the globe both in developed and

developing countries. The organization is a leader in the use of modern

technology and the latest management and marketing techniques. It operates

6300 company owned stores all over the world. These include Bata family,

Athletes world, Bubble gummers, Myers, Rizzi, Heyraud and Marie Claire

stores. In addition Bata has over 50000 independent retailers. The combined

production and sales 270,000,000 pairs of shoes per year. The Bata Shoe

Organization has 67,000 employees on its rolls today.

3.4 CORPORATE PROFILE:

Today Bata ltd has become a legend; behind it is a saga of determination and

pursuit of excellence. A spirit of enterprise that has made Bata ltd a complex,

multidimensional giant, over at the service of million of people in India. How

did it all begin?

Origin:

It was January 1934, pre independence era, when the Bata shoe company

purchased 155 acres of land from the port commissioners and small land

holders at a place in the outskirts of Kolkata. This land was filled with deep

ditches, remnants of burn and company’s brick fields. So thick were the

forests surrounding the place that wild animals roam about? Within a few

months the Consul General of Czechoslovakia laid the foundation stone of the

first building and named the township Batanagar. Serious construction work

began in 1935 under the direction of Mr. Martinee, the architect of the



company. By 1936, shoes were being manufactured in the factory and soon by

1939 the Batanagar factory became self sufficient in many ways. During the

World War II, the factory’s production was geared enough to meet war

requirements. Thereafter growth and progress was steadily soaring upwards.

New installation and new schemes for the workers gradually made Bata Ltd a

household name in the country since its operation began in 1931 the modest

factory in Konnagar of West Bengal representing Bata Ltd has mushroomed

into a corporate giant in India’s industrial map.

The biggest footwear marker has a wide wing span; it covers the entire

length and breath of the country. The company prides itself in having 4

manufacturing units, 2 tanneries and a number of ancillary units pursuing and

active policy of encouraging exports since 1935. Bata India exports the largest

number of canvas shoes from the country.

Environment:

Thinking Green..... It has been Bata India's Endeavour to preserve the

environment. Saving the Ganga is a project that has made a significant

contribution in this direction. Bata at a considerable cost has ensured that the

effluents from the tanneries are treated in a state-of-the-art effluent treatment

plants so that they do not pollute the river at Batanagar and Mokamehghat.

Bata was one of the first companies to come forward to preserve nature, when

it joined hands with World Wide Fund (WWF) to protect the natural

environment and its wildlife. Through an arrangement with the apex body of

WWF, a part of the sale proceeds from "Power WWF" collection T-shirts

were donated to the WWF. Afforestation programme along with "Save the

Ganga Project" brought many laurels and kudos to our Mokamehghat

Tannery. Planting of trees is routinely carried out at all Bata Units.

The factory at Bangalore was considered to be the best maintained garden in

Peenya Industrial Area.



3.5 GROWTH AND DEVELOPMENT OF THE

ORGANISATION

Bata was originally promoted as Bata Shoe Company Pvt. Ltd in 1931 by

leader A.G, Switzerland a member of the Toronto based multinational Bata

Shoe Organization (BSO). It became a public limited company in 1973 and

the name was changed to Bata India Ltd. BSO increased its stake in Bata in

1993 to 51% through rights issue. At present Bata is the largest manufacturing

unit belonging to the BSO and it enjoys strong financial and managerial

support from its parent. BSO is one of the largest manufacturer and marketer

of footwear in the world with a presence in over 60 countries spread all over

the world.

Bata manufactures different lines of footwear at its five manufacturing

units at Batanagar in Kolkata, at Faridabad in Harayana, at Bataganj near

Patna and at Peenya in Bangalore and an export oriented unit (EOU) at Hosur

in Tami Nadu. It also has a tannery at Mokamehghat in Bihar. The company

has however converted the Hosur EOU into a domestic tariff area unit through

rebounding it in March 1999. The company markets its products under the

brand name ‘Bata,’ with more than 1050 retail outlets managed by the

company in addition to a large number of other outlets served by the various

Bata dealers spread over 1000 cities/towns in India.

Bata first established itself in India in 1931 and commenced

manufacturing shoes in Batanagar in 1936. At that time the Bata Shoe

Organization was headquartered in the Czechoslovakia town of Zlin the

residence of Thomas Bata, the founder of the organization. Operations were

expanded throughout India with the establishment of factories in different

states and the rapid growth of the distribution channels to allow the company’s

product to reach customers in every town across India. Bata India remains

today India’s biggest manufacturer and marketer of footwear started operating

as a private company Bata India is today traded on the Kolkata and Mumbai

Stock Exchanges. From its head office in Kolkata Bata India manages a



network of five factories, two tanneries, over 1500 showrooms, 27 wholesale

depots and 8 retail distribution centers located across all states in the union.

3.6 PRESENT STATUS OF THE ORGANISATION

Asia’s largest footwear company strives to maintain its lead with an image of

superiority, professionalism and round-the-clock efficiency. A visit to any

factory or office in the country bears testimony to that; Bata is gearing itself

with the latest technology and a forward looking approach to human resource

development. In sheer number, a staggering 16,000 people work at various

functions centers in Bata India, while another 200,000 is indirectly employed.

The Bata Philosophy:

To recognize, at all stages in the production and distribution processes that

our prime objective is to provide customer with outstanding quality

footwear.To improve constantly our ability to produce and sell efficiently,

applying the latest techniques to the production and sales of footwear’s.

To employ people of integrity and ability to encourage them through

continuous training opportunities, both within the company and elsewhere.

The Bata shoe organization develops human resources to their full potential

in order to give everyone the opportunity for promotion. Bata Company

respects each individual and promotes on merit, pay according to their skills

and responsibilities and provide a safe and pleasant working environment.

To contribute the well being of all communities and countries in

which Bata do business by being productive and loyal corporate citizens.

Indian Bata world:

There are four factories: at Batanagar in Kolkata, at Faridabad in Harayana, at

Bataganj near Patna and at Peenya in Bangalore. Taking stock of them all

means accounting for thousands of trained men and million of pairs of

footwear on the production line. Of the two tanneries the biggest and the

Asia’s largest is situated at Mokamehghat. Tanning 10 million hides per

annum at Mokamehghat and the one at Batanagar are fitted with modern Kristu Jayanti College of Management and Technology 25


machineries to produce top class leather for the domestic as well as

international market.

People our asset:

The company firmly believes that giving its people the right encouragement

adds incomparable rewards. Even with technology and progress man does not

take second place at Bata India. Emphasis is given to man management and

every opportunity is given so that people can grow with the organization.

Every year a large number of regional, national and international courses are

held to train Bata employees. It is a Bata policy to provide awards for merit

and to stimulate its people into thinking globally.

Always abreast with current trends and technology, Bata India brings latest in-

line technology into factory after factory and the workers too. Many

automated industries where work force shrink in direct proportion to their rate

of technological tuning Bata India keeps its employment level steady.

This stability helps to nurture individual career goals and aspiration. Whether

it is a hobby or dream Bata India is always ready to stretch a helping hand.

Employees’ welfare is woven into the fabric of the company’s philosophy.

Proper housing, modern medical facilities and a clean cheerful environment

where children can thrive and prosper are some of the Bata India’s

imperatives. This apart the corporate responsibility of promoting

professionalism is also a part of the company’s credit. At every office factory

or shop quality and excellence are demanded and received.

Operation of Bata:

Once the footwear industry was a cottage industry. Today, Bata India is proud

to have elevated into a full-blown industry with considerable volume and

prestigious position. To remain at the top, Bata India invested substantial

amount of capital in developing and in keeping abreast with new technology at

current knowledge level. Training over 4000 employees every year in different

discipline. Pre-empting market needs the employees are installed into thinking

beyond today planning ahead for tomorrow.



Objectives of Bata:

One word “manifold” is the catchword for describing its objectives. From

attaining peak professionalism to earning the trust of every probable customer

locally or globally that is what the company aims for:

In a sense it is multidimensional drive to…

Maintain high quality at all time.

Create a peaceful and harmonious working environment.

Maintain leadership in the marketing through excellence in service and

product and

Gain trusts and respect as a socially responsible corporate citizen and earn the

confidence of customer and stockholders.

Retailing in Bata:

Recently there has been a tremendous change in the country retail scene. The

retail boom has hit India. Bata India a pioneer in retailing was ready to meet

the challenges of the 90’s well located stores cater to the needs of customers

according to their expectation and lifestyles.

Bata India operates a unique chain of 1230 retail outlets, 100 franchise stores

and more than 300 wholesalers backed by 12 computerized distribution

centers and 4-franchise distribution centers located at strategic places it

operates in 23 depots that supply 300 wholesalers.

These in turn serve more than 10000 BSC retailers outlets literally in the

outback to meet the footwear need of the country. This dual servicing policy

has given the company a unique edge over others.

Quality, the key to better business has opened the doors to Bata India has

golden opportunity, Adidas, selected the company for collaboration venture in

India. Bata

India is the owner of his brand in the country. The shoes are being produced at

Batanagar and at Bangalore.

Bata Exports:

The unequivocal leader, Bata India exports 80% of the total canvas and rubber

footwear from the country. Besides it has won accolades and contract from



famous companies like British Shoe Corporation, Benson, Oliver’s, Marlow,

Kidderminister, F.H Wills in the UK, shoe city Inc and Pic N Pay stores in the

USA as well as Meldgaard and Peasted in France.

In the last five years more than 19 million pairs of footwear were

manufactured and exported by Bata India. International giants such as

Germany, USA, Holland, Denmark, New Zealand, France and Canada have

recognized and given the company international status for quality excellence.

And at home the company continued to win the prestigious achievements year

after year.

Mission Statement:

With footwear marketing and manufacturing as its core business to achieve

success and become the biggest and most skillful multiple retailing and

distribution organization with a dynamic, flexible and market responsive

approach to present and future opportunities for profitable growth. Success in

the company’s mission will be measured by excellence in service to

customers, the integrity and ability of the employees’ confidence of the

shareholders and the suppliers and by being respected by the community as a

responsible corporate citizen. Thus the pursuit of excellence continues.

Future:

Bata will remain a household name to the people. It produces footwear for the

family, with a chain of modern stores all around the country and bringing in

new trends and brands extension to suit the needs of traditional and trendy.

But there is also the unseen facet of the company.

Its giant infrastructure and the network of people working towards one

common goal: to give to the customer, service and value that he deserves

through relentless search for quality and pursuit of excellence. Looking

towards the next century Bata India dreams bigger dreams, with its feet firmly

placed on reality. Even with optimism, this is the golden profile of Bata India.



Always ahead in new designs, new features, new products. A relentless search

will continue for better quality and pursuit of excellence. Bata aims to provide

new shoes for its customers at every step of their lives, everyweek.

Bata will remain a household name to the people of India. Making footwear

for the family with a chain of ultra-modern retail outlets all around the country

and bringing in new trends and designs to suit the needs of the trendy and the

traditional. Today, Bata has repositioned itself as a marketing-driven company

with emphasis on quality service and production.

Awards:

Bata India is one of the top 10 brands according to the recent survey by A and

M. The company has won the third annual Images Fashion Award for the most

admired footwear company in 2003. Super brand council, comprising captains

of industries has selected “BATA” as one of the super brands in India. The

selection was largely based on criteria such as the brands mind dominance,

goodwill, loyalty, trust and emotional bonding.

Meeting customer demands.

The Company today operates more than 1500 Retail outlets spanning the entire length

and breadth of the country. It has 26 Wholesale depots, serving more than 500

wholesalers. It sells around 60 million pairs of shoes annually and markets

international brands, like Weinbrenner, Hush Puppies, Dr Scholls, Reebok, Nike,

Azaleia. The other most popular Bata brands are Power, Marie Claire, Bata School

shoes, Sandal, Bubble gummers, Bata Hawai and Bata Industrial.

Popular brands

Bata is a household name in India and is the undisputed leader in footwear

technology. It manufactures and markets footwear for every walk of life. It is the first

Indian company to introduce shoes using latest technology under its brand "Bata

Tech". Among its newest collection of technogy in Men's shoes are "Wind" with in-

built air-circulation technology, "Antishox" with shock absorbing technology and



"Flexible" the most bendable shoe with in-built comfort feature and "Comfort" for

women have become breakthrough products in footwear industry.

Bata brands:

With more than eight renowned brands, which include Hush Puppies, Marie Claire,

Bubble Gummers, Power, we cater to a wide range of choices all over the country.

Hush Puppies are one of the world's most comfortable shoes designed for both men

and women. Marie Claire is for today's fashion conscious women who love shoes,

which match their colorful and vibrant wardrobe. That's not all. For those who want a

tough shoe that can weather any storm, we have Sandak to suit their needs.

Weinbrenner is simply meant to take you outdoors. With them on you can be rest

assured about their rugged character and durability. Kids can take their pick from

Bubble Gummers. Power is all about athleticism, for those who love sports and enjoy

sporting activities.

3.7 BATA STORES:

Flagship stores:

With over 4700 company owned retail stores spanning almost every continent

and over 100,000 independent retailers and franchisees distributing Bata

banner footwear the Bata banner is one of the worlds most familiar’s sights.

STORE CONCEPTS

Bata Retailer Stores:

Bata operates almost 4,700 stores around the world. Our goal is simple: to

consistently be the most satisfying store to shop for well priced and

fashionable footwear, everywhere in the world. Bata operates four core

formats: City stores, Superstores, Family stores and Value stores.

Bata City Stores:



Bata operates stores in many of the world’s fashion capitals. Bata City stores

offer urban customers the best in today’s fashion footwear and accessories.

These stores are in prime locations and provide a high level of customer

service, exclusive fashion shoe lines with complementary accessories and

contemporary shopping environment to discerning shoppers. Stores are

usually opened from Monday to Friday, from 9.30 to 20.30 and on Sunday

closed.

Bata Superstores:

Bata Superstores offer a wide assortment of fashion, casual and athletic

footwear for the entire family. Located primarily in urban and suburban

shopping malls, these offer high value by providing good quality shoes at

great prices in an assisted service shopping environment.

Bata Family stores:

Bata is the world’s leading family footwear chain. Whether Prague or

Singapore, customers have learned to depend on Bata for a wide assortment of

comfortable, durable and fashionable footwear for the entire family at

reasonable prices. The products are primarily the Bata brand, with carefully

selected assortment of articles from both local and international brands.

Footwear, handbags, hosiery, shoe care products- Bata Family stores are the

trusted source around the world.

Bata Value Stores:

Bata has build the reputation on providing high value to the consumer

wherever they operate. Bata Value Stores – outlet centers, Bata Bazaar stores

and depots- offers an incredible wide assortment of very affordable footwear

for the entire family. The shopping environment is a self-service format for

ease of shopping. Footwear is attractive and durable and specifically selected

and sourced to meet the needs of the value conscious customers.



3.8 SWOT ANALYSIS

STRENGTH:

1. Largest retailer network of 1300 outlets, 4000 franchises and another 10000

dealers.

2. Brand awareness was established in the early 30’s. People associated Bata

for quality and real value for money.

3. Brand loyalty: Bata has got its own brand of customers who swear by the

name Bata from medium class to premium class.

4. Bata is restructuring the retail operation where by it is closing loss making

stores and is planning of opening new stores which are more viable.

WEAKNESSES:

1. Lagging in innovation: Bata has not been able to keep pace with the latest

changes taking place in the footwear market.

2. Cost structure: Cost structure is a big concern to Bata. Raw material cost

has increased mainly due to increase in price of natural rubber by 44%. This



is something that the industry players are not being able to control. However

employee cost was as high as 26% of sales as compared to 10% for the

industry. Bata has not been able to control this cost.

3. Competition: with the entry of the big international brands like NIKE,

LOTTO, WOODLAND, LEE, COOPER, etc Bata found it very difficult to

hold its market share.

4. Cash tied up in inventories: Bata invested a lot of money in the

inventories and fixed assets in the form of unused land extensive network of

dealer showroom for which maintenance and up keeping is paid out which in

return reduces profitability.

5. Low motivations among retailer’s outlets and sloppy showrooms.

OPPORTUNITIES:

1. Rapid growth of consumerism in state: With the rapid growth of middle

class in the state, the purchasing power of the average person has increased.

The awareness for the quality footwear has created a rise in demand for

quality footwear affordable prices.

2. Even changing tastes of customer: The fashion conscious customers

always look for new styles and designs in favor. The Indian footwear market is

highly dynamic nature.

3. Bata expects to touch the 100 million pair mark from the present 60 million

pairs mark.

4. Tie-up: The tie-ups with Nike may attract more customers to Bata

showrooms.

5. Distribution Network: Bata’s distribution strength ensures higher success

profitability for new product segments.



6. Scope for mobilizing of funds widened.

7. Being an essential commodity the company can target all types of income

groups.

THREATS:

1. Global competition: In the premium segment Bata has to fuse stiff

competition with global players like Lotus

Bawa and Woodlands.

2. Raw-materials: Raw materials used by the company are leather

hides and chemicals: high quality raw materials are

very critical to produce international standard

finished products.

3. Future outlook: The Company has launched a joint venture, Mid

East Integrated Steel Ltd (MISH) with China

metallurgical import and export Corporation to its

leather segments; it has entered into the domestic

shoe market and is also likely to own retail in the

domestic shoe market as well as in the global

market. Export is its major thrust area.

3.9 MILESTONES OF BATA IN INDIA

1990- A highly versatile sample 18 station bicolour injection moulding plant

was installed in the Bangalore factory for production of ‘State of the

art’ injection moulded shoes with synthetic and textile uppers and

specially developed PVC compounds as soleing material.Kristu Jayanti College of Management and Technology 34


1995- 13,114,000 no. of equity shares allotted to Bata (BN) BV Amsterdam,

the Northlands the holding company.

The Long Term Agreements with the Bata Mazdoor Union representing

employees of Batanagar and Kolkatta Offices was signed at bipartile

level satisfactorily without any disruption of work.

1996 – The company has received a notice in writing from a member of the

Company under Section 257 of the Companies Act, 1956 signifying

his intention to purpose the appointment of Mr Thakur as a Director of

the Company.

1997- India’s largest shoe company Bata India Ltd has performed admirably

to stage a remarkable turnaround for the year ended December 1996.

Bata has entered into a marketing tie up with Nike wherein the latter’s

products will be offered from select Bata outlets.

The company’s debt- equity ratio is also set to improve dramatically to

0.60:1 from 1.90:1 in December 1996 and 2.06:1 in December 1996.

Bata India, a 51 per cent subsidiary of Canada based Bata Shoe

Organization, had last revalued its buildings in 1969, and the latest

exercise which will cover all fixed assets is expected to substantially

prop up its reserves.

1999- Bata needs to launch new products on a regular basis by expanding its

women’s range, and moving into the premium segments it had vacated.

The company will launch the ‘Sun drops’ line at New Delhi on August

16.

2003- Bata India (Bata) is the largest footwear manufacturer and

producers a wide range of footwear such as canvas, rubber,

leather, plastic and so on.

The company has lifted the lock-out at its Peenya factory in

Karnataka. The lock out was declared on March 8th following

a strike by the employees’ union.

2005-Bata India has decided to appoint brand managers for each

product group. Each of these managers will be assisted by a

dedicated team who in a new- found aggression will tackle

dwindling sales. This also coincides with Bata’s decision to



recast its retail outlets along four customer segments, into

Bazaar, Family, City, and Flagship stores, abandoning its

earlier territory – based focus. At the same time the company is

also planning to raise its advertising budget to 5% of turnover

against 2% of turnover now.

3.10 HUMAN RESOURCE DEPARTMENT

Introduction:

The manpower is the strength of any organization and every organization

tries to utilize the manpower sources optimally for their fulfillment of the

company objectives. It’s with these resources that all the other resources are

mobilized and utilized to achieve organizational objectives.

The main functions are:

1. To maintain good industrial relationship.

2. Recruitment of stuff, their training and development, the

Descriptions of jobs.

3. Performance evaluation.

4. Compensation policy.

5. To provide retirement and pension schemes.

6. Overall welfare policy of its employees.

This department plans, organizes, directs and controls the procurement,

development, compensation, interception, maintenance and preparation of

human resources the end that individual organization and social objectives are

accomplished.



The major task of dealing with HR department of Bata (I) Ltd are

community development, and fare administration training of personal

improved customer orientation development of appraisal system.

The role of HR department is advisory. It advises the management for

effective use of human resources. It also plans the manpower by recruit and

selecting them and providing them with sophisticated programmes.

Mainly human resource department deals with mainly employee related issues

the various issues such as -

i)Employee Retention : Employee retention is obviously important in a

business's ability to keep the most talented

people in the organization and avoid unwanted

turnover.

ii) Employee Training: Employee training is vital not only to informed

Employees, but a safer workplace; and in many

cases, some form of employee safety training is

required

iii) Organizational Development: The field of organizational development

(OD) is concerned with the

Performance, development, and

effectiveness of human organizations.

iv) Workers' Compensation: Workers' Compensation laws are

designed to ensure that employees who

are injured or disabled on the job are

Provided with fixed monetary awards,

eliminating the need for litigation.



v) Employee Benefits: Any really good job in today's business

world will come with a set of employee

benefits, be it health insurance, 401(k),

or even gym memberships.

vi) Career Management & Planning: Mastering career management and

planning can put you on the right to

track to succeed in any given

profession, and fortunately, there

are variety of websites on the Internet to

help you in that direction.

vii) Workforce Management: Workforce management is mostly

concerned with forecasting customer

interaction demand and creating agent

schedules that meet this demand within

targeted service level goals.

viii) Recruitment: Human resource department also

involved in recruitment of various

employees by conducting interviews,

various tests, and based on their

educational qualification, job will be

assigned for them.

ix)Employee Welfare

After employees have been hired, trained and

remunerated, they need to be retained and

maintained to serve the organisation better.

Welfare facilities are designed to take care of

the well being of the employees- they do not result any monetary benefit to the

employees. For the more than 12000 employees, training programmes ensure



up gradation of skills. Development of management abilities is constantly

encouraged and monitored.

CHAPTER 4ANALYSIS AND INTERPRETATION OF DATA

Table 4.1Distribution of respondents according to age

Factors No of respondents Percentage (%)Below 25 20 33.33

26-35 26 43.3336-45 10 16.67

46 and above 4 6.67Total 60 100

Sources: Primary Data

From the above table it is found that 33.33% are in the age group of below 25, 43.33% are in the age group of 26-35, 16.67% of respondents are in the age group of 36-45, and the remaining 6.67% of respondents are in the age group of 46 and above.

From the above study it is found that maximum respondents are in the age group of 26-35.

Table 4.2Distribution of respondents according to gender



Factors No of respondents Percentage (%)Male 35 58.33

Female 25 41.67Total 60 100


From the above table it is found that 58.33% are male and remaining are female.

From the above study it is found that maximum respondents are male.

Table 4.3Distribution of respondents according to designation

Factors No of respondents Percentage (%)Cashier 5 8.33

Sales man 40 66.67Asst. manager 10 16.67

Manager 5 8.33Total 60 100


From the above table it is found that 8.33% are cashier, 66.67% are sales man, 16.67% are asst. manager and remaining are manager.

From the above study it is found that maximum respondents are sales man.

Table 4.4Distribution of respondents according to average income

Factors No of respondents Percentage (%)Below 60000 5 8.3360000-80000 5 8.3380000-100000 35 58.33

100000 and above 15 25.01



Total 60 100Sources: Primary Data

From the above table it is found that 8.33% are below 60000, 8.33% of respondents have an average income of 60000-80000, 58.33% of respondents have an average income of 80000-100000, and remaining 25.01% of respondents have an average income of 100000 and above.

From the above study it is found that maximum respondents have an average income of 80000-100000

Table 4.5Distribution of respondents according to family size

Factors No of respondents Percentage (%)One 15 25Two 15 25Three 10 16.66Four 10 16.67

Five and above 10 16.67Total 60 100


From the above table it is found that 25% of respondents are single, 25% are two members, 16.66% of respondents having family size of three, 16.77% are having family size of four and remaining respondents are having family size 5 and above.

From the above study it is found that maximum respondents are having family size of one and two.

Table 4.6Distribution of respondents according to number of years of service

Factors No of respondents Percentage (%)1 20 33.332 18 303 12 20



4 and above 10 16.67Total 60 100


From the above table it is found that 33.33% have 1year of service, 30% are in 2 years of service, 20% of respondents have 3 years of service and the remaining 6.67% of respondents have 4 and above years of service.

From the above study it is found that maximum respondents have a tenure of service of 1 year

Table 4.7Distribution of respondents according to no of promotion

Factors No of respondents Percentage (%)Zero 40 66.66One 10 16.66Two 6 10

Three & above 4 6.67Total 60 100


From the above table it is found that 66.66% have no promotion, 16.67% have one promotion, 10% of respondents have 2 and the remaining 6.67% of respondents have 3 and above

From the above study it is found that maximum respondents did not receive any promotions.

Table 4.8Distribution of respondents according to orders per day

Factors No of respondents Percentage (%)10 40 66.679 15 258 5 8.33




From the above table it is found that 40% of respondents meet the target of 10 orders per day, 25% meets 9, and 8.33% of respondents meets 8 orders

From the above study it is found that maximum respondents meets the order of 10 per day.

Table 4.9Distribution of respondents according to working hours

Factors No of respondents Percentage (%)9 40 66.678 20 33.33


From the above table it is found that 66.67% of respondents have 9 working hours and remaining respondents have 8 working hours.

From the above study it is found that maximum respondents are having 9 working hours.

Table 4.10Distribution of respondents according to no of leaves availed

Factors No of respondents Percentage (%)Five 24 40Six 18 30

Seven 15 25Eight and above 3 5




From the above table it is found that 40% of respondents have availed 5 leaves, 30% have 6, 25% of respondents have 7 and remaining respondents have 8 and above leaves availed.

From the above study it is found that maximum respondents have availed 5 leaves.

Table 4.11

The reason for selecting the present job

The reason for selecting the present job The age of the respondent

Good salary MNC Job securityFriendly

atmosphere Better careerCloser to residence

Incentives/ Rewards

Below 25 3 1 2 3 4 1 2

16.7% 5.6% 11.1% 16.7% 22.2% 5.6% 11.1%

26-35 0 0 3 1 4 0 0

.0% .0% 33.3% 11.1% 44.4% .0% .0%

36-45 0 4 8 1 14 2 2

.0% 12.9% 25.8% 3.2% 45.2% 6.5% 6.5%

46 and above 0 1 0 0 0 0 0

.0% 50.0% .0% .0% .0% .0% .0%

3 6 13 5 22 3 4

5.0% 10.0% 21.7% 8.3% 36.7% 5.0% 6.7%

Source: Primary Data

From the above table it is found that most of the respondents between age group of 36-45. It is evident that 45.2% of the respondents in the 36-45 age group have chosen this job since it has got better career prospects. In the 26-35 age group category, 44.4% have selected the job due to better career in Bata India Limited. Thus we can conclude that employees who are 26-45 years of age have joined Bata due to better career.



From the above study it is found that maximum respondents who have selected better career as their reason for selecting the job because people in this age group are interested in job stability which is offered by Bata.

Table 4.12

Perception about the types of rewards practiced in the organization

The types of rewardsThe age of the respondent

Job status based rewards

Competency based rewards

Performance based rewards

Membership Based Rewards

Total

Below 25 2(11.1)

4(22.2)

12(66.7)

0(0)

18(!00)

26-35 2(22.2)

2(22.2)

5(55.6)

09

(100)36-45

9(29)

8(25.8)

13(41.9)

1(3.2)

31(100)

46 and above

02

(100)0 0

2(100)

Total() expressed as a %

13 16 30 1 60


From the above table it is found that most of the respondents between age group of 36-45 are of the opinion that Performance based rewards are being practiced in Bata India Limited. Thus we can conclude that employees who are 26-45 years of age have joined Bata due to better performance prospects.

From the above study it is found that maximum respondents who have selected performance based rewards are because people in this age group are interested in performance based rewards which is offered by Bata.



Table 4.13

Opinion about the remuneration offered

The remuneration offered The average income of the respondent

Highly Satisfactory

Satisfactory Undecided

Dissatisfactory

Total

Below 60,0000

9(81.8)

2(18.2)

011(100)

60,000-80,000 2(8.7)

18(78.3)

2(8.7)

1(4.3)

23(100)

80,000-1,0,000

1(9.1)

10(90.9)

0 011

(100)

1,00,000 and above

1(6.7)

12(80)

2(13.3)

015

(100)


4 49 6 1 60


From the above table it is found that most of the respondents irrespective of all income group are satisfied with the remuneration being offered by Bata India Limited. They feel that Bata India Limited provides them a good remuneration which helps motivates them to work better.

From the above study it is found that of the respondents are satisfied with the remuneration being offered to them as they feel it as a motivating factor to them.



Table 4.14

Opinion about the incentives offered

The incentives offered by the companyThe

average income of

the respondent

Excellent

Very Good

Moderate Poor Very Poor Total

Below 60,000

0 5(45.5)

6(54.5)

0 011

(100)

60,000-80,000 1

(4.3)8

(34.8)12

(52.2)1

(4.3)1

(4.3)

23(100)

80,000-1,0,000

1(9.1)

5(45.5)

5(45.5)

0 011

(100)

1,00,000 and above

07

(46.7)8

(53’3)

0 0 15(100)


2 25 31 1 1 60


From the above table it is found that 52.2% of the respondents belonging to the income group of 60000 -800000 feels the incentives being offered by Bata India



Limited is moderate. They fee that the incentives provided by the company helps them to perform better in the organizations.

From the above study it is found that of the respondents feels that the incentives being offered are moderate.

Table 4.15.

The leave policy practiced in the organization

The leave policyThe age of the respondent

Highly Satisfactory Satisfactory Undecided

Dis-satisfactory Total

Below 25 1(5.6)

13(72.2)

4(22.2)

018

(100)26-35

07

(77.8)2

(22.2)0 9

36-45 3(9.7)

23(74.2)

3(9.7)

2(6.5)

31(100)

46 and above

02

(100)0 0

2(100)


4 45 9 2 60


From the above table it is found that most of the respondents irrespective of all age group are satisfied with the leave policy practiced by Bata India Limited. They feel that the organization has a concern to their employees and they provides them leave when they required.

From the above study it is found that of the respondents are satisfied with the leave policy practiced by the organization. It acts as a motivating factor to them.



Table 4.16

The leave policy being practised

The leave policy Total

The family sizeHighly

Satisfactory Satisfactory Undecided

Dis-satisfactor

y One 1 6 0 0 7

14.3% 85.7% .0% .0% 100.0% Two 1 8 3 1 13 7.7% 61.5% 23.1% 7.7% 100.0% Three 0 10 2 1 13 .0% 76.9% 15.4% 7.7% 100.0% Four 1 7 4 0 12 8.3% 58.3% 33.3% .0% 100.0% Five and above 1 14 0 0 15 6.7% 93.3% .0% .0% 100.0%Total 4 45 9 2 60 () expressed as a % 6.7% 75.0% 15.0% 3.3% 100.0%


From the above table it is found that most of the respondents with the family size of 5 & above are satisfied with the leave policy being practiced by Bata India Limited.

From the above study it is found that of the respondents are satisfied with the leave policy being practiced.



Table 4.17

Satisfaction level of the medical allowance being offered

The medical allowance Total

Excellent Very Good Moderate Poor The gender of the respondent

Male2 29 13 3 47

4.3% 61.7% 27.7% 6.4% 100.0%

Female 1 6 4 2 13

7.7% 46.2% 30.8% 15.4% 100.0%

Total 3 35 17 5 60 () expressed as a %

5.0% 58.3% 28.3% 8.3% 100.0%


From the above table it is found that most of the male respondents are more satisfied with the medical allowance being provided by the Bata India Limited. The respondents feel that the company follows good medical allowance policies.

From the above study it is found that of the respondents are satisfied with the medical allowance being practiced.



Table 4.18

Opinion on the medical allowance practised

The medical allowance Total

Excellent Very Good Moderate Poor The family size

One1 4 1 1 7

14.3% 57.1% 14.3% 14.3% 100.0% Two 0 9 4 0 13 .0% 69.2% 30.8% .0% 100.0% Three 0 9 4 0 13 .0% 69.2% 30.8% .0% 100.0% Four 0 6 4 2 12 .0% 50.0% 33.3% 16.7% 100.0% Five and above 2 7 4 2 15 13.3% 46.7% 26.7% 13.3% 100.0%Total 3 35 17 5 60 () expressed as a % 5.0% 58.3% 28.3% 8.3% 100.0%


From the above table it is found that most of the respondents are satisfied with the medical allowance being practiced by Bata India Limited. The family size of two and three are more satisfied with the medical allowance being practiced.

From the above study it is found that of the respondents are satisfied with the medical allowance benefit. The company gives them a support whenever they need.



Table 4.19

Opinion about the introduction of flexible working hours

The flexible working hours system Total

Very important Important UndecidedNot so

important The gender of the respondent

Male8 37 1 1 47

17.0% 78.7% 2.1% 2.1% 100.0%

Female 9 1 1 13

15.4% 69.2% 7.7% 7.7% 100.0%


10 46 2 2 60


From the above table it is found that most of the respondents feel that the introduction of flexible working hours are important. Mostly females respondents feel that it is better as they has to look after their homes as well as their jobs. So they feel if they do not have any particular timings fixed then it will be better for them.

From the above study it is found that of the respondents are in favour of introduction of flexible working hours. They feel that if it is being introduced then it will enable them to perform better.



Table 4.20

Performance of the employees based on individual target setting

Individual target setting Total

Strongly Agree Agree Undecided Disagree

The age of the respondent

Below 252 14 1 1 18

11.1% 77.8% 5.6% 5.6% 100.0%

26-35 1 6 1 1 9

11.1% 66.7% 11.1% 11.1% 100.0%

36-45 4 27 0 0 31

12.9% 87.1% .0% .0% 100.0%

46 and above 1 1 0 0 2

50.0% 50.0% .0% .0% 100.0%


13.3% 80.0% 3.3% 3.3% 100.0%


From the above table it is found that most of the respondents with age between 36 -45 feels that the individual target setting helps in better performance. They feel that it gives them an inner motivation to perform better.

From the above study it is found that of the respondents are satisfied with the individual target setting Kristu Jayanti College of Management and Technology 53


Table 4.21

Performance of the employees based on individual target setting



The average income of the respondent

Below 60,0001 8 1 1 11

9.1% 72.7% 9.1% 9.1% 100.0%

60,000-80,000 1 21 0 1 23

4.3% 91.3% .0% 4.3% 100.0%

80,000-1,0,000 4 7 0 0 11

36.4% 63.6% .0% .0% 100.0%

1,00,000 and above 2 12 1 0 15

13.3% 80.0% 6.7% .0% 100.0%


13.3% 80.0% 3.3% 3.3% 100.0%


From the above table it is found that most of the respondents with the average income of 100000 & above feels that the individual target setting helps in better performance. It acts as a motivating factor to perform better.

From the above study it is found that most of the respondents are satisfied with the individual target setting.



Table 4.22Performance of the employees based on individual target setting



The gender of the respondent

Male7 38 1 1 47

14.9% 80.9% 2.1% 2.1% 100.0%

Female 1 10 1 1 13

7.7% 76.9% 7.7% 7.7% 100.0%


13.3% 80.0% 3.3% 3.3% 100.0%


From the above table it is found that most of the male respondents agree that the individual target setting helps in better performance. Specially male respondents agreed that the individual target setting helps them to perform better.

From the above study it is found that most of the respondents are satisfied with the individual target setting. They feel that it gives them a sense of competition amongst them to perform better.



Table 4.23

Does team rewards helps in efficiency of the member

The extend of team rewards increasing efficiency Total

To full extent Partially Not known Very little Not at all The age of the respondent

Below 255 11 1 1 0 18

27.8% 61.1% 5.6% 5.6% .0% 100.0%

26-35 1 8 0 0 0 9

11.1% 88.9% .0% .0% .0% 100.0%

36-45 4 23 3 0 1 31

12.9% 74.2% 9.7% .0% 3.2% 100.0%

46 and above 0 2 0 0 0 2

.0% 100.0% .0% .0% .0% 100.0%

Total 10 44 4 1 1 60 () expressed as a %

16.7% 73.3% 6.7% 1.7% 1.7% 100.0%


From the above table it is found that most of the respondents with the age group of 36-45 feels that the team rewards help in increasing the efficiency of the members. The respondents specially in the age group of 26-35 agrees as they are more career conscious. They feel that it enables them to achieve target fast.

From the above study it is found that most of the respondents feels that the team rewards help in increasing the efficiency of the members



Table 4.24

Does team rewards helps in efficiency of the member

The extend of team rewards increasing efficiency Total

To full extent Partially Not known Very little Not at all The average income of the respondent

Below 60,0000 9 1 1 0 11

.0% 81.8% 9.1% 9.1% .0% 100.0%

60,000-80,000 5 15 2 0 1 23

21.7% 65.2% 8.7% .0% 4.3% 100.0%

80,000-1,0,000 3 7 1 0 0 11

27.3% 63.6% 9.1% .0% .0% 100.0%

1,00,000 and above 2 13 0 0 0 15

13.3% 86.7% .0% .0% .0% 100.0%

Total 10 44 4 1 1 60 () expressed as a %

16.7% 73.3% 6.7% 1.7% 1.7% 100.0%


From the above table it is found that most of the respondents with the average income of 100000 and above feels that the team rewards help in increasing the efficiency of the members. It enables them to perform better.

From the above study it is found that most of the respondents feels that the team rewards help in increasing the efficiency of the members



Table 4.25

Effect of motivation on performance

Strongly Agree

Agree Undecided

Disagree

Strongly Disagree

Enrichment and Empowerment

18(30)

32(53.3)

7(17)

3(5)

0 60(100)

Target Setting 15(25)

29(48.3)

14(23.3)

2(3.3)

60(100)

Quality of work Of life

14(23.3)

25(41.7)

17(28.3)

3(5.0)

1(1.7)

60(100)

Participative Management

11(18.3)

21(35)

18(30)

10(16.7)

60(100)

Management By Objectives(MBO)

14(23.3)

16(26.7)

21(35)

7(11.7)

2(3.3)

60(100)


From the above table we can find out the motivating factors which influences the performance. It is evident from the study that most of the respondents(53.3%) agrees that Bata helps in enriching and empowering them professionally. It is also found that 48.3% of the respondents feels that the policy of target setting has enabled them to perform better. The majority of the respondents(41.7%) are of the opinion that Bata has motivated them to achieve their targets. Most of them feel that Bata has given them due considerations in the management decision makings. It is also found that majority of the respondents are undecided whether MBO is beneficial for them or not. Factorisation has been used to analyse the data.



CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND SUGGESTION:

5.1 FINDINGS:

In today’s global environment organizations strive towards having a productive group

of employees, but this cannot happen only by selecting and developing personal in a

proper way. Individuals with extra ordinary competence can be hired but still un

organization cannot be sure that they will perform satisfactorily.

The major ingredient is motivation which activates the potential of employees.

From the data analysis the findings are as follows:

Most of the sales representative are the age group of 26-35

The average income of maximum sales representative exceeds Rs.1,00,000/-

The majority of sales representative selected the job considering good salary

offered by Bata India Ltd.

Maximum sales representative are satisfied with the remuneration being

offered.



The majority of sales representative agree the salary offered by Bata India Ltd.

is own path with that of the industry standards.

Maximum sales representative are satisfied by the incentive scheme being

practiced.

Majority of sales representative are extremely satisfied with the leave policy

of the company.

Maximum sales representative consider the medical allowances benefit to be

good.

Majority of sales representative consider flexible working hours are very

important.

Maximum sales representative consider individual target setting to be very

important.

Majority of sales representative consider team rewards play a vital role in

increasing individual efficiency.

Maximum sales representative consider the fringe benefits programme

practiced presently promotes and protects their well being.

Majority of sales representative consider the system of suggestion schemes

does not lead to deriving benefits and rewards.

Maximum sales representative consider the job facilities being offered are

satisfactory.

Majority of sales representatives are satisfied on discounts they receive on

companies’ products.

5.2 CONCLUSION

The footwear industry is one of the fastest and ever growing industry in the world

many multi national companies are operating in this sector one of the important

peculiarities about this industry is that it is low margin industry.

India with its position of second largest populated country in the world is the most

attractive market for all industrial giants.



Motivation is an important concept that has been receiving considerable attention

from organization the increasing attention paid to motivation is justified because of

various reasons, such as

Motivated employees come out with new ways of doing jobs

Motivated employees are quality oriented

Motivated employees are more productive

Any new technology needs motivated employees to adapt it successfully

However any motivation technique adopted will have its own merits and

demerits that is where the role of human resources management is at its

prime to decide what technique to adopt and what not to.

5.3 RECOMMENDATIONS & SUGGESTIONS

The sales representatives of Bata India Limited are exerting a great effort to perform

because the present motivational techniques adopted by the company are proving to

be in the desired direction.

From my study I have found some facts and some recommendations which may be

beneficial for the company to keep the motivational levels at desired position.

As the company practices employee suggestions schemes, there is a felling

among the sales representatives that they suggestion offered by them if

proved to be beneficial for the organization do not lead to rewards hence

the company should keep the employees motivated by giving them suitable

rewards and recognition for effective suggestions.

The benefits offered by the organization are proving to be effective in

motivating the employees as most of the sales representatives are satisfied

with the benefit system, however the organization can adopt the system of

flexible benefits which will give sales representatives a menu of benefits



from which they can choose or tailor their benefits according to their

individuals needs and wants.

The system of job rotation will also keep the motivation level as repetation

of same type of job may lead to boredom.

Bata India ltd should organize programmes for representatives which will

help them develop close relationships and give them a chance to interact

with other members of the company.

BIBLIOGRAPHY

Books

Robin P Stephen(2000) Organisation Behaviour New Delhi Prentice Hall of India.

Luthans Fred(1998) Organisation Behaviour, Eighth Edition, McGraw- Hill International.

K Ashwathappa (2002) Human Resource and Personel Management, Third Edition, Tata McGraw-Hill

P. Subba Rao(2004) Management and Organisation Behaviour

Kothari C.R(2004) Research Methodology Methods and Techniques.

Websites



http://www.Bataindia .com/page.php? kon = 5_2_0. http://www.Bataindia .com/page.php? kon = 5_0_0

http://www.Bataindia .com/page.php? kon = 2=0

http://www.Footwearhistory.com/highrenbg.shtml http://www.Footwearhistory.com/manaristdg.shtml

http://www.ncbi.nlm.nih.gov/entrez/query/statics/overview.html

(a)QUESTIONNAIRE

A Comprehensive Study on Employee Motivation at

Bata India limited

Dear Sir / Madam,

I, PAYEL SOOR student of final semester MBA at Kristu

Jayanti College of Management & Technology, as a part of my curriculum have

undertaken the project on ‘Employee Motivation’ with reference to Bata India

Limited, Bangalore. I would be grateful if you can kindly co-operate with me by

spending your precious time and providing me valuable information needed for the

project. Any information received from you will be kept strictly confidential.

PART – A

1. Name : ………………………………………………………

2. Branch: ……………………………………………………….

3. Age :

a. below 25 b. b/w 26-35

c. b/w 36-45 d. 46 & above

4. Sex:


http://www.ncbi.nlm.nih.gov/entrez/query/statics/overview.html


a. Male b. Female

5. Designation: …………………………………………………………..

6. Average income:

a. Below 60000 b. b/w 60000-80000

c. b/w 80000-100000 d. 100000 & above

7. Family size:

a. One b. Two c. Three

d. Four e. Five & above

8. No of years of service: ……………………………………………….

9. No of promotions: ………………………………………………………….

10. No of orders per day: ………………………………………………………….

11. No of working hours in a day : …………………………………………………

12. No of leaves availed: ……………………………………………………………

(b)

PART-B

.13. What is the reason for selecting your present job?

a. Good salary b. Multi National Company

c. Job Security d. Friendly atmosphere

e. Better career f. Closer to residence

g. Incentives/ Rewards g. Challenging

14. What are the types of rewards practiced in the organization?

a. Membership & Seniority based rewards

b. Job status based rewards

c. Competency based rewards

d. Performance based rewards



15. What is your opinion about the remuneration offered by the company?

a. Highly satisfactory b. Satisfactory

c. Undecided d. Dissatisfactory

16. What is your opinion about the incentives offered by the company?

a. Excellent b. Very good c. Moderate

d. Poor e. Very poor

17. How is the leave policy practiced by the organization?

a. Highly satisfactory b. Satisfactory c. Moderate

d. Dissatisfactory

(c)

18. What is your opinion about the medical allowance benefit offered by the

company?

a. Excellent b. Very good c. Moderate

d. Poor

19. What is your opinion about the system of introducing flexible working hours in

the company?

a. Very important b. Important c. Undecided

d. Not so important

20. Do you think that the practice of individual target setting helps in better

performance?

a. Strongly agree b. Agree c. Undecided

d. Disagree



21. Do you feel that the team rewards increases the efficiency of members?

a. Yes b. No

22. If yes, then to what extent does the team rewards helps in increasing the efficiency

of the members?

a. To full extent b. Partially c. Not known

d. Very little e. Not at all

23. Does the fringe benefits programme presently practiced promotes and protects

your well being?

a. Yes b. No

(d)

24. If the company wants to offer additional fringe benefits in either cash or kind,

please indicate your preference?

Cash Kind

25. Do you feel that the system of suggestion scheme adopted by the organization has

helped in deriving benefits?

a. Yes b. No

26. What is your opinion about the extent of job facilities offered by the company?

a. Delightful b. Satisfactory c. Moderate

d. Not satisfactory e. Poor

27. What do you feel about the level of discounts offered by the company?

a. Very high b. High c. Medium

d. Low e. Very low



28. Pick out the most important motivating factor for the employee performance from

the following:

a. Remuneration offered

b. Incentives given

c. Leave policy practiced

d. Medical allowance benefit

e. Introduction of flexible working hours

f. Individual target setting

(e)

g. Team rewards

h. Fringe benefits

28. Please express your agreement/ disagreement to the following statements:

Strongly Agree Unknown Disagree Strongly

Agree disagree

a. Bata India Limited has enriched &

empowered me professionally

b. Target setting has enabled me to

perform better

c. The quality of work life in

Bata India Limited motivates one

to achieve target.

d. I am given considerations in

management decisions.

e. Management by Objective is beneficial



for all.

27. BATA India Limited is seriously reviewing the existing H.R practices to enhance

the motivational level of its sales representatives, kindly give 3 most important

suggestions that can further improve the degree of motivation:

1. ………………………………………………………………………………………

2. ………………………………………………………………………………………

3. ………………………………………………………………………………………

THANK YOU



employee motivation at bata india ltd

Documents

management representatives

bangalore date

bangalore city

degree of motivation

comprehensive study

guidance of

employee motivation

project work