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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
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.
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 Date:
Kristu Jayanti College of Management and Technology
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 Kumar Guide
Dr. Arun MBA Dean
Fr. Josekutty P.D Principal
Kristu Jayanti College of Management and Technology
I also thank all other staff members of the department for guiding me in my training. I am highly indebted to my faculty guide Dr. I express my affectionate thanks to The Principal. Justin Nelson Michael department of management studies for inspiring me and for his valuable guidance and assistance provided. Kristu Jayanti College Bangalore for giving me an opportunity to do this training. Payel Soor Kristu Jayanti College of Management and Technology 4 . 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.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.
Majority of sales representative consider team rewards play a vital role in increasing individual efficiency. With the help of simple but relevant statistical method of the data was organized and analyzed.EXECUTIVE SUMMARY This project study mainly focuses on various factors that influence the degree of motivation among the sales representatives of Bata India ltd. Company’s human resource policies procedures and other documents also were referred as secondary source of data. Job rotation system should be used to reduce boredom. 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. 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. After understanding the current degree of motivation among sales force and based on the research findings important suggestions were offered. (v) Kristu Jayanti College of Management and Technology 5 . Major findings of the study are: The majority of sales representative selected the job considering good salary offered by Bata India Ltd. 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. 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.
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. orientation and placement. The activities are human resource management are human resource planning. selection. Kristu Jayanti College of Management and Technology 6 . All major activities in the working life of an employee. welfare. and develop members in an organization. motivation and communication. safety and health. Only human resource management is obviously one function which is concerned with peoples dimension in organization. job design. recruitment. performance appraisal and job evaluation.CHAPTER 1 INTRODUCTION Human Resource Management is a management function that helps organizations to recruit. train. industrial relations. job analysis. select. employee and executive remuneration. training and development.
1 Nature of HRM Employee Hiring Prospects Of HRM HRM Industrial Relations Employee & Executive Remuneration Employee Motivation Employee Maintenanc e SCOPE OF HRM Kristu Jayanti College of Management and Technology 7 .FIGURE 1.
2 MODEL OF HRM OBJECTIVES OF HRM 1. 3. 2.FIGURE 1. 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. Organizational objectives.to serve the organization with its primary objectives and bring about overall organizational effectiveness. Kristu Jayanti College of Management and Technology 8 .to be ethically and socially responsible to the needs and challenges of society while minimizing the negative impact. Societal objectives.
lifestyles. perceptions and attitudes vary.1 Introduction:A manager gets results through other people. If these goals of employees are met it helps the organization to maintain. Kristu Jayanti College of Management and Technology 9 . One reason why motivation is a difficult task is that the workforce is always changing. Employees join organizations with different needs and expectations. beliefs. Their values. His effectiveness depends. retain and motivate the employees. Definition of motivation:According to Scott. Personal objectives.to assist employees in achieving their personal 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. Motivation is the work a manager performs to inspire and encourage people to take required action. Not many organizations understand and also are not clear about the ways in which these diverse work forces can be motivated. backgrounds. on the willingness of his employees to do the assigned tasks with interest and enthusiasm.4. MOTIVATION 1. “Motivation is a process of stimulating people to action to accomplish desired goals. to a large extent.
3 1 Identifies Needs 6 Reassess needs deficiencies Employee 2 Searches for ways to satisfy needs 5 Receives rewards or punishment 3 Engages in goal directed behaviour 4 Performs 1. To stimulate employee to accomplish desired goals. In the words of Allen. 3. “poorly motivated people can nullify the soundest organization”. Motivated employees are more productive. Motivated employees remain in the organizations for a longer period of time. 2.FIGURE 1. Kristu Jayanti College of Management and Technology 10 . 4. The following points bring out the importance of motivation 1. Motivated employees always look for better ways of doing a job.2 Importance of motivation in organizations:The success of an organization ultimately depends on how effectively managers are able to motivate their subordinates. 5. Motivated employee is quality oriented.
who also wants a promotion. he may concentrate on performing his job exceptionally well. Multiple causes: Different people may have different visions for behaving in the same manner. If an employee has an argument with his boss and fails to report to work the next day. the same motive or drive may result in different behaviour. it may appear that his behaviour is a result of the confrontation. Thus. For example.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. b. To develop sound human relations.Multiple behaviour: Further. To promote healthy competition among employees. because what it can buy. if Rao wants a promotion. his behavoiur may actually be motivated by a combination of factors including overwork. 1. another may join because of the social atmosphere. a bank officer may join service club because it is a good place to have business contracts. 1. 7. is the most important Kristu Jayanti College of Management and Technology 11 . further complicating the process of inferring motivation from behaviour. But Siddharth. For example. He may try to ‘apple polish’ the boss to get the promotion. To develop sound team spirit. family illness or some other problems. However. three different ‘whys’ can underline the same behaviour. still another joins because of the interesting programmes and speakers at the club. To boost the employee morale. Motivation. the ‘whys’ of behaviour cannot be explained easily. To inspire employee for responsible and challenging jobs. 9. It is difficult to explain and predict the behaviour of employees. The assumption is that money. Let us explained some of the factors that complicate this process: a. is a complex subject.6. may take a different approach. obviously. 10. 8.3 Nature of Motivation:It is not easy to understand the complexities involved in motivating people. As things stand now.
According to the pluralistic approach. The organization: The climate in the organization must be conducive to human performance. Forces operating within the organization and iii. rewards structure. Three types of forces generally influence human behaviour: i. etc. emotional support from members. Membership and Seniority Based Rewards: Kristu Jayanti College of Management and Technology 12 . Climate plays an important part in determining worker’s motivation. Firms give rewards in the form of money and other benefits in exchange of employee’s availability. b. men work to fulfill a variety of needs. Forces operating within the individual. competencies and behaviors. Types of Rewards: 1. autonomy enjoyed by members. c. Forces operating in the environment.5 IMPORTANT TECHNIQUES AND PROGRAMMES OF MOTIVATING EMLPLOYEES REWARDS: People join organization expecting rewards. The individual: Human needs are both numerous and complex. The climate in an organization is determined by a number of variables such as its leadership style. one inside the factory and the other outside it. growth prospects. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. nor can factory matters be dropped when returning home after work. 1. The troubles and pleasure of off-the-job life cannot be put aside when reporting for work in the morning.The environment: A worker does not live in two separate worlds. ii.motivator. of all people. a.
Profit sharing b.6 JOB ENLARGEMENT. Job Enrichment: Gives the job holder more decision making. have more responsibility and have difficult working conditions consequently these type of employees would be placed in higher pay grades.In this system a senior employee receives more benefits than his junior. Team rewards c. Job Enlargement Add similar asks so that job will have more variety and be more interesting. pay rises. 2. Competencies are reflected through skills. Advancement. Individual rewards 1. Retirement benefits and perquisites depends on seniority of employees. Job Status Based Rewards: In this system the firm rewards employees on the status of the job they are holding. ENRICHMENT AND ROTATION 1. Performance Based Rewards: In this type of system pay is linked to performance a. Kristu Jayanti College of Management and Technology 13 . Competency based Rewards: In this system organization links to competencies of employees. 3. planning and controlling power. Jobs that require more skill and effort. 4. 2. knowledge and traits that to desirable behavior.
3. QUALTY OF WORKLIFE It has different meanings to the different levels of workers. 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. 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. More than monetary rewards it is the feeling that employee ‘owns’ the job that motivates him. It is the process motivating employees by establishing performance goals so that it will guide their behavior which is accepted by them and others. Empowered employees are energetic and passionate. GOALSETTING: Goal setting is one of the most effective and widely practiced techniques of motivation. In this system participants become ego-involved in decisions Kristu Jayanti College of Management and Technology 14 .
Ways of Participation Kristu Jayanti College of Management and Technology 15 . reduce over time expenses and reduce traffic congestion near worksites. increased productivity. 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. This system seeks to replace the traditional fringe benefits which are uniformed to all employees.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. 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.
2.At board level Through Ownership Through complete control Through staff Collective Bargaining Suggestion schemes Quality circles Joint councils CHAPTER 2 RESEARCH DESIGN OF THE STUDY 2. Kristu Jayanti College of Management and Technology 16 . motivation in simple terms may be understood as a set of forces that cause people to behave in a goal oriented way. quality oriented. higher production and better standard of living of the people. boost the employee morale. This will help to suggest relevant motivational techniques which will increase the motivational level and performance. etc.1 INTRODUCTION: Motivation is the process which starts with psychological or physiological needs that initiates behavior that is aimed at achieving the goals. It will also help to identify the shortcoming in the motivational practices. A study on motivation of employees would benefit an organization to improve its HR productivity. stimulated to accomplish desired 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. this project is undertaken to know the present motivational level of the sales representatives at Bata India Ltd. Hence.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. an assessment of the motivational techniques and to suggest suitable measures to further enhance the same. Motivated employees always look for better ways of doing a job. more production.
east and west zones of Bangalore would be chosen. 2. To suggest suitable motivational techniques. pie-charts. To assess the motivation level of the sales representatives.5 SCOPE OF THE STUDY: Kristu Jayanti College of Management and Technology 17 .3 OBJECTIVES: The objectives of the study are as follows: 1.stage random sampling procedure would be followed to select the sample respondents. To identify the shortcomings in the motivational practices. A structured interview schedule would be used to collect the primary data from the sales representatives of Bata India Limited. 3 outlets each from the north. At the first stage. Sample Design: A multi. chi-squares. 2. 4. Data Analysis Appropriate but simple analytical methods like cross tabulation. bar charts.4 METHODOLOGY: Data Base: This study is based on both primary data and secondary data. 3.2. To understand the present motivational techniques of Bata India Ltd. Bata India Limited has 60 outlets in Bangalore. The secondary data for the study of annual reports of Bata India Limited and published literature including internet. The sample size comprises of 60 respondents ie 5 respondents from each sample outlet. etc would be employed to analyze and interpret the data collected. south. 2. Bata India Limited has 320 sales representatives. the sample units would be chosen. 5. To know and suggest relevant motivational techniques which will increase motivational level and performance.
2. • To gain an insight into what exactly is the ultimate motivator whether it is money or other factors. 2. Details regarding monetary remuneration provided by the respondents may not be accurate. 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. 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. Bangalore.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.7 EXPECTATIONS FROM THE STUDY: • • To learn more on the various motivational techniques and how these are being practiced in real life situation.6 LIMITATIONS: The limitations in this study are: 1. Kristu Jayanti College of Management and Technology 18 . 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.
In the beginning necessary dictated style and then through conquest travel and trade styles were exchanged among the people of the world. stitched and tacked by hand in time consuming. This history of shoe varies apart of all history. Materials varied decoration in footwear popular to points of becoming excessive and ludicrous.CHAPTER 3 COMPANY PROFILE 3. each cut. The Romans carried there shoes style through out the ancient world as they conquered. shoemakers in single pairs.2 GROWTH AND DEVELOPMENT OF THE INDUSTRY 1900’s: Kristu Jayanti College of Management and Technology 19 . the Egyptians also wore a shoe with an upturned modeled on the elephants tusk. The ancient carving and drawing depicts the use of footwear which suggests its origin thousands of years ago. Their shoes covered the foot and ankle. laborious method has now changed into vast industry in which footwear’s. thanks to modern technological machines. The Moors who conquered Spain in the 8th century introduced beautiful soft dyed leather known as cordovan. Once shoes were produced by craftsmen.1 INDUSTRIAL BACKGROUND To identify the period when the footwear was made is not an easy job. 3. They came to be called “Babylonian Shoes”. The early shoe design was often taken from nature and in addition to sandals.
Fabulous harem slippers and slides were among the favorites. Day shoes were typically boots. High tongued cutaway decorated cross over and t strap were most popular elements. King Edward VII. The heels were often works of art in themselves made of such materials as Bakelite. they continued with unabashed popularity for several more years. Skirts were after all still brushing the tops women’s feet. The end of the world did not come. Evening shoes were more diverse with the popular style for women a court shoe with a small Louis heel. The prim black boots of Queen Victoria’s era did not fade away with her death in 1901. Sophisticated of the day also referred to this time as the Bello Époque. Shoe styles were influenced by crazes like the Carleton. 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. Shoe fashion did not change a whole lot either. The foot became a focal point of fashion. silk and velvets often embellished with metallic overstitching. Evening boots were often made from soft kid or stain with rows of beaded straps embellishing the skin. 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. A number of luxury materials including rich brocades. Wedgwood. a dance that demanded a security fastened shoe with a low heel and a closed toe. or ‘beautiful age’ as there was definite learning towards classical aesthetics. Bright fabrics and brilliantly dyed leather including metallic were used to create some of the most exiting shoes ever seen. A single bar pump with a pointed toe high waisted heel and one tiny covered button was the most common style.The year 1900 was not as exiting as the 19th century millennia lists might have hoped. 1920’s: Mass production and the development of affordable synthetic fabrics granted everyone to access to beautiful clothing and shoes. Jasperware or Kristu Jayanti College of Management and Technology 20 . satin. embroidery or beading were employed.
1940’s: By 1940. making them look ‘chubbier’. ankle socks became increasingly popular. cock and other materials due to shortage of leather and a war ban on rubber. Created by designer such as Salvotore Ferrogamo and Andre Perugia these platforms were created from wood. Every imaginable material was incorporated into shoes. Women seeking sensible. Plan form shoes made their first 20th century appearance in the late 1930’s. Overseas leather was now restricted to military use. Sandals were increasingly popular reflected in the strappy evening shoes with open toes revealing sheer. But the 1941 bombing of Pearl Harbor thrust the country into war and created a wave of nationalism. 1990’s: Is there anything new under the sun? The 90’s are an amalgamation of this century’s style.S rationing rule limited the height of shoe heels to one inch and allowed for only six color choices: stockings were also unavailable. low heeled footwear. 1930’s: Designers began to experiments with shoe fashion. Factories were converted for consumer’s goods production military production. Cork or wood soled ‘wedgies’ were such advertising as Vogue’s “Make Do & Mend” campaign. Shoes were also higher in a vamp. Diversity has a concept in the 1990’s and its influence is Kristu Jayanti College of Management and Technology 21 . The democratic world was truly in peril and everyone banded together to fight against fascism. so shoe designers were forced to be increasingly clever. silk hose. U. This being unpractical as an ongoing ritual. Magazines and beauty salons helped out by offering tips on how to paint legs with black sea and tans using makeup. but reptile skins and mesh were most successful substitutes.leather. the average American women owned five pairs of shoes. rhinestone and other pretty shiny things. Men were beginning to wear more spectators’ loafers and fewer boots. They were often decorated with lace.
It has 83 companies spread all over the globe both in developed and developing countries. This land was filled with deep ditches. 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. Rizzi. A spirit of enterprise that has made Bata ltd a complex. multidimensional giant. Serious construction work began in 1935 under the direction of Mr. The combined production and sales 270. Martinee. shoes were being manufactured in the factory and soon by Kristu Jayanti College of Management and Technology 22 . behind it is a saga of determination and pursuit of excellence.000 employees on its rolls today. How did it all begin? Origin: It was January 1934. 3. remnants of burn and company’s brick fields.3 INTRODUCTION: The organization is the world’s largest manufacturer and marketer of footwear.000 pairs of shoes per year. 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. These include Bata family. Athletes world. The organization is a leader in the use of modern technology and the latest management and marketing techniques. Shoes are no longer confined to handful of styles. pre independence era. Bubble gummers. 3. Today footwear industry through the assimilation of scientific methods and function of research has undergone drastic change. Myers.000. By 1936. It operates 6300 company owned stores all over the world.4 CORPORATE PROFILE: Today Bata ltd has become a legend.reflected very obvious in fashion. In addition Bata has over 50000 independent retailers. over at the service of million of people in India. the architect of the company. they are available in every conceivable style and make for any occasion. The Bata Shoe Organization has 67. Heyraud and Marie Claire stores.
Saving the Ganga is a project that has made a significant contribution in this direction.5 GROWTH AND DEVELOPMENT OF THE ORGANISATION Kristu Jayanti College of Management and Technology 23 . Bata was one of the first companies to come forward to preserve nature. 2 tanneries and a number of ancillary units pursuing and active policy of encouraging exports since 1935. Thereafter growth and progress was steadily soaring upwards. Afforestation programme along with "Save the Ganga Project" brought many laurels and kudos to our Mokamehghat Tannery. It has been Bata India's Endeavour to preserve the environment. During the World War II. a part of the sale proceeds from "Power WWF" collection T-shirts were donated to the WWF. Bata India exports the largest number of canvas shoes from the country... the factory’s production was geared enough to meet war requirements. The factory at Bangalore was considered to be the best maintained garden in Peenya Industrial Area.. The biggest footwear marker has a wide wing span. Planting of trees is routinely carried out at all Bata Units.1939 the Batanagar factory became self sufficient in many ways. when it joined hands with World Wide Fund (WWF) to protect the natural environment and its wildlife. Environment: Thinking Green. Through an arrangement with the apex body of WWF.. The company prides itself in having 4 manufacturing units. it covers the entire length and breath of the country. 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. 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. 3.
Bata manufactures different lines of footwear at its five manufacturing units at Batanagar in Kolkata. at Faridabad in Harayana. 27 wholesale depots and 8 retail distribution centers located across all states in the union. 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. 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. At present Bata is the largest manufacturing unit belonging to the BSO and it enjoys strong financial and managerial support from its parent. The company markets its products under the brand name ‘Bata. 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 was originally promoted as Bata Shoe Company Pvt.’ 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. over 1500 showrooms. at Bataganj near Patna and at Peenya in Bangalore and an export oriented unit (EOU) at Hosur in Tami Nadu. The company has however converted the Hosur EOU into a domestic tariff area unit through rebounding it in March 1999. At that time the Bata Shoe Organization was headquartered in the Czechoslovakia town of Zlin the residence of Thomas Bata. BSO increased its stake in Bata in 1993 to 51% through rights issue. the founder of the organization. Bata first established itself in India in 1931 and commenced manufacturing shoes in Batanagar in 1936. From its head office in Kolkata Bata India manages a network of five factories. Kristu Jayanti College of Management and Technology 24 . two tanneries. Ltd in 1931 by leader A.G. It also has a tannery at Mokamehghat in Bihar. 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.
Taking stock of them all means accounting for thousands of trained men and million of pairs of footwear on the production line.000 is indirectly employed. The Bata Philosophy: To recognize. at Faridabad in Harayana. professionalism and round-the-clock efficiency. Of the two tanneries the biggest and the Asia’s largest is situated at Mokamehghat. while another 200. a staggering 16.000 people work at various functions centers in Bata India. Tanning 10 million hides per annum at Mokamehghat and the one at Batanagar are fitted with modern machineries to produce top class leather for the domestic as well as international market. Bata is gearing itself with the latest technology and a forward looking approach to human resource development.3. People our asset: Kristu Jayanti College of Management and Technology 25 . at Bataganj near Patna and at Peenya in Bangalore. To contribute the well being of all communities and countries in which Bata do business by being productive and loyal corporate citizens.6 PRESENT STATUS OF THE ORGANISATION Asia’s largest footwear company strives to maintain its lead with an image of superiority. 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. applying the latest techniques to the production and sales of footwear’s. both within the company and elsewhere. Indian Bata world: There are four factories: at Batanagar in Kolkata. In sheer number. pay according to their skills and responsibilities and provide a safe and pleasant working environment. To employ people of integrity and ability to encourage them through continuous training opportunities. A visit to any factory or office in the country bears testimony to that. 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.
Emphasis is given to man management and every opportunity is given so that people can grow with the organization. Bata India is proud to have elevated into a full-blown industry with considerable volume and prestigious position. Training over 4000 employees every year in different discipline. This apart the corporate responsibility of promoting professionalism is also a part of the company’s credit. This stability helps to nurture individual career goals and aspiration. Always abreast with current trends and technology. Many automated industries where work force shrink in direct proportion to their rate of technological tuning Bata India keeps its employment level steady. Objectives of Bata: Kristu Jayanti College of Management and Technology 26 . Even with technology and progress man does not take second place at Bata India. It is a Bata policy to provide awards for merit and to stimulate its people into thinking globally. Today. Pre-empting market needs the employees are installed into thinking beyond today planning ahead for tomorrow. Employees’ welfare is woven into the fabric of the company’s philosophy. Bata India brings latest inline technology into factory after factory and the workers too. Proper housing. Every year a large number of regional. modern medical facilities and a clean cheerful environment where children can thrive and prosper are some of the Bata India’s imperatives. Whether it is a hobby or dream Bata India is always ready to stretch a helping hand. Operation of Bata: Once the footwear industry was a cottage industry. national and international courses are held to train Bata employees. At every office factory or shop quality and excellence are demanded and received.The company firmly believes that giving its people the right encouragement adds incomparable rewards. Bata India invested substantial amount of capital in developing and in keeping abreast with new technology at current knowledge level. To remain at the top.
The shoes are being produced at Batanagar and at Bangalore. Bata Exports: The unequivocal leader.One word “manifold” is the catchword for describing its objectives. Besides it has won accolades and contract from Kristu Jayanti College of Management and Technology 27 . Create a peaceful and harmonious working environment. These in turn serve more than 10000 BSC retailers outlets literally in the outback to meet the footwear need of the country. Bata India is the owner of his brand in the country. 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. This dual servicing policy has given the company a unique edge over others. 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. the key to better business has opened the doors to Bata India has golden opportunity. 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. Adidas. Bata India operates a unique chain of 1230 retail outlets. Retailing in Bata: Recently there has been a tremendous change in the country retail scene. Bata India exports 80% of the total canvas and rubber footwear from the country. Quality. selected the company for collaboration venture in 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. The retail boom has hit India.
Looking towards the next century Bata India dreams bigger dreams. It produces footwear for the family. Future: Bata will remain a household name to the people. this is the golden profile of Bata India. Kristu Jayanti College of Management and Technology 28 . 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. France and Canada have recognized and given the company international status for quality excellence. 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. In the last five years more than 19 million pairs of footwear were manufactured and exported by Bata India. flexible and market responsive approach to present and future opportunities for profitable growth. Holland. But there is also the unseen facet of the company. Even with optimism. International giants such as Germany. F. Denmark. Kidderminister. USA. 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.H Wills in the UK. Its giant infrastructure and the network of people working towards one common goal: to give to the customer. Success in the company’s mission will be measured by excellence in service to customers.famous companies like British Shoe Corporation. Oliver’s. service and value that he deserves through relentless search for quality and pursuit of excellence. Marlow. with its feet firmly placed on reality. And at home the company continued to win the prestigious achievements year after year. Benson. shoe city Inc and Pic N Pay stores in the USA as well as Meldgaard and Peasted in France. New Zealand.
comprising captains of industries has selected “BATA” as one of the super brands in India. new products. goodwill. The other most popular Bata brands are Power. like Weinbrenner. Awards: Bata India is one of the top 10 brands according to the recent survey by A and M. The Company today operates more than 1500 Retail outlets spanning the entire length and breadth of the country. Dr Scholls. Azaleia. 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. trust and emotional bonding. "Antishox" with shock absorbing technology and Kristu Jayanti College of Management and Technology 29 . Bata has repositioned itself as a marketing-driven company with emphasis on quality service and production. Today. Popular brands Bata is a household name in India and is the undisputed leader in footwear technology. Super brand council. loyalty. It sells around 60 million pairs of shoes annually and markets international brands. Hush Puppies. Bata School shoes. everyweek. Reebok. It manufactures and markets footwear for every walk of life. The selection was largely based on criteria such as the brands mind dominance. Marie Claire. Bata will remain a household name to the people of India. A relentless search will continue for better quality and pursuit of excellence. new features. The company has won the third annual Images Fashion Award for the most admired footwear company in 2003. Bata aims to provide new shoes for its customers at every step of their lives. It has 26 Wholesale depots. Among its newest collection of technogy in Men's shoes are "Wind" with inbuilt air-circulation technology. Bata Hawai and Bata Industrial. It is the first Indian company to introduce shoes using latest technology under its brand "Bata Tech".Always ahead in new designs. serving more than 500 wholesalers. Bubble gummers. Meeting customer demands. Sandal. Nike.
we have Sandak to suit their needs. which match their colorful and vibrant wardrobe. That's not all. Power.7 BATA STORES: Flagship stores: With over 4700 company owned retail stores spanning almost every continent and over 100."Flexible" the most bendable shoe with in-built comfort feature and "Comfort" for women have become breakthrough products in footwear industry. 3.000 independent retailers and franchisees distributing Bata banner footwear the Bata banner is one of the worlds most familiar’s sights. Our goal is simple: to consistently be the most satisfying store to shop for well priced and fashionable footwear. For those who want a tough shoe that can weather any storm. Weinbrenner is simply meant to take you outdoors. STORE CONCEPTS Bata Retailer Stores: Bata operates almost 4. for those who love sports and enjoy sporting activities. Bata operates four core formats: City stores. With them on you can be rest assured about their rugged character and durability. which include Hush Puppies. Bata City Stores: Kristu Jayanti College of Management and Technology 30 . Marie Claire is for today's fashion conscious women who love shoes. Kids can take their pick from Bubble Gummers. everywhere in the world. Bubble Gummers. Bata brands: With more than eight renowned brands. Hush Puppies are one of the world's most comfortable shoes designed for both men and women.700 stores around the world. Power is all about athleticism. we cater to a wide range of choices all over the country. Superstores. Family stores and Value stores. Marie Claire.
hosiery. Kristu Jayanti College of Management and Technology 31 . Bata Superstores: Bata Superstores offer a wide assortment of fashion. Bata Value Stores – outlet centers. Bata Bazaar stores and depots. The shopping environment is a self-service format for ease of shopping. exclusive fashion shoe lines with complementary accessories and contemporary shopping environment to discerning shoppers. Whether Prague or Singapore. these offer high value by providing good quality shoes at great prices in an assisted service shopping environment. Bata City stores offer urban customers the best in today’s fashion footwear and accessories.30 to 20. customers have learned to depend on Bata for a wide assortment of comfortable.Bata operates stores in many of the world’s fashion capitals. Bata Family stores: Bata is the world’s leading family footwear chain. casual and athletic footwear for the entire family. Stores are usually opened from Monday to Friday. Footwear. These stores are in prime locations and provide a high level of customer service. Bata Value Stores: Bata has build the reputation on providing high value to the consumer wherever they operate. Located primarily in urban and suburban shopping malls.30 and on Sunday closed. from 9. Footwear is attractive and durable and specifically selected and sourced to meet the needs of the value conscious customers. handbags. with carefully selected assortment of articles from both local and international brands.offers an incredible wide assortment of very affordable footwear for the entire family.Bata Family stores are the trusted source around the world. shoe care products. The products are primarily the Bata brand. durable and fashionable footwear for the entire family at reasonable prices.
4. This is something that the industry players are not being able to control. Lagging in innovation: Bata has not been able to keep pace with the latest changes taking place in the footwear market. People associated Bata for quality and real value for money. 3. 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. 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%. However Kristu Jayanti College of Management and Technology 32 . Brand loyalty: Bata has got its own brand of customers who swear by the name Bata from medium class to premium class. 2. 2.3. Brand awareness was established in the early 30’s.8 SWOT ANALYSIS STRENGTH: 1. Largest retailer network of 1300 outlets. 4000 franchises and another 10000 dealers. WEAKNESSES: 1.
the purchasing power of the average person has increased. Bata has not been able to control this cost. 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. OPPORTUNITIES: 1. Rapid growth of consumerism in state: With the rapid growth of middle class in the state. 4.employee cost was as high as 26% of sales as compared to 10% for the industry. WOODLAND. Even changing tastes of customer: The fashion conscious customers always look for new styles and designs in favor. Kristu Jayanti College of Management and Technology 33 . COOPER. LOTTO. The awareness for the quality footwear has created a rise in demand for quality footwear affordable prices. etc Bata found it very difficult to hold its market share. Tie-up: The tie-ups with Nike may attract more customers to Bata showrooms. The Indian footwear market is highly dynamic nature. Bata expects to touch the 100 million pair mark from the present 60 million pairs mark. Competition: with the entry of the big international brands like NIKE. 2. Distribution Network: Bata’s distribution strength ensures higher success profitability for new product segments. 3. Low motivations among retailer’s outlets and sloppy showrooms. 3. 5. 5. LEE. 4.
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.9 MILESTONES OF BATA IN INDIA 1990. 2. Global competition: In the premium segment Bata has to fuse stiff competition with global players like Lotus Bawa and Woodlands.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. Scope for mobilizing of funds widened. Mid East Integrated Steel Ltd (MISH) with China metallurgical import and export Corporation to its leather segments.6. 3. Kristu Jayanti College of Management and Technology 34 . 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. THREATS: 1. Export is its major thrust area. 3. 7. Future outlook: The Company has launched a joint venture. Being an essential commodity the company can target all types of income groups.
1995. This also coincides with Bata’s decision to Kristu Jayanti College of Management and Technology 35 . Each of these managers will be assisted by a dedicated team who in a new. The lock out was declared on March 8th following a strike by the employees’ union.equity ratio is also set to improve dramatically to 0. 2003. The company has lifted the lock-out at its Peenya factory in Karnataka.06:1 in December 1996.60:1 from 1. and the latest exercise which will cover all fixed assets is expected to substantially prop up its reserves. 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. and moving into the premium segments it had vacated.Bata India (Bata) is the largest footwear manufacturer and producers a wide range of footwear such as canvas. a 51 per cent subsidiary of Canada based Bata Shoe Organization.000 no. 1999. Bata India. 1997. plastic and so on.13. leather.Bata needs to launch new products on a regular basis by expanding its women’s range. 1956 signifying his intention to purpose the appointment of Mr Thakur as a Director of the Company.found aggression will tackle dwindling sales. the Northlands the holding company. 2005-Bata India has decided to appoint brand managers for each product group.90:1 in December 1996 and 2. The company’s debt. 1996 – The company has received a notice in writing from a member of the Company under Section 257 of the Companies Act. rubber. Bata has entered into a marketing tie up with Nike wherein the latter’s products will be offered from select Bata outlets. had last revalued its buildings in 1969. of equity shares allotted to Bata (BN) BV Amsterdam. The company will launch the ‘Sun drops’ line at New Delhi on August 16.114.India’s largest shoe company Bata India Ltd has performed admirably to stage a remarkable turnaround for the year ended December 1996.
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. and Flagship stores. the Descriptions of jobs. Overall welfare policy of its employees. 3. Family. To maintain good industrial relationship. maintenance and preparation of human resources the end that individual organization and social objectives are accomplished. 6. This department plans.recast its retail outlets along four customer segments. their training and development. The main functions are: 1. To provide retirement and pension schemes. It’s with these resources that all the other resources are mobilized and utilized to achieve organizational objectives. into Bazaar. 2. City. 4. interception. development. Recruitment of stuff. directs and controls the procurement. At the same time the company is also planning to raise its advertising budget to 5% of turnover against 2% of turnover now. abandoning its earlier territory – based focus. 5. Performance evaluation. 3. Kristu Jayanti College of Management and Technology 36 . compensation. Compensation policy. organizes.
and fare administration training of personal improved customer orientation development of appraisal system. eliminating the need for litigation. 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. Kristu Jayanti College of Management and Technology 37 .The major task of dealing with HR department of Bata (I) Ltd are community development. and effectiveness of human organizations. The role of HR department is advisory. It advises the management for effective use of human resources. development. 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. some form of employee safety training is required iii) Organizational Development: The field of organizational development (OD) is concerned with the Performance. It also plans the manpower by recruit and selecting them and providing them with sophisticated programmes. ii) Employee Training: Employee training is vital not only to informed Employees. but a safer workplace. and in many cases.
or even gym memberships. be it health insurance. training programmes ensure Kristu Jayanti College of Management and Technology 38 .v) Employee Benefits: Any really good job in today's business world will come with a set of employee benefits. job will be assigned for them. 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. trained and remunerated. there are variety of websites on the Internet to help you in that direction. 401(k). vi) Career Management & Planning: Mastering career management and planning can put you on the right to track to succeed in any given profession. For the more than 12000 employees. ix)Employee Welfare After employees have been hired. various tests. and fortunately.they do not result any monetary benefit to the employees. Welfare facilities are designed to take care of the well being of the employees. and based on their educational qualification. they need to be maintained to serve the retained and organisation better.
Development of management abilities is constantly encouraged and monitored.33% are in the age group of 26-35.67% of respondents are in the age group of 36-45.33 43.67 6.33% are in the age group of below 25.1 Distribution of respondents according to age Factors Below 25 26-35 36-45 46 and above Total Sources: Primary Data No of respondents 20 26 10 4 60 Percentage (%) 33. 16. Table 4.2 Distribution of respondents according to gender Kristu Jayanti College of Management and Technology 39 . and the remaining 6. From the above study it is found that maximum respondents are in the age group of 26-35.up gradation of skills.33 16. CHAPTER 4 ANALYSIS AND INTERPRETATION OF DATA Table 4. 43.67% of respondents are in the age group of 46 and above.67 100 From the above table it is found that 33.
From the above study it is found that maximum respondents are male. Table 4.33 41.67 16. manager and remaining are manager. 16. From the above study it is found that maximum respondents are sales man.4 Distribution of respondents according to average income Factors Below 60000 60000-80000 80000-100000 100000 and above No of respondents 5 5 35 15 Percentage (%) 8.Factors Male Female Total Sources: Primary Data No of respondents 35 25 60 Percentage (%) 58. manager Manager Total Sources: Primary Data No of respondents 5 40 10 5 60 Percentage (%) 8.33 100 From the above table it is found that 8. Table 4.33 25.67% are sales man.3 Distribution of respondents according to designation Factors Cashier Sales man Asst. 66.67 100 From the above table it is found that 58.67% are asst.33 58.33% are cashier.67 8.33% are male and remaining are female.33 66.33 8.01 40 Kristu Jayanti College of Management and Technology .
Total Sources: Primary Data 60 100 From the above table it is found that 8. From the above study it is found that maximum respondents are having family size of one and two. 16.33 30 20 41 Kristu Jayanti College of Management and Technology . Table 4.6 Distribution of respondents according to number of years of service Factors 1 2 3 No of respondents 20 18 12 Percentage (%) 33. 8. and remaining 25.67 16. 25% are two members.5 Distribution of respondents according to family size Factors One Two Three Four Five and above Total Sources: Primary Data No of respondents 15 15 10 10 10 60 Percentage (%) 25 25 16.77% are having family size of four and remaining respondents are having family size 5 and above.01% of respondents have an average income of 100000 and above.33% of respondents have an average income of 60000-80000.33% of respondents have an average income of 80000-100000.33% are below 60000.67 100 From the above table it is found that 25% of respondents are single. 16.66 16. 58.66% of respondents having family size of three. From the above study it is found that maximum respondents have an average income of 80000-100000 Table 4.
33 100 42 Kristu Jayanti College of Management and Technology . 20% of respondents have 3 years of service and the remaining 6. 16.8 Distribution of respondents according to orders per day Factors 10 9 8 Total Sources: Primary Data No of respondents 40 15 5 60 Percentage (%) 66.33% have 1year of service.66 10 6. 10% of respondents have 2 and the remaining 6.67 25 8.67 100 From the above table it is found that 33. From the above study it is found that maximum respondents have a tenure of service of 1 year Table 4.67% of respondents have 4 and above years of service.67% have one promotion.67% of respondents have 3 and above From the above study it is found that maximum respondents did not receive any promotions.66 16. 30% are in 2 years of service. Table 4.4 and above Total Sources: Primary Data 10 60 16.7 Distribution of respondents according to no of promotion Factors Zero One Two Three & above Total Sources: Primary Data No of respondents 40 10 6 4 60 Percentage (%) 66.66% have no promotion.67 100 From the above table it is found that 66.
9 Distribution of respondents according to working hours Factors 9 8 Total Sources: Primary Data No of respondents 40 20 60 Percentage (%) 66.10 Distribution of respondents according to no of leaves availed Factors Five Six Seven Eight and above Total Sources: Primary Data No of respondents 24 18 15 3 60 Percentage (%) 40 30 25 5 100 43 Kristu Jayanti College of Management and Technology . 25% meets 9. From the above study it is found that maximum respondents are having 9 working hours. Table 4.33 100 From the above table it is found that 66. and 8.67% of respondents have 9 working hours and remaining respondents have 8 working hours. Table 4.67 33.From the above table it is found that 40% of respondents meet the target of 10 orders per day.33% of respondents meets 8 orders From the above study it is found that maximum respondents meets the order of 10 per day.
Table 4.4% have selected the job due to better career in Bata India Limited.0% 5 8.1% 0 .2% 0 .7% Source: Primary Data From the above table it is found that most of the respondents between age group of 36-45.0% 3 5.0% MNC 1 5.0% Incentives/ Rewards 2 11.0% 13 21.7% 16. 25% of respondents have 7 and remaining respondents have 8 and above leaves availed.2% 4 44.7% The age of the respondent Good salary Below 25 3 16. It is evident that 45.6% 0 .0% 4 6. 30% have 6.4% 14 45.11 The reason for selecting the present job The reason for selecting the present job Friendly Job security atmosphere Better career 2 3 4 11. Kristu Jayanti College of Management and Technology 44 .2% of the respondents in the 36-45 age group have chosen this job since it has got better career prospects.0% 36-45 0 .2% 0 .3% 8 25.1% 1 3.0% 46 and above 0 . In the 26-35 age group category.5% 0 .7% 1 11. From the above study it is found that maximum respondents have availed 5 leaves.5% 0 .1% 3 33.0% Closer to residence 1 5.0% 6 10.3% 22.0% 2 6.0% 22 36. 44.9% 1 50.6% 0 .8% 0 . Thus we can conclude that employees who are 26-45 years of age have joined Bata due to better career.0% 4 12.0% 3 5.From the above table it is found that 40% of respondents have availed 5 leaves.0% 2 6.7% 26-35 0 .
9) 0 Membership Based Total Rewards 0 18 (0) (!00) 0 1 (3.8) 2 (100) 12 (66.2) 0 9 (100) 31 (100) 2 (100) Total () 13 expressed as a % Sources: Primary Data 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.2) 8 (25.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.2) 9 (29) 0 4 (22. Thus we can conclude that employees who are 26-45 years of age have joined Bata due to better performance prospects. Table 4. Kristu Jayanti College of Management and Technology 45 . 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.1) 2 (22.12 Perception about the types of rewards practiced in the organization The age of the respondent Below 25 26-35 36-45 46 and above The types of rewards Job Competency status based based rewards rewards Performanc e based rewards 2 (11.6) 13 (41.2) 2 (22.7) 5 (55.
7) 1 (9.000 60.1) 1 (6.3) 10 (90. They feel that Bata India Limited provides them a good remuneration which helps motivates them to work better.0.000 1.00.2) 2 (8.9) 12 (80) 49 2 (18.7) 4 9 (81.3) 0 0 1 11 (100) 23 (100) 11 (100) 15 (100) 60 The average income of the respondent Below 60. 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 4.13 Opinion about the remuneration offered The remuneration offered Highly Satisfactory Undecided Satisfactory Dissatisfactory 0 2 (8.3) 6 0 1 (4.000 and above Total () expressed as a% Total Sources: Primary Data 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.7) 0 2 (13. Kristu Jayanti College of Management and Technology 46 .000-1.000-80.000 80.8) 18 (78.
3) 0 11 (100) 1 (4.1) 23 (100) 11 (100) 80.000 and above 0 0 0 15 (100) Total () 2 expressed as a % Sources: Primary Data 25 31 1 1 60 From the above table it is found that 52.000 1.3) 0 0 1 (4.7) 6 (54.5) 8 (53’3) 0 1 (4.3) 1 (9.000 60.2% of the respondents belonging to the income group of 60000 -800000 feels the incentives being offered by Bata India Kristu Jayanti College of Management and Technology 47 .Table 4.5) 7 (46.0001.8) 5 (45.000 0 5 (45.2) 5 (45.14 Opinion about the incentives offered The average income of the respondent Excellent The incentives offered by the company Moderate Poor Very Poor Total Very Good Below 60.5) 12 (52.0.00080.5) 8 (34.00.
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.15.2) 7 (77.2) 2 (100) 45 Undecided 4 (22.2) 3 (9.8) 23 (74. Kristu Jayanti College of Management and Technology 48 . The leave policy practiced in the organization The leave policy The age of the respondent Below 25 26-35 36-45 46 and above Total () expressed as a % Highly Satisfactory 1 (5.5) 0 2 2 (100) 60 Total 18 (100) 9 31 (100) Sources: Primary Data 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.2) 2 (22.6) 0 3 (9.7) 0 4 Satisfactory 13 (72. Table 4. From the above study it is found that of the respondents feels that the incentives being offered are moderate.7) 0 9 Dissatisfactory 0 0 2 (6.Limited is moderate. They fee that the incentives provided by the company helps them to perform better in the organizations. They feel that the organization has a concern to their employees and they provides them leave when they required.
16 The leave policy being practised The leave policy The family size One Two Three Four Five and above Total () expressed as a % Highly Satisfactory 1 14. Kristu Jayanti College of Management and Technology 49 .3% 1 7.7% 1 7.0% 2 3.0% 1 8.0% 13 100.3% 14 93.0% Dissatisfactor y 0 .3% 1 6.3% 0 .7% 0 .0% 0 .0% 12 100.4% 4 33.0% 15 100.0% Undecided 0 .0% Sources: Primary Data 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.0% 9 15.3% Total 7 100.0% 1 7.7% 8 61.9% 7 58. From the above study it is found that of the respondents are satisfied with the leave policy being practiced.1% 2 15.5% 10 76.Table 4.7% 4 6.0% 60 100.0% 13 100.7% 0 .0% 3 23.7% Satisfactory 6 85.3% 45 75.
Table 4.3% Moderate 13 27.2% 35 58.7% Total () expressed as a % 3 5.3% Poor 3 6.8% 17 28.7% 6 46.4% 5 8.0% 60 100.0% Very Good 29 61.3% Female 1 7.3% 47 100. Kristu Jayanti College of Management and Technology 50 .4% 2 15.17 Satisfaction level of the medical allowance being offered The medical allowance Excellent The gender of the respondent Male 2 4. 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.0% Total Sources: Primary Data 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.7% 4 30.0% 13 100.
3% 3 5.8% 4 33. Kristu Jayanti College of Management and Technology 51 .7% 35 58.3% 4 26.0% 0 .18 Opinion on the medical allowance practised The medical allowance Excellent The family size One 1 14.3% 7 100.3% 5 8.0% 7 46.0% 2 16.0% 0 .3% 0 .0% 60 100.1% 9 69.0% 4 57.0% 12 100.7% 17 28. The company gives them a support whenever they need.0% 2 13.0% 13 100.0% 13 100.2% 6 50.0% 0 .0% Very Good Moderate Poor Total Sources: Primary Data From the above table it is found that most of the respondents are satisfied with the medical allowance being practiced by Bata India Limited.3% Two Three Four Five and above Total () expressed as a % 0 .3% 1 14.3% 1 14.Table 4.8% 4 30.7% 2 13.3% 4 30.2% 9 69.0% 15 100. 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.
Mostly females respondents feel that it is better as they has to look after their homes as well as their jobs.1% 1 7.4% Total () expressed as a % 10 Important 37 78.7% 2 47 100. From the above study it is found that of the respondents are in favour of introduction of flexible working hours. So they feel if they do not have any particular timings fixed then it will be better for them. Kristu Jayanti College of Management and Technology 52 .19 Opinion about the introduction of flexible working hours The flexible working hours system Very important The gender of the respondent Male 8 17.1% 1 7. They feel that if it is being introduced then it will enable them to perform better.0% 13 100.0% 60 Total Sources: Primary Data From the above table it is found that most of the respondents feel that the introduction of flexible working hours are important.7% 9 69.Table 4.7% 2 Not so important 1 2.2% 46 Undecided 1 2.0% Female 15.
0% 2 3.3% Disagree 1 5.1% 0 .3% Agree 14 77.8% 6 66.0% 9 100.0% Undecided 1 5.0% 2 100.1% 0 .6% 1 11.20 Performance of the employees based on individual target setting Individual target setting Strongly Agree The age of the respondent Below 25 2 11.Table 4.9% 46 and above 1 50. 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 .1% 36-45 4 12. They feel that it gives them an inner motivation to perform better.0% 2 3.1% 1 50.0% Total Sources: Primary Data 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.7% 27 87.0% 31 100.0% 48 80.0% 60 100.6% 1 11.1% 26-35 1 11.3% 18 100.0% 0 .0% 0 .0% Total () expressed as a % 8 13.
Table 4.21 Performance of the employees based on individual target setting
Individual target setting Strongly Agree The average income of the respondent Below 60,000 1 9.1% 60,000-80,000 1 4.3% 80,000-1,0,000 4 36.4% 1,00,000 and above 2 13.3% Total () expressed as a % 8 13.3% 8 72.7% 21 91.3% 7 63.6% 12 80.0% 48 80.0% 1 9.1% 0 .0% 0 .0% 1 6.7% 2 3.3% 1 9.1% 1 4.3% 0 .0% 0 .0% 2 3.3% 11 100.0% 23 100.0% 11 100.0% 15 100.0% 60 100.0% Agree Undecided Disagree Total
Sources: Primary Data 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.
Kristu Jayanti College of Management and Technology
Table 4.22 Performance of the employees based on individual target setting
Individual target setting Strongly Agree The gender of the respondent Male 7 14.9% Female 1 7.7% Total () expressed as a % 8 13.3% Agree 38 80.9% 10 76.9% 48 80.0% Undecided 1 2.1% 1 7.7% 2 3.3% Disagree 1 2.1% 1 7.7% 2 3.3% 47 100.0% 13 100.0% 60 100.0% Total
Sources: Primary Data 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.
Kristu Jayanti College of Management and Technology
Table 4.23 Does team rewards helps in efficiency of the member
The extend of team rewards increasing efficiency To full extent The age of the respondent Below 25 5 27.8% 26-35 1 11.1% 36-45 4 12.9% 46 and above 0 .0% Total () expressed as a % 10 16.7% Partially 11 61.1% 8 88.9% 23 74.2% 2 100.0% 44 73.3% Not known 1 5.6% 0 .0% 3 9.7% 0 .0% 4 6.7% Very little 1 5.6% 0 .0% 0 .0% 0 .0% 1 1.7% Not at all 0 .0% 0 .0% 1 3.2% 0 .0% 1 1.7% 18 100.0% 9 100.0% 31 100.0% 2 100.0% 60 100.0% Total
Sources: Primary Data 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
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0% 4 6.7% 80.3% 1.000-1.1% 2 8.6% 13 86.00.3% 0 .1% 0 .7% 1 9.3% 1 9.0% 0 .000 0 .0% 60 100.0% 1 1.7% 1 9. It enables them to perform better.0% 0 .000 3 27.0% 15 100.7% 0 .0% 60.3% Total () expressed as a % 10 16.0% 1 4.0% 23 100.7% Partially Not known Very little Not at all Total 11 100.0% 11 100. 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 Kristu Jayanti College of Management and Technology 57 .Table 4.000-80.0% 1 1.24 Does team rewards helps in efficiency of the member The extend of team rewards increasing efficiency To full extent The average income of the respondent Below 60.000 and above 2 13.1% 0 .8% 15 65.0.0% Sources: Primary Data 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.0% 0 .7% 9 81.2% 7 63.000 5 21.7% 44 73.
3) 25 (41.3) 18 (30) 21 (35) 2 (3.7) Undecided Disagree Strongly Disagree 7 3 0 60 (17) (5) (100) 14 (23.7) 7 (11. It is also found that 48. Factorisation has been used to analyse the data.3% of the respondents feels that the policy of target setting has enabled them to perform better.0) 10 (16. Most of them feel that Bata has given them due considerations in the management decision makings.3%) agrees that Bata helps in enriching and empowering them professionally.25 Effect of motivation on performance Strongly Agree Agree 18 32 (30) (53.3) Management Management By 14 Objectives(MBO) (23.3) 3 (5.7) 21 (35) 16 (26.3) Sources: Primary Data 1 (1.7%) are of the opinion that Bata has motivated them to achieve their targets. It is also found that majority of the respondents are undecided whether MBO is beneficial for them or not.3) 15 (25) 29 (48.7) 60 (100) 60 (100) 60 (100) 60 (100) Enrichment and Empowerment Target Setting Quality of work 14 (23.Table 4. Kristu Jayanti College of Management and Technology 58 .3) Of life Participative 11 (18. It is evident from the study that most of the respondents(53.3) From the above table we can find out the motivating factors which influences the performance. The majority of the respondents(41.3) 17 (28.7) 2 (3.
is own path with that of the industry standards.CHAPTER FIVE SUMMARY OF FINDINGS. Maximum sales representative are satisfied by the incentive scheme being practiced. 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. The majority of sales representative agree the salary offered by Bata India Ltd. CONCLUSION AND SUGGESTION: 5. The major ingredient is motivation which activates the potential of employees. but this cannot happen only by selecting and developing personal in a proper way.1 FINDINGS: In today’s global environment organizations strive towards having a productive group of employees.1. Kristu Jayanti College of Management and Technology 59 .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. Individuals with extra ordinary competence can be hired but still un organization cannot be sure that they will perform satisfactorily.00.
5. Maximum sales representative consider the job facilities being offered are satisfactory. Maximum sales representative consider the medical allowances benefit to be good. such as Motivated employees come out with new ways of doing jobs 60 Kristu Jayanti College of Management and Technology . Majority of sales representative consider team rewards play a vital role in increasing individual efficiency. Majority of sales representative consider the system of suggestion schemes does not lead to deriving benefits and rewards. Majority of sales representatives are satisfied on discounts they receive on companies’ products. India with its position of second largest populated country in the world is the most attractive market for all industrial giants. Maximum sales representative consider the fringe benefits programme practiced presently promotes and protects their well being. Maximum sales representative consider individual target setting to be very important. Majority of sales representative are extremely satisfied with the leave policy of the company. Majority of sales representative consider flexible working hours are very important. 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.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.
• 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. 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.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. 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. 5. 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. 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. • As the company practices employee suggestions schemes. Kristu Jayanti College of Management and Technology 61 .
Third Edition. Tata McGraw-Hill P.Bataindia . McGrawHill International.php? kon = 5_2_0. • 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.com/page.Bataindia . K Ashwathappa (2002) Human Resource and Personel Management.php? kon = 5_0_0 Kristu Jayanti College of Management and Technology 62 . Subba Rao(2004) Management and Organisation Behaviour Kothari C. Websites http://www. http://www.• The system of job rotation will also keep the motivation level as repetation of same type of job may lead to boredom. BIBLIOGRAPHY Books Robin P Stephen(2000) Organisation Behaviour New Delhi Prentice Hall of India. Luthans Fred(1998) Organisation Behaviour.R(2004) Research Methodology Methods and Techniques.com/page. Eighth Edition.
b/w 26-35 d.com/manaristdg. Male 5.nih. b/w 36-45 4. Name : 2. . PART – A 1. as a part of my curriculum have undertaken the project on ‘Employee Motivation’ with reference to Bata India Limited.nlm.com/page. Average income: a. 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. Designation: ………………………………………………………….ncbi. PAYEL SOOR student of final semester MBA at Kristu Jayanti College of Management & Technology.shtml http://www.php? kon = 2=0 http://www.Footwearhistory. 6. I. Bangalore. Branch: 3.com/highrenbg. b/w 60000-80000 Kristu Jayanti College of Management and Technology 63 ……………………………………………………… ……………………………………………………….http://www.. Age : b. Female a.Bataindia .html (a) QUESTIONNAIRE A Comprehensive Study on Employee Motivation at Bata India limited Dear Sir / Madam. Sex: a.shtml http://www. 46 & above b. below 25 c. Below 60000 b.Footwearhistory.gov/entrez/query/statics/overview.
Good salary c. Challenging 14. Satisfactory c. Job status based rewards c. Competency based rewards d. 10. Two d. No of years of service: ………………………………………………. One d. b/w 80000-100000 7. Undecided d. What are the types of rewards practiced in the organization? a. 100000 & above c. No of leaves availed: …………………………………………………………… (b) PART-B . What is the reason for selecting your present job? a. Closer to residence g. No of promotions: b. Membership & Seniority based rewards b. Five & above …………………………………………………………. Job Security e. Multi National Company d. Dissatisfactory Kristu Jayanti College of Management and Technology 64 . Three e.c.13. No of orders per day: …………………………………………………………. Performance based rewards 15. Four 9. Better career g. Highly satisfactory b. Family size: a. Friendly atmosphere f. Incentives/ Rewards b. No of working hours in a day : ………………………………………………… 12. 8. 11. What is your opinion about the remuneration offered by the company? a.
Very good e. Yes b. then to what extent does the team rewards helps in increasing the efficiency of the members? Kristu Jayanti College of Management and Technology 65 . Very important d. Strongly agree d.16. No b. What is your opinion about the system of introducing flexible working hours in the company? a. Very poor b. Agree c. Undecided b. Important c. Not so important 20. Excellent d. What is your opinion about the incentives offered by the company? a. Do you feel that the team rewards increases the efficiency of members? a. What is your opinion about the medical allowance benefit offered by the company? a. Highly satisfactory d. Poor a. If yes. Excellent d. Dissatisfactory (c) 18. Disagree 21. Moderate 17. Satisfactory c. Moderate b. How is the leave policy practiced by the organization? 22. Moderate c. Do you think that the practice of individual target setting helps in better performance? a. Undecided b. Very good c. Poor 19.
Do you feel that the system of suggestion scheme adopted by the organization has helped in deriving benefits? a. Does the fringe benefits programme presently practiced promotes and protects your well being? a. What do you feel about the level of discounts offered by the company? a. Not known 23. If the company wants to offer additional fringe benefits in either cash or kind. Poor c. Incentives given Kristu Jayanti College of Management and Technology 66 . High e. No (d) 24. Low b. To full extent d. Yes b. Very high d. Not at all c. Moderate 27. Partially e. Not satisfactory b. Yes b. No 26. Medium 28. Remuneration offered b. Very little b.a. Satisfactory e. Delightful d. Pick out the most important motivating factor for the employee performance from the following: a. Very low c. please indicate your preference? Cash Kind 25. What is your opinion about the extent of job facilities offered by the company? a.
BATA India Limited is seriously reviewing the existing H.R practices to enhance the motivational level of its sales representatives. Medical allowance benefit e. e. Individual target setting (e) g. 27. Team rewards h. Management by Objective is beneficial for all. Target setting has enabled me to perform better c. kindly give 3 most important suggestions that can further improve the degree of motivation: Kristu Jayanti College of Management and Technology 67 disagree . Fringe benefits 28. Please express your agreement/ disagreement to the following statements: Strongly Agree Unknown Disagree Strongly Agree a. Bata India Limited has enriched & empowered me professionally b. I am given considerations in management decisions. Introduction of flexible working hours f.c. The quality of work life in Bata India Limited motivates one to achieve target. d. Leave policy practiced d.
……………………………………………………………………………………… 2. ……………………………………………………………………………………… 3. ……………………………………………………………………………………… THANK YOU Kristu Jayanti College of Management and Technology 68 .1.
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