RESEARCH PROJECT REPORT

ON

A COMPREHENSIVE STUDY ON EMPLOYEE

MOTIVATION AT BATA INDIA LTD.
SUBMITTED TO DR. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY,
LUCKNOWIN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD OF
DEGREE OF
MASTER OF BUSINESS ADMINSTRATION

Under The Guideline Of: Submitted By:

Mr. Manish Prasad Riya Agarwal
(Astt. Professor) MBA IVth Sem
Department of Business Administration Roll No: 1700570090

Batch-2017-2019

AJA BALWANT SINGH MANAGEMENT &TECHNICAL

CAMPUS KHANDARI AGRA

1
 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, AKTU University in partial
fulfillment of requirements of MBA programme is a bonafide work carried out by me
under the guidance of Mr. Manish Prasad.
This has not been submitted earlier to any other University or Institution for the
award of MBA or published any time before.

Place: Riya Agarwal

Date:

2
 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 RAJA BALWANT SINGH

MANAGEMENT & TECHNICAL CAMPUS KHANDARI AGRA was carried out by

Riya Agarwal.

Under the guidance of Mr. Manish Prasad This has not been

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

degree/diploma/certificate.

Guide

Principal

3
 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 RAJA BALWANT SINGH MANAGEMENT & TECHNICAL CAMPUS

KHANDARI AGRA for giving me an opportunity to do this training.

I am highly indebted to my faculty guide Mr. Manish Prasad 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.

Riya Agarwal

EXECUTIVE SUMMARY
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 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 Agra 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.

TABLE OF CONTENTS

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S. NO CONTENTS PAGE
NO.

CHAPTER-1
1.1 INTRODUCTION

1.2 IMPORTANCE OF MOTIVATION IN ORGANIZATIONS

1.3 NATURE OF MOTIVATION

1.4 DETERMINANTS OF MOTIVATION

1.5 IMPORTANT TECHNIQUES AND PROGRAMMES OF

MOTIVATING EMLPLOYEES
1.6 JOB ENLARGEMENT, ENRICHMENT AND
ROTATION
CHAPTER-2
RESEARCH DESIGN OF THE STUDY
2.1 INTRODUCTION
2.2 STATEMENT OF THE PROBLEM
2.3 OBJECTIVES
2.4 METHODOLOGY
2.5 SCOPE OF THE STUDY
2.6 LIMITATIONS
2.7 EXPECTATIONS FROM THE STUDY
CHAPTER-3
COMPANY PROFILE
3.1 INDUSTRIAL BACKGROUND
3.2 GROWTH AND DEVELOPMENT OF THE
INDUSTRY
3.3 INTRODUCTION

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3.4 CORPORATE PROFILE
3.5 GROWTH AND DEVELOPMENT OF THE
ORGANISATION
3.6 PRESENT STATUS OF THE ORGANISATION
3.7 BATA STORES
3.8 SWOT ANALYSIS
3.9 MILESTONES OF BATA IN INDIA
3.10 HUMAN RESOURCE DEPARTMENT
CHAPTER-4
4.1 ANALYSIS AND INTERPRETATION
CHAPTER-5
5.1 FINDINGS
5.1 SUGGESTIONS AND RECOMMENDATIONS
5.2 CONCLUSIONS
5.3 BIBLIOGRAPHY
5.4 QUESTIONNAIRE

CHAPTER 1

7
 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.

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 FIGURE 1.1

Nature
of HRM

Employee
Hiring
Prospects
Of
HRM

HRM Employee &

Executive
Industrial Remuneration
Relations

Employee
Employee Maintenanc
Motivation e

SCOPE OF HRM

9
FIGURE 1.2

MODEL OF HRM
OBJECTIVES 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.

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 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

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 1
Identifies
Needs

6 2
Reassess needs Searches for ways
deficiencies to satisfy needs

Employee

5
Receives rewards 3
or punishment Engages in goal
directed behaviour

4
Performs

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.
6. To boost the employee morale.
7. To develop sound human relations.
8. To develop sound team spirit.
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 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

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 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

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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:

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 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:

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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

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 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.

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 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

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

zones of Agra 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 Agra showrooms with a special focus on

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

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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, Agra.

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.

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 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.
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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

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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.

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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.

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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

26
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
27
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 Agra 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 Agra 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

28
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.

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 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 Agra. 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 machineries to produce top

class leather for the domestic as well as international market.

People our asset:

30
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

31
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

32
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 Agra.

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.

33
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.
34
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.

35
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.

36
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.

37
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.

38
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

39
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.

40
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.

41
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.

42
3.9 MILESTONES OF BATA IN INDIA

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

was installed in the Agra factory for production of ‘State of the art’

injection moulded shoes with synthetic and textile uppers and specially

developed PVC compounds as soleing material.

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
43
 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.

44
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.

45
 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

46
 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.

47
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.

48
 CHAPTER 4

ANALYSIS AND INTERPRETATION OF DATA

Table 4.1

Distribution of respondents according to age

Factors No of respondents Percentage (%)

Below 25 20 33.33
26-35 26 43.33
36-45 10 16.67
46 and above 4 6.67
Total 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 4.2

Distribution of respondents according to gender

Factors No of respondents Percentage (%)

49
Male 35 58.33
Female 25 41.67
Total 60 100
Sources: Primary Data

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 4.3

Distribution of respondents according to designation

Factors No of respondents Percentage (%)

Cashier 5 8.33
Sales man 40 66.67
Asst. manager 10 16.67
Manager 5 8.33
Total 60 100

Sources: Primary Data

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 4.4

Distribution of respondents according to average income

Factors No of respondents Percentage (%)

Below 60000 5 8.33
60000-80000 5 8.33
50
80000-100000 35 58.33
100000 and above 15 25.01
Total 60 100
Sources: 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 4.5

Distribution of respondents according to family size

Factors No of respondents Percentage (%)

One 15 25
Two 15 25
Three 10 16.66
Four 10 16.67
Five and above 10 16.67
Total 60 100
Sources: Primary Data
51
 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 4.6

Distribution of respondents according to number of years of service

Factors No of respondents Percentage (%)

1 20 33.33
2 18 30
3 12 20
4 and above 10 16.67
Total 60 100
Sources: Primary Data

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.

52
 From the above study it is found that maximum respondents have a tenure of

service of 1 year

Table 4.7

Distribution of respondents according to no of promotion

Factors No of respondents Percentage (%)

Zero 40 66.66
One 10 16.66
Two 6 10
Three & above 4 6.67
Total 60 100
Sources: Primary Data

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.

53
Table 4.8

Distribution of respondents according to orders per day

Factors No of respondents Percentage (%)

10 40 66.67
9 15 25
8 5 8.33
Total 60 100
Sources: Primary Data

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.

54
Table 4.9

Distribution of respondents according to working hours

Factors No of respondents Percentage (%)

9 40 66.67
8 20 33.33
Total 60 100
Sources: Primary Data

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 4.10

Distribution of respondents according to no of leaves availed

55
 Factors No of respondents Percentage (%)
Five 24 40
Six 18 30
Seven 15 25
Eight and above 3 5
Total 60 100
Sources: Primary Data

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 Total

Incentive Chall
The age of the respondent Job Friendly Better Closer to s/ engin
Good salary MNC security atmosphere career residence Rewards g
Below 25 3 1 2 3 4 1 2 2 18
11.1 100.0
16.7% 5.6% 11.1% 16.7% 22.2% 5.6% 11.1%
% %
26-35 0 0 3 1 4 0 0 1 9

56
 11.1 100.0
.0% .0% 33.3% 11.1% 44.4% .0% .0%
% %
36-45 0 4 8 1 14 2 2 0 31
100.0
.0% 12.9% 25.8% 3.2% 45.2% 6.5% 6.5% .0%
%
46 and above 0 1 0 0 0 0 0 1 2
50.0 100.0
.0% 50.0% .0% .0% .0% .0% .0%
% %
3 6 13 5 22 3 4 4 60
100.
5.0% 10.0% 21.7% 8.3% 36.7% 5.0% 6.7% 6.7%
0%
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 rewards

The age of Job Competency Performance Membership

57
the status based based Based Total
respondent based rewards rewards
rewards
Rewards
Below 25 2 4 12 0 18
(11.1) (22.2) (66.7) (0) (!00)
26-35 2 2 5 9
0
(22.2) (22.2) (55.6) (100)
36-45 31
9 8 13 1
(100)
(29) (25.8) (41.9) (3.2)
46 and 2 2
0 0 0
above (100) (100)
Total
()
13 16 30 1 60
expressed
as a %
Sources: Primary Data

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

58
The average Highly Satisfactory Undecided Total

income of the Satisfactory

respondent Dissatisfactory
Below 60,000 9 2 11
0 0
(81.8) (18.2) (100)
60,000-80,000 2 18 2 1 23

(8.7) (78.3) (8.7) (4.3) (100)

80,000-1,0,000 1 10 11
0 0
(9.1) (90.9) (100)
1,00,000 and 1 12 2 15
0
above (6.7) (80) (13.3) (100)
Total

() expressed as 4 49 6 1 60

a%
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. 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 company

59
The average Excellent Moderate Poor Very Poor Total
income of
the
respondent

Very Good
Below 0 5 6 11
60,000 0 0
(45.5) (54.5) (100)
60,000- 23
80,000 1 8 12 1 1
(4.3) (34.8) (52.2) (4.3) (4.3) (100)

80,000- 1 5 5 11
1,0,000 0 0
(9.1) (45.5) (45.5) (100)
1,00,000 0 0 0 15
and above 7 8
(46.7) (53’3) (100)

Total
()
2 25 31 1 1 60
expressed
as a %
Sources: Primary Data

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 policy

60
The age of

the Highly Dis-

respondent Satisfactory Satisfactory Undecided satisfactory Total

Below 25 1 13 4 18
0
(5.6) (72.2) (22.2) (100)
26-35 7 2
0 0 9
(77.8) (22.2)
36-45 3 23 3 2 31

(9.7) (74.2) (9.7) (6.5) (100)

46 and 2 2
0 0 0
above (100) (100)
Total

()
4 45 9 2 60
expressed

as a %
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. 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

Dis-

Highly satisfactor

The family size Satisfactory Satisfactory Undecided y

One 1 6 0 0 7
14.3% 85.7% .0% .0% 100.0%
Two 1 8 3 1 13
61
 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%
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.

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 Male
2 29 13 3 47
the respondent
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%

62
Total 3 35 17 5 60
() expressed as a %
5.0% 58.3% 28.3% 8.3% 100.0%

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. 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 One

family 1 4 1 1 7

size
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

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 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%
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. 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

Not so

Very important Important Undecided important

The gender of Male
8 37 1 1 47
the respondent
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%

Total
10 46 2 2 60
() expressed as a %
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. Mostly females respondents feel that it is
64
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 Below 25
2 14 1 1 18
respondent
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%

Total 8 48 2 2 60
() expressed as a %
13.3% 80.0% 3.3% 3.3% 100.0%

Sources: Primary Data

65
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

Table 4.21

Performance of the employees based on individual target setting

Individual target setting Total

Strongly

Agree Agree Undecided Disagree

The average Below 60,000

income of the 1 8 1 1 11

respondent
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%

Total 8 48 2 2 60
() expressed as a %
13.3% 80.0% 3.3% 3.3% 100.0%

Sources: Primary Data

66
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 4.22

Performance of the employees based on individual target setting

Individual target setting Total

Strongly

Agree Agree Undecided Disagree

The gender of Male
7 38 1 1 47
the respondent
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%

Total 8 48 2 2 60
() expressed as a %
13.3% 80.0% 3.3% 3.3% 100.0%

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.

67
 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 25 5 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
0 2 0 0 0 2
above
.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%

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.

68
 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 Below 60,000

income of the 0 9 1 1 0 11

respondent
.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%

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. It enables them to perform better.

69
 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 Undecided Disagree Strongly

Agree Disagree
Enrichment and 18 32 7 3 0 60
Empowerment
(30) (53.3) (17) (5) (100)

Target Setting 15 29 14 2 60
(25) (48.3) (23.3) (3.3) (100)
Quality of work 14 25 17 3 1 60
Of life (23.3) (41.7) (28.3) (5.0) (1.7) (100)
Participative 11 21 18 10 60
Management (18.3) (35) (30) (16.7) (100)
Management By 14 16 21 7 2 60
Objectives(MBO) (23.3) (26.7) (35) (11.7) (3.3) (100)
Sources: Primary Data

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.

70
 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.

71
 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.

72
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

73
 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.

74
 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

75
QUESTIONNAIRE

A Comprehensive Study on Employee Motivation at

Bata India limited

Dear Sir / Madam,

I, SONAL SHUKLA student of final semester MBA at Aashlar

Business School, as a part of my curriculum have undertaken the project on ‘Employee

Motivation’ with reference to Bata India Limited, Agra. 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

76
 4. Sex:

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

77
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?
78
 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

79
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

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

80
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
81
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

82