RBS COLLEGE Employee Motivation at Bata India
RBS COLLEGE Employee Motivation at Bata India
ON
Batch-2017-2019
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DECLARATION
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CERTIFICATE FROM GUIDE & HEAD OF INSTITUTION
Riya Agarwal.
Under the guidance of Mr. Manish Prasad This has not been
degree/diploma/certificate.
Guide
Principal
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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
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
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.
TABLE OF CONTENTS
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S. NO CONTENTS PAGE
NO.
CHAPTER-1
1.1 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
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INTRODUCTION
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
Employee
Employee Maintenanc
Motivation e
SCOPE OF HRM
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FIGURE 1.2
MODEL OF HRM
OBJECTIVES OF HRM
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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.
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
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.
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difficult working conditions consequently these type of employees would be placed in
higher pay grades.
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.
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.
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:
Ways of Participation
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
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
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Hence, this project is undertaken to know the present motivational level of the sales
2.3 OBJECTIVES:
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
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.
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.
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
The study will be undertaken at its Agra showrooms with a special focus on
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2.6 LIMITATIONS:
2. The research cannot be generalized because findings are relevant to Bata India
Ltd, Agra.
To learn more on the various motivational techniques and how these are
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CHAPTER 3
COMPANY PROFILE
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
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
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
cut, stitched and tacked by hand in time consuming, laborious method has now
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
1920’s:
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
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
brocades, satin, silk and velvets often embellished with metallic overstitching,
embroidery or beading were employed. The heels were often works of art in
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
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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
Overseas leather was now restricted to military use, so shoe designers were
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”
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
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
styles; they are available in every conceivable style and make for any occasion.
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3.3 INTRODUCTION:
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
stores all over the world. These include Bata family, Athletes world, Bubble
gummers, Myers, Rizzi, Heyraud and Marie Claire stores. In addition Bata has
270,000,000 pairs of shoes per year. The Bata Shoe Organization has 67,000
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,
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
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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
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
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
active policy of encouraging exports since 1935. Bata India exports the largest
Environment:
contribution in this direction. Bata at a considerable cost has ensured that the
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
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the sale proceeds from "Power WWF" collection T-shirts were donated to the
WWF. Afforestation programme along with "Save the Ganga Project" brought
The factory at Agra was considered to be the best maintained garden in Peenya
Industrial Area.
ORGANISATION
Bata was originally promoted as Bata Shoe Company Pvt. Ltd in 1931 by leader
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.
and at Peenya in Agra and an export oriented unit (EOU) at Hosur in Tami
however converted the Hosur EOU into a domestic tariff area unit through
rebounding it in March 1999. The company markets its products under the
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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
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
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
Asia’s largest footwear company strives to maintain its lead with an image of
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
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The Bata Philosophy:
To recognize, at all stages in the production and distribution processes that our
improve constantly our ability to produce and sell efficiently, applying the
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
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
and the one at Batanagar are fitted with modern machineries to produce top
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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
Always abreast with current trends and technology, Bata India brings latest in-
line technology into factory after factory and the workers too. Many automated
This stability helps to nurture individual career goals and aspiration. Whether it
where children can thrive and prosper are some of the Bata India’s imperatives.
part of the company’s credit. At every office factory or shop quality and
Operation of Bata:
Once the footwear industry was a cottage industry. Today, Bata India is proud to
current knowledge level. Training over 4000 employees every year in different
discipline. Pre-empting market needs the employees are installed into thinking
Objectives of Bata:
One word “manifold” is the catchword for describing its objectives. From
and
Gain trusts and respect as a socially responsible corporate citizen and earn the
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
Bata India operates a unique chain of 1230 retail outlets, 100 franchise stores
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and 4-franchise distribution centers located at strategic places it operates in 23
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
Quality, the key to better business has opened the doors to Bata India has golden
Bata
India is the owner of his brand in the country. The shoes are being produced at
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
Kidderminister, F.H Wills in the UK, shoe city Inc and Pic N Pay stores in the
In the last five years more than 19 million pairs of footwear were manufactured
recognized and given the company international status for quality excellence.
And at home the company continued to win the prestigious achievements year
after year.
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Mission Statement:
success and become the biggest and most skillful multiple retailing and
the integrity and ability of the employees’ confidence of the shareholders and
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
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.
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.
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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
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
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,
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
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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
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.
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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 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,
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,
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Bata Superstores:
footwear for the entire family. Located primarily in urban and suburban
shopping malls, these offer high value by providing good quality shoes at great
reasonable prices. The products are primarily the Bata brand, with carefully
Footwear, handbags, hosiery, shoe care products- Bata Family stores are the
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
Footwear is attractive and durable and specifically selected and sourced to meet
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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
3. Brand loyalty: Bata has got its own brand of customers who swear by the
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
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
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employee cost was as high as 26% of sales as compared to 10% for the industry.
3. Competition: with the entry of the big international brands like NIKE,
LOTTO, WOODLAND, LEE, COOPER, etc Bata found it very difficult to hold
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.
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OPPORTUNITIES:
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
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.
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7. Being an essential commodity the company can target all types of income
groups.
THREATS:
finished products.
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3.9 MILESTONES OF BATA IN INDIA
was installed in the Agra factory for production of ‘State of the art’
injection moulded shoes with synthetic and textile uppers and specially
1995- 13,114,000 no. of equity shares allotted to Bata (BN) BV Amsterdam, the
The Long Term Agreements with the Bata Mazdoor Union representing
1996 – The company has received a notice in writing from a member of the
the Company.
1997- India’s largest shoe company Bata India Ltd has performed admirably to
Bata has entered into a marketing tie up with Nike wherein the latter’s
Organization, had last revalued its buildings in 1969, and the latest
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exercise which will cover all fixed assets is expected to substantially
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.
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3.10 HUMAN RESOURCE DEPARTMENT
Introduction:
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
Descriptions of jobs.
3. Performance evaluation.
4. Compensation policy.
human resources the end that individual organization and social objectives are
accomplished.
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The major task of dealing with HR department of Bata (I) Ltd are community
use of human resources. It also plans the manpower by recruit and selecting
Mainly human resource department deals with mainly employee related issues
turnover.
required
ix)Employee Welfare
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
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CHAPTER 4
Table 4.1
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
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
From the above table it is found that 8.33% are cashier, 66.67% are sales man,
From the above study it is found that maximum respondents are sales man.
Table 4.4
From the above table it is found that 8.33% are below 60000, 8.33% of
From the above study it is found that maximum respondents have an average
income of 80000-100000
Table 4.5
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
Table 4.6
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%
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From the above study it is found that maximum respondents have a tenure of
service of 1 year
Table 4.7
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.
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Table 4.8
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.
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Table 4.9
From the above table it is found that 66.67% of respondents have 9 working
From the above study it is found that maximum respondents are having 9
working hours.
Table 4.10
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
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
Table 4.12
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
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
Table 4.13
58
The average Highly Satisfactory Undecided Total
respondent Dissatisfactory
Below 60,000 9 2 11
0 0
(81.8) (18.2) (100)
60,000-80,000 2 18 2 1 23
() 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
From the above study it is found that of the respondents are satisfied with the
Table 4.14
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
From the above study it is found that of the respondents feels that the incentives
Table 4.15.
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The age of
()
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
Table 4.16
Highly satisfactor
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
Table 4.17
62
Total 3 35 17 5 60
() expressed as a %
5.0% 58.3% 28.3% 8.3% 100.0%
From the above table it is found that most of the male respondents are more satisfied
with the medical allowance being provided by the Bata India Limited. The respondents
From the above study it is found that of the respondents are satisfied with the
Table 4.18
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
63
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
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
Table 4.20
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
From the above study it is found that of the respondents are satisfied with the
Table 4.21
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
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
From the above study it is found that most of the respondents are satisfied with
Table 4.22
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
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
Table 4.23
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
Table 4.24
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
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
69
From the above study it is found that most of the respondents feels that the team
Table 4.25
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
the respondents are undecided whether MBO is beneficial for them or not.
5.1 FINDINGS:
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
The majority of sales representative selected the job considering good salary
Maximum sales representative are satisfied with the remuneration being offered.
The majority of sales representative agree the salary offered by Bata India Ltd.
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.
good.
important.
important.
Maximum sales representative consider the job facilities being offered are
satisfactory.
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
India with its position of second largest populated country in the world is the most
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
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
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.
proved to be beneficial for the organization do not lead to rewards hence the
with the benefit system, however the organization can adopt the system of
from which they can choose or tailor their benefits according to their
74
The system of job rotation will also keep the motivation level as repetation
Bata India ltd should organize programmes for representatives which will
help them develop close relationships and give them a chance to interact with
BIBLIOGRAPHY
Books
Websites
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
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
PART – A
1. Name : ………………………………………………………
2. Branch: ……………………………………………………….
3. Age :
76
4. Sex:
a. Male b. Female
5. Designation: …………………………………………………………..
6. Average income:
7. Family size:
9. No of promotions: ………………………………………………………….
(b)
PART-B
77
14. What are the types of rewards practiced in the organization?
15. What is your opinion about the remuneration offered by the company?
c. Undecided d. Dissatisfactory
16. What is your opinion about the incentives offered by the company?
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?
d. Not so important
20. Do you think that the practice of individual target setting helps in better
performance?
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?
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,
Cash Kind
25. Do you feel that the system of suggestion scheme adopted by the organization has
a. Yes b. No
26. What is your opinion about the extent of job facilities offered by the company?
27. What do you feel about the level of discounts offered by the company?
80
28. Pick out the most important motivating factor for the employee performance from
the following:
a. Remuneration offered
b. Incentives given
(e)
g. Team rewards
h. Fringe benefits
Agree disagree
empowered me professionally
81
b. Target setting has enabled me to
perform better
to achieve target.
d. I am given considerations in
management decisions.
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
1. ………………………………………………………………………………………
2. ………………………………………………………………………………………
3. ………………………………………………………………………………………
THANK YOU
82