INTRODUCTION
A COMPREHENSIVE STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA
LTD.
Dissertation submitted in partial fulfillment of the
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION ofBANGALORE UNIVERSITYbyPAYEL
SOORRegister Number: 05JJCM6037
under the guidance ofDr. Justin Nelson Michael
KRISTU JAYANTI COLLEGEK. Narayanapura, Kothanur P.O.,
Bangalore-560 0772006 2007
DECLARATIONI hereby declare that this project titled A
COMPREHENSIVE STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD.
submitted by me to Department of Management, Bangalore University
in partial fulfillment of requirements of MBA programme is a
bonafide work carried out by me under the guidance of Dr. Justin
Nelson MichaelThis has not been submitted earlier to any other
University or Institution for the award of any degree diploma/
certificate or published any time before.
Place: Bangalore
PAYEL SOOR
Date:
CERTIFICATE FROM GUIDE & HEAD OF INSTITUTIONThis is to
certify that this dissertation entitled A Comprehensive study on
Employee Motivation at Bata India Ltd. submitted in partial
fulfillment for the award of MBA Degree of Bangalore University was
carried out by Miss Payel Soor (05JJCM6037).
Under the guidance of Dr. Justin Nelson Michael. This has not
been submitted to any other University or Institution for the award
of any degree/diploma/certificate.
Dr. Justin Nelson Michael Dr. Arun Kumar
Guide MBA Dean Fr. Josekutty P.D Principal
(iii)
ACKNOWLEDGEMENT
My project work would have become practical without the help of
grace of the Almighty and timely advice and creative support
rendered by many. I express my affectionate thanks to The
Principal, Kristu Jayanti College Bangalore for giving me an
opportunity to do this training.
I am highly indebted to my faculty guide Dr. Justin Nelson
Michael department of management studies for inspiring me and for
his valuable guidance and assistance provided. I also thank all
other staff members of the department for guiding me in my
training. I express my sincere gratitude and special thanks to all
who supported me for their valuable suggestions and keen interest
which are extremely helpful in shaping this project work to
success.
Payel SoorEXECUTIVE SUMMARY
This project study mainly focuses on various factors that
influence the degree of motivation among the sales representatives
of Bata India ltd.
In order to get relevant primary data structured mainly close
ended questionnaire was designed and administered for a sample size
of 100 respondents (sales representatives of Bata India ltd) in and
around Bangalore city also an informal interview discussion was
undertaken with selective few management representatives in the
company.
Companys human resource policies procedures and other documents
also were referred as secondary source of data. With the help of
simple but relevant statistical method of the data was organized
and analyzed.
Major findings of the study are:
The majority of sales representative selected the job
considering good salary offered by Bata India Ltd.
Majority of sales representative consider team rewards play a
vital role in increasing individual efficiency.
After understanding the current degree of motivation among sales
force and based on the research findings important suggestions were
offered.
Some of which are:
System of flexible benefits can be adopted which will give sales
representatives a wider menu to choose according to their personal
needs.
Job rotation system should be used to reduce boredom.
It may be noted that the entire study is conducted with academic
focus and hence it is suggested that if management of Bata India
ltd. find some of the suggestion useful prior to implementing them
a detailed study and investigation may be done with this research
finding at the basis for in depth study to arrive at practical and
feasible human resource strategy.
(v)
CHAPTER 1INTRODUCTIONHuman Resource Management is a management
function that helps organizations to recruit, select, train, and
develop members in an organization.
Only human resource management is obviously one function which
is concerned with peoples dimension in organization. All major
activities in the working life of an employee, that is from the
time of employees entry into the organization to the time employees
leaves the organization all the activities come under the purview
of human resource management.
The activities are human resource management are human resource
planning, job analysis, job design, recruitment, selection,
orientation and placement, training and development, performance
appraisal and job evaluation, employee and executive remuneration,
motivation and communication, welfare, safety and health,
industrial relations.
FIGURE 1.1
SCOPE OF HRMFIGURE 1.2
MODEL OF HRMOBJECTIVES OF HRM
1. Societal objectives- to be ethically and socially responsible
to the needs and challenges of society while minimizing the
negative impact.
2. Organizational objectives- to serve the organization with its
primary objectives and bring about overall organizational
effectiveness.3. Functional objectives-to maintain the departments
contribution at a level where it serves the organizations needs
tailoring the department according to the requirement of the
organization.
4. Personal objectives- to assist employees in achieving their
personal goals. If these goals of employees are met it helps the
organization to maintain, retain and motivate the
employees.Motivation1.1 Introduction:-A manager gets results
through other people. His effectiveness depends, to a large extent,
on the willingness of his employees to do the assigned tasks with
interest and enthusiasm. Motivation is the work a manager performs
to inspire and encourage people to take required action.
Definition of motivation:-
According to Scott,
Motivation is a process of stimulating people to action to
accomplish desired goals.Motivation is a process which starts with
a psychological or physiological need that initiates behavior that
is aimed at achieving the goal.Motivating employees is a challenge
for organizations:-
Motivational framework indicates that motivation is a simple
process but in reality this task of motivating employees is very
daunting.
One reason why motivation is a difficult task is that the
workforce is always changing. Employees join organizations with
different needs and expectations. Their values, beliefs,
backgrounds, lifestyles, perceptions and attitudes vary. Not many
organizations understand and also are not clear about the ways in
which these diverse work forces can be motivated.
FIGURE 1.3
1.2 Importance of motivation in organizations:-
The success of an organization ultimately depends on how
effectively managers are able to motivate their subordinates. In
the words of Allen, poorly motivated people can nullify the
soundest organization. The following points bring out the
importance of motivation
1. Motivated employees always look for better ways of doing a
job.
2. Motivated employee is quality oriented.
3. Motivated employees are more productive.
4. Motivated employees remain in the organizations for a longer
period of time.
5. To stimulate employee to accomplish desired goals.
6. To boost the employee morale.
7. To develop sound human relations.
8. To develop sound team spirit.9. To inspire employee for
responsible and challenging jobs.
10. To promote healthy competition among employees.1.3 Nature of
Motivation:-It is not easy to understand the complexities involved
in motivating people. If an employee has an argument with his boss
and fails to report to work the next day, it may appear that his
behaviour is a result of the confrontation. However, his behavoiur
may actually be motivated by a combination of factors including
overwork, family illness or some other problems. As things stand
now, the whys of behaviour cannot be explained easily. Let us
explained some of the factors that complicate this process:
a. Multiple causes: Different people may have different visions
for behaving in the same manner. For example, a bank officer may
join service club because it is a good place to have business
contracts; another may join because of the social atmosphere; still
another joins because of the interesting programmes and speakers at
the club. Thus, three different whys can underline the same
behaviour, further complicating the process of inferring motivation
from behaviour. b.Multiple behaviour: Further, the same motive or
drive may result in different behaviour. For example, if Rao wants
a promotion, he may concentrate on performing his job exceptionally
well. But Siddharth, who also wants a promotion, may take a
different approach. He may try to apple polish the boss to get the
promotion. Motivation, obviously, is a complex subject. It is
difficult to explain and predict the behaviour of employees. 1.4
Determinants of Motivation: Traditionally it is believed that
employees are motivated by the opportunity to make as much as money
as possible and will act rationally to maximize their earnings. The
assumption is that money, because what it can buy, is the most
important motivator, of all people. According to the pluralistic
approach, men work to fulfill a variety of needs. Three types of
forces generally influence human behaviour:
i. Forces operating within the individual.
ii. Forces operating within the organization and
iii. Forces operating in the environment. a. The individual:
Human needs are both numerous and complex. Some of these needs
cannot be described and identified because people hide their real
needs under the cover of socially accepted behavior. It is the duty
of the manager to match individual needs and expectations to the
type of rewards available in the job setting.b. The organization:
The climate in the organization must be conducive to human
performance. Climate plays an important part in determining workers
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 employees
availability, competencies and behaviors.Types of Rewards:
1. Membership and Seniority Based Rewards:
In this system a senior employee receives more benefits than his
junior. Advancement, pay rises, Retirement benefits and perquisites
depends on seniority of employees.
2. Job Status Based Rewards:
In this system the firm rewards employees on the status of the
job they are holding. Jobs that require more skill and effort, have
more responsibility and have difficult working conditions
consequently these type of employees would be placed in higher pay
grades.3. Competency based Rewards:
In this system organization links to competencies of employees.
Competencies are reflected through skills, knowledge and traits
that to desirable behavior.4. Performance Based Rewards:
In this type of system pay is linked to performance
a. Profit sharing
b. Team rewards
c. Individual rewards
1.6 JOB ENLARGEMENT, ENRICHMENT AND ROTATION
1. Job Enlargement
Add similar asks so that job will have more variety and be more
interesting.
2. Job Enrichment:
Gives the job holder more decision making, planning and
controlling power.3. Job Rotation:
Shifting employee from one job to another when a job is no more
changeling in order to reduce boredom.
EMPOWERMENT:
Empowerment is what young aspirants are looking for in
organization. More than monetary rewards it is the feeling that
employee owns the job that motivates him. Empowered employees are
energetic and passionate.GOALSETTING:
Goal setting is one of the most effective and widely practiced
techniques of motivation. It is the process motivating employees by
establishing performance goals so that it will guide their behavior
which is accepted by them and others.QUALTY OF WORKLIFE
It has different meanings to the different levels of
workers.
Factors which contribute to QWL are Adequate and fair
compensation
Safe and healthy working conditions
Security and growth opportunities
Opportunity to be creative and develop creativityMANGEMENT BY
OBJECTIVE:
MBO means a set of procedures that begins with goal setting and
contributes through performance reviews. In this system
participants become ego-involved in decisions they made and tend to
accept decisions as their own and feel personality responsible for
implementing them.FLEXIBLE WORKING HOURS:To suit the convenience of
the employees which leads to reduce absenteeism, increased
productivity, reduce over time expenses and reduce traffic
congestion near worksites.TWO TIER PAY SYSTEM: In this system lower
wage is offered to newly hired employees than those already
employed in the same job this will induce the new entrant to stick
the same organization.FLEXIBLE BENEFITS:This system allows
individuals to choose from a menu of benefit packages that is
individually tailored to employees 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 councilsCHAPTER 2RESEARCH DESIGN OF THE STUDY
2.1 INTRODUCTION:Motivation is the process which starts with
psychological or physiological needs that initiates behavior that
is aimed at achieving the goals. The objective of motivation is to
exploit the unused potential in people that are to be motivated so
that such exploitation results in greater efficiency, higher
production and better standard of living of the people. Motivated
employees always look for better ways of doing a job, quality
oriented, more production, stimulated to accomplish desired goals,
boost the employee morale, etc. motivation in simple terms may be
understood as a set of forces that cause people to behave in a goal
oriented way. A study on motivation of employees would benefit an
organization to improve its HR productivity.
2.2 STATEMENT OF THE PROBLEM:
Bata India Limited is very keen to find out the present degree
of motivation among sales representatives resulting from the
existing practices adopted in motivating the sales
representatives.
It will also help to identify the shortcoming in the
motivational practices. This will help to suggest relevant
motivational techniques which will increase the motivational level
and performance.
Hence, this project is undertaken to know the present
motivational level of the sales representatives at Bata India Ltd,
an assessment of the motivational techniques and to suggest
suitable measures to further enhance the same.
2.3 OBJECTIVES:
The objectives of the study are as follows:
1. To understand the present motivational techniques of Bata
India Ltd.
2. To identify the shortcomings in the motivational
practices.
3. To assess the motivation level of the sales
representatives.
4. To know and suggest relevant motivational techniques which
will increase motivational level and performance.
5. To suggest suitable motivational techniques.
2.4 METHODOLOGY: Data Base:This study is based on both primary
data and secondary data. A structured interview schedule would be
used to collect the primary data from the sales representatives of
Bata India Limited. The secondary data for the study of annual
reports of Bata India Limited and published literature including
internet.
Sample Design:
A multi- stage random sampling procedure would be followed to
select the sample respondents. At the first stage, the sample units
would be chosen. Bata India Limited has 60 outlets in Bangalore. 3
outlets each from the north, south, east and west zones of
Bangalore would be chosen. Bata India Limited has 320 sales
representatives. The sample size comprises of 60 respondents ie 5
respondents from each sample outlet.
Data AnalysisAppropriate 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 Munbai showrooms with a
special focus on motivational practices adopted by Bata with
respect to its sales representatives.2.6 LIMITATIONS:
The limitations in this study are:
1. Details regarding monetary remuneration provided by the
respondents may not be accurate. But this limitation could be
overcome by referring to industry average of Bata India
Limited.
2. The research cannot be generalized because findings are
relevant to Bata India Ltd, Bangalore.
2.7 EXPECTATIONS FROM THE STUDY:
To learn more on the various motivational techniques and how
these are being practiced in real life situation.
To know and understand what other techniques an organization can
be adopted to increase the motivational level and performance in
addition to what has been practiced.
To gain an insight into what exactly is the ultimate motivator
whether it is money or other factors.
CHAPTER 3
COMPANY PROFILE
3.1 INDUSTRIAL BACKGROUND
To identify the period when the footwear was made is not an easy
job. The ancient carving and drawing depicts the use of footwear
which suggests its origin thousands of years ago.
The early shoe design was often taken from nature and in
addition to sandals; the Egyptians also wore a shoe with an
upturned modeled on the elephants tusk. The Romans carried there
shoes style through out the ancient world as they conquered. The
Moors who conquered Spain in the 8th 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
footwears, thanks to modern technological machines. 3.2 GROWTH AND
DEVELOPMENT OF THE INDUSTRY
1900s:
The year 1900 was not as exiting as the 19th 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 Victorias 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 womens 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 Victorias successor. King
Edward VII. Sophisticated of the day also referred to this time as
the Bello poque, 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.1920s:
Mass production and the development of affordable synthetic
fabrics granted everyone to access to beautiful clothing and shoes.
The foot became a focal point of fashion. Shoe styles were
influenced by crazes like the Carleton, a dance that demanded a
security fastened shoe with a low heel and a closed toe. A single
bar pump with a pointed toe high waisted heel and one tiny covered
button was the most common style. High tongued cutaway decorated
cross over and t strap were most popular elements.
Bright fabrics and brilliantly dyed leather including metallic
were used to create some of the most exiting shoes ever seen.
Fabulous harem slippers and slides were among the favorites. A
number of luxury materials including rich brocades, satin, silk and
velvets often embellished with metallic overstitching, embroidery
or beading were employed. The heels were often works of art in
themselves made of such materials as Bakelite, Wedgwood, Jasperware
or leather. They were often decorated with lace, rhinestone and
other pretty shiny things.
1930s:
Designers began to experiments with shoe fashion. Plan form
shoes made their first 20th century appearance in the late 1930s.
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.
1940s:
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 Vogues Make Do & Mend campaign. Factories
were converted for consumers 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.
1990s:
Is there anything new under the sun? The 90s are an amalgamation
of this centurys style. Diversity has a concept in the 1990s and
its influence is reflected very obvious in fashion. Shoes are no
longer confined to handful of styles; they are available in every
conceivable style and make for any occasion.
Today footwear industry through the assimilation of scientific
methods and function of research has undergone drastic change.3.3
INTRODUCTION:
The organization is the worlds 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 companys
brick fields. So thick were the forests surrounding the place that
wild animals roam about? Within a few months the Consul General of
Czechoslovakia laid the foundation stone of the first building and
named the township Batanagar. Serious construction work began in
1935 under the direction of Mr. Martinee, the architect of the
company. By 1936, shoes were being manufactured in the factory and
soon by 1939 the Batanagar factory became self sufficient in many
ways. During the World War II, the factorys 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 Indias industrial map. The biggest footwear marker has a
wide wing span; it covers the entire length and breath of the
country. The company prides itself in having 4 manufacturing units,
2 tanneries and a number of ancillary units pursuing and active
policy of encouraging exports since 1935. Bata India exports the
largest number of canvas shoes from the country.
Environment:
Thinking Green..... It has been Bata India's Endeavour to
preserve the environment. Saving the Ganga is a project that has
made a significant contribution in this direction. Bata at a
considerable cost has ensured that the effluents from the tanneries
are treated in a state-of-the-art effluent treatment plants so that
they do not pollute the river at Batanagar and Mokamehghat. Bata
was one of the first companies to come forward to preserve nature,
when it joined hands with World Wide Fund (WWF) to protect the
natural environment and its wildlife. Through an arrangement with
the apex body of WWF, a part of the sale proceeds from "Power WWF"
collection T-shirts were donated to the WWF. Afforestation
programme along with "Save the Ganga Project" brought many laurels
and kudos to our Mokamehghat Tannery. Planting of trees is
routinely carried out at all Bata Units.The factory at Bangalore
was considered to be the best maintained garden in Peenya
Industrial Area.3.5 GROWTH AND DEVELOPMENT OF THE ORGANISATION
Bata was originally promoted as Bata Shoe Company Pvt. Ltd in
1931 by leader A.G, Switzerland a member of the Toronto based
multinational Bata Shoe Organization (BSO). It became a public
limited company in 1973 and the name was changed to Bata India Ltd.
BSO increased its stake in Bata in 1993 to 51% through rights
issue. At present Bata is the largest manufacturing unit belonging
to the BSO and it enjoys strong financial and managerial support
from its parent. BSO is one of the largest manufacturer and
marketer of footwear in the world with a presence in over 60
countries spread all over the world.
Bata manufactures different lines of footwear at its five
manufacturing units at Batanagar in Kolkata, at Faridabad in
Harayana, at Bataganj near Patna and at Peenya in Bangalore and an
export oriented unit (EOU) at Hosur in Tami Nadu. It also has a
tannery at Mokamehghat in Bihar. The company has however converted
the Hosur EOU into a domestic tariff area unit through rebounding
it in March 1999. The company markets its products under the brand
name Bata, with more than 1050 retail outlets managed by the
company in addition to a large number of other outlets served by
the various Bata dealers spread over 1000 cities/towns in
India.
Bata first established itself in India in 1931 and commenced
manufacturing shoes in Batanagar in 1936. At that time the Bata
Shoe Organization was headquartered in the Czechoslovakia town of
Zlin the residence of Thomas Bata, the founder of the organization.
Operations were expanded throughout India with the establishment of
factories in different states and the rapid growth of the
distribution channels to allow the companys product to reach
customers in every town across India. Bata India remains today
Indias 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 ORGANISATIONAsias largest footwear company strives to
maintain its lead with an image of superiority, professionalism and
round-the-clock efficiency. A visit to any factory or office in the
country bears testimony to that; Bata is gearing itself with the
latest technology and a forward looking approach to human resource
development. In sheer number, a staggering 16,000 people work at
various functions centers in Bata India, while another 200,000 is
indirectly employed.
The Bata Philosophy:
To recognize, at all stages in the production and distribution
processes that our prime objective is to provide customer with
outstanding quality footwear.To improve constantly our ability to
produce and sell efficiently, applying the latest techniques to the
production and sales of footwears.
To employ people of integrity and ability to encourage them
through continuous training opportunities, both within the company
and elsewhere. The Bata shoe organization develops human resources
to their full potential in order to give everyone the opportunity
for promotion. Bata Company respects each individual and promotes
on merit, pay according to their skills and responsibilities and
provide a safe and pleasant working environment.
To contribute the well being of all communities and countries in
which Bata do business by being productive and loyal corporate
citizens.
Indian Bata world:
There are four factories: at Batanagar in Kolkata, at Faridabad
in Harayana, at Bataganj near Patna and at Peenya in Bangalore.
Taking stock of them all means accounting for thousands of trained
men and million of pairs of footwear on the production line. Of the
two tanneries the biggest and the Asias 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:
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 companys philosophy. Proper housing, modern
medical facilities and a clean cheerful environment where children
can thrive and prosper are some of the Bata Indias imperatives.
This apart the corporate responsibility of promoting
professionalism is also a part of the companys credit. At every
office factory or shop quality and excellence are demanded and
received.Operation of Bata:Once the footwear industry was a cottage
industry. Today, Bata India is proud to have elevated into a
full-blown industry with considerable volume and prestigious
position. To remain at the top, Bata India invested substantial
amount of capital in developing and in keeping abreast with new
technology at current knowledge level. Training over 4000 employees
every year in different discipline. Pre-empting market needs the
employees are installed into thinking beyond today planning ahead
for tomorrow.
Objectives of Bata:
One word manifold is the catchword for describing its
objectives. From attaining peak professionalism to earning the
trust of every probable customer locally or globally that is what
the company aims for:
In a sense it is multidimensional drive to
Maintain high quality at all time.
Create a peaceful and harmonious working environment.
Maintain leadership in the marketing through excellence in
service and product and
Gain trusts and respect as a socially responsible corporate
citizen and earn the confidence of customer and stockholders.
Retailing in Bata:
Recently there has been a tremendous change in the country
retail scene. The retail boom has hit India. Bata India a pioneer
in retailing was ready to meet the challenges of the 90s well
located stores cater to the needs of customers according to their
expectation and lifestyles.
Bata India operates a unique chain of 1230 retail outlets, 100
franchise stores and more than 300 wholesalers backed by 12
computerized distribution centers and 4-franchise distribution
centers located at strategic places it operates in 23 depots that
supply 300 wholesalers.
These in turn serve more than 10000 BSC retailers outlets
literally in the outback to meet the footwear need of the country.
This dual servicing policy has given the company a unique edge over
others.
Quality, the key to better business has opened the doors to Bata
India has golden opportunity, Adidas, selected the company for
collaboration venture in India. Bata
India is the owner of his brand in the country. The shoes are
being produced at Batanagar and at Bangalore.
Bata Exports:
The unequivocal leader, Bata India exports 80% of the total
canvas and rubber footwear from the country. Besides it has won
accolades and contract from famous companies like British Shoe
Corporation, Benson, Olivers, Marlow, Kidderminister, F.H Wills in
the UK, shoe city Inc and Pic N Pay stores in the USA as well as
Meldgaard and Peasted in France.
In the last five years more than 19 million pairs of footwear
were manufactured and exported by Bata India. International giants
such as Germany, USA, Holland, Denmark, New Zealand, France and
Canada have recognized and given the company international status
for quality excellence. And at home the company continued to win
the prestigious achievements year after year.
Mission Statement:With footwear marketing and manufacturing as
its core business to achieve success and become the biggest and
most skillful multiple retailing and distribution organization with
a dynamic, flexible and market responsive approach to present and
future opportunities for profitable growth. Success in the companys
mission will be measured by excellence in service to customers, the
integrity and ability of the employees confidence of the
shareholders and the suppliers and by being respected by the
community as a responsible corporate citizen. Thus the pursuit of
excellence continues.Future:Bata will remain a household name to
the people. It produces footwear for the family, with a chain of
modern stores all around the country and bringing in new trends and
brands extension to suit the needs of traditional and trendy. But
there is also the unseen facet of the company.Its giant
infrastructure and the network of people working towards one common
goal: to give to the customer, service and value that he deserves
through relentless search for quality and pursuit of excellence.
Looking towards the next century Bata India dreams bigger dreams,
with its feet firmly placed on reality. Even with optimism, this is
the golden profile of Bata India.
Always ahead in new designs, new features, new products. A
relentless search will continue for better quality and pursuit of
excellence. Bata aims to provide new shoes for its customers at
every step of their lives, everyweek.Bata will remain a household
name to the people of India. Making footwear for the family with a
chain of ultra-modern retail outlets all around the country and
bringing in new trends and designs to suit the needs of the trendy
and the traditional. Today, Bata has repositioned itself as a
marketing-driven company with emphasis on quality service and
production.
Awards:
Bata India is one of the top 10 brands according to the recent
survey by A and M. The company has won the third annual Images
Fashion Award for the most admired footwear company in 2003. Super
brand council, comprising captains of industries has selected BATA
as one of the super brands in India. The selection was largely
based on criteria such as the brands mind dominance, goodwill,
loyalty, trust and emotional bonding.
Meeting customer demands.
The Company today operates more than 1500 Retail outlets
spanning the entire length and breadth of the country. It has 26
Wholesale depots, serving more than 500 wholesalers. It sells
around 60 million pairs of shoes annually and markets international
brands, like Weinbrenner, Hush Puppies, Dr Scholls, Reebok, Nike,
Azaleia. The other most popular Bata brands are Power, Marie
Claire, Bata School shoes, Sandal, Bubble gummers, Bata Hawai and
Bata Industrial.
Popular brands
Bata is a household name in India and is the undisputed leader
in footwear technology. It manufactures and markets footwear for
every walk of life. It is the first Indian company to introduce
shoes using latest technology under its brand "Bata Tech". Among
its newest collection of technogy in Men's shoes are "Wind" with
in-built air-circulation technology, "Antishox" with shock
absorbing technology and "Flexible" the most bendable shoe with
in-built comfort feature and "Comfort" for women have become
breakthrough products in footwear industry.
Bata brands:
With more than eight renowned brands, which include Hush
Puppies, Marie Claire, Bubble Gummers, Power, we cater to a wide
range of choices all over the country. Hush Puppies are one of the
world's most comfortable shoes designed for both men and women.
Marie Claire is for today's fashion conscious women who love shoes,
which match their colorful and vibrant wardrobe. That's not all.
For those who want a tough shoe that can weather any storm, we have
Sandak to suit their needs. Weinbrenner is simply meant to take you
outdoors. With them on you can be rest assured about their rugged
character and durability. Kids can take their pick from Bubble
Gummers. Power is all about athleticism, for those who love sports
and enjoy sporting activities. 3.7 BATA STORES:
Flagship stores:
With over 4700 company owned retail stores spanning almost every
continent and over 100,000 independent retailers and franchisees
distributing Bata banner footwear the Bata banner is one of the
worlds most familiars 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 worlds
fashion capitals. Bata City stores offer urban customers the best
in todays fashion footwear and accessories. These stores are in
prime locations and provide a high level of customer service,
exclusive fashion shoe lines with complementary accessories and
contemporary shopping environment to discerning shoppers. Stores
are usually opened from Monday to Friday, from 9.30 to 20.30 and on
Sunday closed.Bata Superstores:Bata Superstores offer a wide
assortment of fashion, casual and athletic footwear for the entire
family. Located primarily in urban and suburban shopping malls,
these offer high value by providing good quality shoes at great
prices in an assisted service shopping environment.Bata Family
stores:
Bata is the worlds leading family footwear chain. Whether Prague
or Singapore, customers have learned to depend on Bata for a wide
assortment of comfortable, durable and fashionable footwear for the
entire family at reasonable prices. The products are primarily the
Bata brand, with carefully selected assortment of articles from
both local and international brands. Footwear, handbags, hosiery,
shoe care products- Bata Family stores are the trusted source
around the world.
Bata Value Stores:Bata has build the reputation on providing
high value to the consumer wherever they operate. Bata Value Stores
outlet centers, Bata Bazaar stores and depots- offers an incredible
wide assortment of very affordable footwear for the entire family.
The shopping environment is a self-service format for ease of
shopping. Footwear is attractive and durable and specifically
selected and sourced to meet the needs of the value conscious
customers.
3.8 SWOT ANALYSIS
STRENGTH:
1. Largest retailer network of 1300 outlets, 4000 franchises and
another 10000 dealers.
2. Brand awareness was established in the early 30s. People
associated Bata for quality and real value for money.
3. Brand loyalty: Bata has got its own brand of customers who
swear by the name Bata from medium class to premium class.
4. Bata is restructuring the retail operation where by it is
closing loss making stores and is planning of opening new stores
which are more viable.
WEAKNESSES:
1. Lagging in innovation: Bata has not been able to keep pace
with the latest changes taking place in the footwear market.
2. Cost structure: Cost structure is a big concern to Bata. Raw
material cost has increased mainly due to increase in price of
natural rubber by 44%. This is something that the industry players
are not being able to control. However employee cost was as high as
26% of sales as compared to 10% for the industry. Bata has not been
able to control this cost.
3. Competition: with the entry of the big international brands
like NIKE, LOTTO, WOODLAND, LEE, COOPER, etc Bata found it very
difficult to hold its market share.
4. Cash tied up in inventories: Bata invested a lot of money in
the inventories and fixed assets in the form of unused land
extensive network of dealer showroom for which maintenance and up
keeping is paid out which in return reduces profitability.
5. Low motivations among retailers outlets and sloppy
showrooms.OPPORTUNITIES:
1. Rapid growth of consumerism in state: With the rapid growth
of middle class in the state, the purchasing power of the average
person has increased. The awareness for the quality footwear has
created a rise in demand for quality footwear affordable
prices.
2. Even changing tastes of customer: The fashion conscious
customers always look for new styles and designs in favor. The
Indian footwear market is highly dynamic nature.
3. Bata expects to touch the 100 million pair mark from the
present 60 million pairs mark.
4. Tie-up: The tie-ups with Nike may attract more customers to
Bata showrooms.
5. Distribution Network: Batas distribution strength ensures
higher success profitability for new product segments.
6. Scope for mobilizing of funds widened.
7. Being an essential commodity the company can target all types
of income groups.THREATS:
1. Global competition: In the premium segment Bata has to fuse
stiff
competition with global players like Lotus
Bawa and Woodlands.
2. Raw-materials: Raw materials used by the company are
leather
hides and chemicals: high quality raw materials are
very critical to produce international standard
finished products.
3. Future outlook: The Company has launched a joint venture,
Mid
East Integrated Steel Ltd (MISH) with China
metallurgical import and export Corporation to its
leather segments; it has entered into the domestic
shoe market and is also likely to own retail in the
domestic shoe market as well as in the global
market. Export is its major thrust area. 3.9 MILESTONES OF BATA
IN INDIA1990- A highly versatile sample 18 station bicolour
injection moulding plant was installed in the Bangalore factory for
production of State of the art injection moulded shoes with
synthetic and textile uppers and specially developed PVC compounds
as soleing material.
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- Indias 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
latters products will be offered from select Bata outlets.
The companys debt- equity ratio is also set to improve
dramatically to 0.60:1 from 1.90:1 in December 1996 and 2.06:1 in
December 1996.
Bata India, a 51 per cent subsidiary of Canada based Bata Shoe
Organization, had last revalued its buildings in 1969, and the
latest exercise which will cover all fixed assets is expected to
substantially prop up its reserves.
1999- Bata needs to launch new products on a regular basis by
expanding its womens 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 Batas decision to
recast its retail outlets along four customer segments, into
Bazaar, Family, City, and Flagship stores, abandoning its
earlier territory based focus. At the same time the company
is
also planning to raise its advertising budget to 5% of
turnover
against 2% of turnover now.3.10 HUMAN RESOURCE DEPARTMENT
Introduction:
The manpower is the strength of any organization and every
organization tries to utilize the manpower sources optimally for
their fulfillment of the company objectives. Its with these
resources that all the other resources are mobilized and utilized
to achieve organizational objectives.
The main functions are:
1. To maintain good industrial relationship.
2. Recruitment of stuff, their training and development, the
Descriptions of jobs.
3. Performance evaluation.
4. Compensation policy.
5. To provide retirement and pension schemes.
6. Overall welfare policy of its employees.
This department plans, organizes, directs and controls the
procurement, development, compensation, interception, maintenance
and preparation of human resources the end that individual
organization and social objectives are accomplished. The major task
of dealing with HR department of Bata (I) Ltd are community
development, and fare administration training of personal improved
customer orientation development of appraisal system.
The role of HR department is advisory. It advises the management
for effective use of human resources. It also plans the manpower by
recruit and selecting them and providing them with sophisticated
programmes.
Mainly human resource department deals with mainly employee
related issues the various issues such as -
i)Employee Retention : Employee retention is obviously important
in a
business's ability to keep the most talented
people in the organization and avoid unwanted
turnover.
ii) Employee Training: Employee training is vital not only to
informed
Employees, but a safer workplace; and in many
cases, some form of employee safety training is
required
iii) Organizational Development: The field of organizational
development
(OD) is concerned with the
Performance, development, and
effectiveness of human organizations.
iv) Workers' Compensation: Workers' Compensation laws are
designed to ensure that employees who
are injured or disabled on the job are
Provided with fixed monetary awards,
eliminating the need for litigation.
v) Employee Benefits: Any really good job in today's
business
world will come with a set of employee
benefits, be it health insurance, 401(k),
or even gym memberships.
vi) Career Management & Planning: Mastering career
management and
planning can put you on the right to
track to succeed in any given
profession, and fortunately, there
are variety of websites on the Internet to
help you in that direction.
vii) Workforce Management: Workforce management is mostly
concerned with forecasting customer
interaction demand and creating agent
schedules that meet this demand within
targeted service level goals.
viii) Recruitment: Human resource department also
involved in recruitment of various
employees by conducting interviews,
various tests, and based on their
educational qualification, job will be
assigned for them.
ix)Employee Welfare
After employees have been hired, trained and
remunerated, they need to be retained and
maintained to serve the organisation better. Welfare facilities
are designed to take care of the well being of the employees- they
do not result any monetary benefit to the employees. For the more
than 12000 employees, training programmes ensure up gradation of
skills. Development of management abilities is constantly
encouraged and monitored. CHAPTER 4
ANALYSIS AND INTERPRETATION OF DATA
Table 4.1
Distribution of respondents according to age
FactorsNo of respondents Percentage (%)
Below 252033.33
26-352643.33
36-451016.67
46 and above46.67
Total 60100
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
FactorsNo of respondents Percentage (%)
Male 3558.33
Female 2541.67
Total 60100
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
FactorsNo of respondents Percentage (%)
Cashier 58.33
Sales man4066.67
Asst. manager 1016.67
Manager 58.33
Total 60100
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
FactorsNo of respondents Percentage (%)
Below 6000058.33
60000-8000058.33
80000-1000003558.33
100000 and above1525.01
Total 60100
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
FactorsNo of respondents Percentage (%)
One 1525
Two1525
Three1016.66
Four1016.67
Five and above1016.67
Total 60100
Sources: Primary Data
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 (%)
12033.33
21830
31220
4 and above 1016.67
Total 60100
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.
From the above study it is found that maximum respondents have a
tenure of service of 1 yearTable 4.7
Distribution of respondents according to no of promotion
FactorsNo of respondents Percentage (%)
Zero4066.66
One1016.66
Two610
Three & above46.67
Total 60100
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.
Table 4.8Distribution of respondents according to orders per
day
FactorsNo of respondents Percentage (%)
104066.67
91525
858.33
Total 60100
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.
Table 4.9
Distribution of respondents according to working hours
FactorsNo of respondents Percentage (%)
94066.67
82033.33
Total 60100
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
FactorsNo of respondents Percentage (%)
Five 2440
Six1830
Seven1525
Eight and above35
Total 60100
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 jobThe reason for selecting
the present jobTotal
The age of the respondent Good salaryMNCJob securityFriendly
atmosphereBetter careerCloser to residenceIncentives/
RewardsChallenging
Below 253123412218
16.7%5.6%11.1%16.7%22.2%5.6%11.1%11.1%100.0%
26-35003140019
.0%.0%33.3%11.1%44.4%.0%.0%11.1%100.0%
36-4504811422031
.0%12.9%25.8%3.2%45.2%6.5%6.5%.0%100.0%
46 and above010000012
.0%50.0%.0%.0%.0%.0%.0%50.0%100.0%
361352234460
5.0%10.0%21.7%8.3%36.7%5.0%6.7%6.7%100.0%
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 rewardsThe age of the respondentJob status based
rewardsCompetency based rewardsPerformance based rewardsMembership
Based Rewards Total
Below 252
(11.1)4
(22.2)12
(66.7)0
(0)18
(!00)
26-352
(22.2)2
(22.2)5
(55.6)09
(100)
36-459
(29)8
(25.8)13
(41.9)1
(3.2)31
(100)
46 and above02
(100)002
(100)
Total
() expressed as a %131630160
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
The average income of the respondentHighly
SatisfactorySatisfactoryUndecidedDissatisfactoryTotal
Below 60,00009
(81.8)2
(18.2)011
(100)
60,000-80,0002
(8.7)18
(78.3)2
(8.7)1
(4.3)23
(100)
80,000-1,0,0001
(9.1)10
(90.9)0011
(100)
1,00,000 and above1
(6.7)12
(80)2
(13.3)015
(100)
Total
() expressed as a %4496160
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 companyThe average income of the
respondentExcellentVery GoodModeratePoorVery PoorTotal
Below 60,0000
5
(45.5)6
(54.5)0011
(100)
60,000-80,0001
(4.3)8
(34.8)12
(52.2)1
(4.3)1
(4.3)23
(100)
80,000-1,0,0001
(9.1)5
(45.5)5
(45.5)0011
(100)
1,00,000 and above07
(46.7)8
(533)0015
(100)
Total
() expressed as a %225311160
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
The age of the respondentHighly
SatisfactorySatisfactoryUndecidedDis-satisfactoryTotal
Below 251
(5.6)13
(72.2)4
(22.2)018
(100)
26-3507
(77.8)2
(22.2)09
36-453
(9.7)23
(74.2)3
(9.7)2
(6.5)31
(100)
46 and above02
(100)002
(100)
Total
() expressed as a %4459260
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 policyTotal
The family sizeHighly
SatisfactorySatisfactoryUndecidedDis-satisfactory
One16007
14.3%85.7%.0%.0%100.0%
Two183113
7.7%61.5%23.1%7.7%100.0%
Three0102113
.0%76.9%15.4%7.7%100.0%
Four174012
8.3%58.3%33.3%.0%100.0%
Five and above1140015
6.7%93.3%.0%.0%100.0%
Total4459260
() 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 allowanceTotal
ExcellentVery GoodModeratePoor
The gender of the respondentMale22913347
4.3%61.7%27.7%6.4%100.0%
Female164213
7.7%46.2%30.8%15.4%100.0%
Total33517560
() 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 allowanceTotal
ExcellentVery GoodModeratePoor
The family sizeOne14117
14.3%57.1%14.3%14.3%100.0%
Two094013
.0%69.2%30.8%.0%100.0%
Three094013
.0%69.2%30.8%.0%100.0%
Four064212
.0%50.0%33.3%16.7%100.0%
Five and above274215
13.3%46.7%26.7%13.3%100.0%
Total33517560
() 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 systemTotal
Very importantImportantUndecidedNot so important
The gender of the respondentMale8371147
17.0%78.7%2.1%2.1%100.0%
Female 91113
15.4%69.2%7.7%7.7%100.0%
Total
() expressed as a %10462260
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 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 settingTotal
Strongly AgreeAgreeUndecidedDisagree
The age of the respondentBelow 252141118
11.1%77.8%5.6%5.6%100.0%
26-3516119
11.1%66.7%11.1%11.1%100.0%
36-454270031
12.9%87.1%.0%.0%100.0%
46 and above11002
50.0%50.0%.0%.0%100.0%
Total8482260
() 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 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 settingTotal
Strongly AgreeAgreeUndecidedDisagree
The average income of the respondentBelow 60,000181111
9.1%72.7%9.1%9.1%100.0%
60,000-80,0001210123
4.3%91.3%.0%4.3%100.0%
80,000-1,0,000470011
36.4%63.6%.0%.0%100.0%
1,00,000 and above2121015
13.3%80.0%6.7%.0%100.0%
Total8482260
() 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 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 settingTotal
Strongly AgreeAgreeUndecidedDisagree
The gender of the respondentMale7381147
14.9%80.9%2.1%2.1%100.0%
Female1101113
7.7%76.9%7.7%7.7%100.0%
Total8482260
() 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.
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 efficiencyTotal
To full extentPartiallyNot knownVery littleNot at all
The age of the respondentBelow 2551111018
27.8%61.1%5.6%5.6%.0%100.0%
26-35180009
11.1%88.9%.0%.0%.0%100.0%
36-4542330131
12.9%74.2%9.7%.0%3.2%100.0%
46 and above020002
.0%100.0%.0%.0%.0%100.0%
Total104441160
() 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.
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 efficiencyTotal
To full extentPartiallyNot knownVery littleNot at all
The average income of the respondentBelow 60,0000911011
.0%81.8%9.1%9.1%.0%100.0%
60,000-80,00051520123
21.7%65.2%8.7%.0%4.3%100.0%
80,000-1,0,0003710011
27.3%63.6%9.1%.0%.0%100.0%
1,00,000 and above21300015
13.3%86.7%.0%.0%.0%100.0%
Total104441160
() 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.
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 AgreeAgreeUndecidedDisagreeStrongly Disagree
Enrichment and Empowerment18
(30)32
(53.3)7
(17)3
(5)
060
(100)
Target Setting15
(25)29
(48.3)14
(23.3)2
(3.3)60
(100)
Quality of work
Of life14
(23.3)25
(41.7)17
(28.3)3
(5.0)1
(1.7)60
(100)
Participative Management11
(18.3)21
(35)18
(30)10
(16.7)60
(100)
Management By Objectives(MBO)14
(23.3)16
(26.7)21
(35)7
(11.7)2
(3.3)60
(100)
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.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND SUGGESTION:
5.1 FINDINGS:
In todays global environment organizations strive towards having
a productive group of employees, but this cannot happen only by
selecting and developing personal in a proper way. Individuals with
extra ordinary competence can be hired but still un organization
cannot be sure that they will perform satisfactorily.
The major ingredient is motivation which activates the potential
of employees.
From the data analysis the findings are as follows:
Most of the sales representative are the age group of 26-35
The average income of maximum sales representative exceeds
Rs.1,00,000/-
The majority of sales representative selected the job
considering good salary offered by Bata India Ltd.
Maximum sales representative are satisfied with the remuneration
being offered.
The majority of sales representative agree the salary offered by
Bata India Ltd. is own path with that of the industry
standards.
Maximum sales representative are satisfied by the incentive
scheme being practiced.
Majority of sales representative are extremely satisfied with
the leave policy of the company.
Maximum sales representative consider the medical allowances
benefit to be good.
Majority of sales representative consider flexible working hours
are very important.
Maximum sales representative consider individual target setting
to be very important.
Majority of sales representative consider team rewards play a
vital role in increasing individual efficiency.
Maximum sales representative consider the fringe benefits
programme practiced presently promotes and protects their well
being.
Majority of sales representative consider the system of
suggestion schemes does not lead to deriving benefits and
rewards.
Maximum sales representative consider the job facilities being
offered are satisfactory.
Majority of sales representatives are satisfied on discounts
they receive on companies products.
5.2 CONCLUSION
The footwear industry is one of the fastest and ever growing
industry in the world many multi national companies are operating
in this sector one of the important peculiarities about this
industry is that it is low margin industry.
India with its position of second largest populated country in
the world is the most attractive market for all industrial
giants.
Motivation is an important concept that has been receiving
considerable attention from organization the increasing attention
paid to motivation is justified because of various reasons, such
as
Motivated employees come out with new ways of doing jobs
Motivated employees are quality oriented
Motivated employees are more productive
Any new technology needs motivated employees to adapt it
successfully
However any motivation technique adopted will have its own
merits and demerits that is where the role of human resources
management is at its prime to decide what technique to adopt and
what not to.
5.3 Recommendations & Suggestions
The sales representatives of Bata India Limited are exerting a
great effort to perform because the present motivational techniques
adopted by the company are proving to be in the desired
direction.
From my study I have found some facts and some recommendations
which may be beneficial for the company to keep the motivational
levels at desired position.
As the company practices employee suggestions schemes, there is
a felling among the sales representatives that they suggestion
offered by them if proved to be beneficial for the organization do
not lead to rewards hence the company should keep the employees
motivated by giving them suitable rewards and recognition for
effective suggestions.
The benefits offered by the organization are proving to be
effective in motivating the employees as most of the sales
representatives are satisfied with the benefit system, however the
organization can adopt the system of flexible benefits which will
give sales representatives a menu of benefits from which they can
choose or tailor their benefits according to their individuals
needs and wants.
The system of job rotation will also keep the motivation level
as repetation of same type of job may lead to boredom.
Bata India ltd should organize programmes for representatives
which will help them develop close relationships and give them a
chance to interact with other members of the company.
BIBLIOGRAPHY
Books
Robin P Stephen(2000) Organisation Behaviour New Delhi Prentice
Hall of India.
Luthans Fred(1998) Organisation Behaviour, Eighth Edition,
McGraw- Hill International. K Ashwathappa (2002) Human Resource and
Personel Management, Third Edition, Tata McGraw-Hill P. Subba
Rao(2004) Management and Organisation Behaviour
Kothari C.R(2004) Research Methodology Methods and
Techniques.
Websites
http://www.Bataindia .com/page.php? kon = 5_2_0.
http://www.Bataindia .com/page.php? kon = 5_0_0
http://www.Bataindia .com/page.php? kon = 2=0
http://www.Footwearhistory.com/highrenbg.shtml
http://www.Footwearhistory.com/manaristdg.shtml
http://www.ncbi.nlm.nih.gov/entrez/query/statics/overview.html(a)
QUESTIONNAIRE
A Comprehensive Study on Employee Motivation at
Bata India limited
Dear Sir / Madam,
I, Payel Soor student of final semester MBA at Kristu Jayanti
College of Management & Technology, as a part of my curriculum
have undertaken the project on Employee Motivation with reference
to Bata India Limited, Bangalore. I would be grateful if you can
kindly co-operate with me by spending your precious time and
providing me valuable information needed for the project. Any
information received from you will be kept strictly
confidential.
PART A
1. Name :
2. Branch: .
3. Age :
a. below 25 b. b/w 26-35
c. b/w 36-45 d. 46 & above
4. Sex:
a. Male b. Female
5. Designation: ..
6. Average income:
a. Below 60000 b. b/w 60000-80000
c. b/w 80000-100000 d. 100000 & above
7. Family size:
a. One b. Two c. Three
d. Four e. Five & above
8. No of years of service: .
9. No of promotions: .
10. No of orders per day: .
11. No of working hours in a day :
12. No of leaves availed:
(b)PART-B
.13. What is the reason for selecting your present job?
a. Good salary b. Multi National Company
c. Job Security d. Friendly atmosphere
e. Better career f. Closer to residence
g. Incentives/ Rewards g. Challenging
14. What are the types of rewards practiced in the
organization?
a. Membership & Seniority based rewards
b. Job status based rewards
c. Competency based rewards
d. Performance based rewards
15. What is your opinion about the remuneration offered by the
company?
a. Highly satisfactory b. Satisfactory
c. Undecided d. Dissatisfactory
16. What is your opinion about the incentives offered by the
company?
a. Excellent b. Very good c. Moderate
d. Poor e. Very poor17. How is the leave policy practiced by the
organization?
a. Highly satisfactory b. Satisfactory c. Moderate
d. Dissatisfactory
(c)18. What is your opinion about the medical allowance benefit
offered by the company?
a. Excellent b. Very good c. Moderate
d. Poor
19. What is your opinion about the system of introducing
flexible working hours in the company?
a. Very important b. Important c. Undecided
d. Not so important
20. Do you think that the practice of individual target setting
helps in better performance?
a. Strongly agree b. Agree c. Undecided
d. Disagree
21. Do you feel that the team rewards increases the efficiency
of members?
a. Yes b. No
22. If yes, then to what extent does the team rewards helps in
increasing the efficiency of the members?
a. To full extent b. Partially c. Not known
d. Very little e. Not at all
23. Does the fringe benefits programme presently practiced
promotes and protects your well being?
a. Yes b. No
(d)
24. If the company wants to offer additional fringe benefits in
either cash or kind, please indicate your preference?
Cash Kind
25. Do you feel that the system of suggestion scheme adopted by
the organization has helped in deriving benefits?
a. Yes b. No
26. What is your opinion about the extent of job facilities
offered by the company?
a. Delightful
b. Satisfactory c. Moderate
d. Not satisfactory e. Poor
27. What do you feel about the level of discounts offered by the
company?
a. Very high b. High c. Medium
d. Low
e. Very low
28. Pick out the most important motivating factor for the
employee performance from the following:
a. Remuneration offered
b. Incentives given
c. Leave policy practiced
d. Medical allowance benefit
e. Introduction of flexible working hours
f. Individual target setting
(e)
g. Team rewards
h. Fringe benefits
28. Please express your agreement/ disagreement to the following
statements:
Strongly Agree Unknown Disagree Strongly
Agree disagree
a. Bata India Limited has enriched &
empowered me professionally
b. Target setting has enabled me to
perform better
c. The quality of work life in
Bata India Limited motivates one
to achieve target.
d. I am given considerations in
management decisions.
e. Management by Objective is beneficial
for all.
27. BATA India Limited is seriously reviewing the existing H.R
practices to enhance the motivational level of its sales
representatives, kindly give 3 most important suggestions that can
further improve the degree of motivation:
1.
2.
3.
THANK YOU
Nature of HRM
HRM
Employee Hiring
Employee & Executive Remuneration
Employee Motivation
Employee Maintenance
Industrial Relations
Prospects Of
HRM
1
Identifies Needs
6
Reassess needs deficiencies
Employee
2
Searches for ways to satisfy needs
3
Engages in goal directed behaviour
4
Performs
5
Receives rewards or punishment
PAGE