Professional Documents
Culture Documents
Date:
(iii)
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 express my sincere gratitude and special thanks to all who supported me for
their valuable suggestions and keen interest which are extremely helpful in shaping
this project work to success.
Payel Soor
This project study mainly focuses on various factors that influence the degree of
motivation among the sales representatives of Bata India ltd.
In order to get relevant primary data structured mainly close ended questionnaire
was designed and administered for a sample size of 100 respondents (sales
representatives of Bata India ltd) in and around Bangalore city also an informal
interview discussion was undertaken with selective few management representatives
in the company.
Company’s human resource policies procedures and other documents also
were referred as secondary source of data. With the help of simple but relevant
statistical method of the data was organized and analyzed.
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.
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.
Nature
of HRM
Employee
Hiring
Prospects
Of
HRM
Employee
Maintenanc
Employee e
Motivation
SCOPE OF HRM
MODEL OF HRM
OBJECTIVES OF HRM
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.
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.
1
Identifies
Needs
6 2
Reassess needs Searches for ways
deficiencies to satisfy needs
Employee
5 3
Receives rewards Engages in goal
or punishment 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
a. The individual: Human needs are both numerous and complex. Some of these
needs cannot be described and identified because people hide their real needs
under the cover of socially accepted behavior. It is the duty of the manager to
match individual needs and expectations to the type of rewards available in the job
setting.
b. The organization: The climate in the organization must be conducive to human
performance. Climate plays an important part in determining worker’s motivation.
The climate in an organization is determined by a number of variables such as its
leadership style, autonomy enjoyed by members, growth prospects, emotional
support from members, rewards structure, etc.
c.The environment: A worker does not live in two separate worlds, one inside the
factory and the other outside it. The troubles and pleasure of off-the-job life cannot be
put aside when reporting for work in the morning, nor can factory matters be dropped
when returning home after work.
1. 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.
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
Kristu Jayanti College of Management and Technology 14
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
RESEARCH DESIGN OF THE STUDY
2.1 INTRODUCTION:
Motivation is the process which starts with psychological or physiological needs that
initiates behavior that is aimed at achieving the goals. The objective of motivation is
to exploit the unused potential in people that are to be motivated so that such
exploitation results in greater efficiency, higher production and better standard of
living of the people. Motivated employees always look for better ways of doing a job,
quality oriented, more production, stimulated to accomplish desired goals, boost the
employee morale, etc. motivation in simple terms may be understood as a set of forces
that cause people to behave in a goal oriented way. A study on motivation of
employees would benefit an organization to improve its HR productivity.
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.
2.4 METHODOLOGY:
Data Base:
This study is based on both primary data and secondary data. A structured
interview schedule would be used to collect the primary data from the sales
representatives of Bata India Limited. The secondary data for the study of annual
reports of Bata India Limited and published literature including internet.
Sample Design:
A multi- stage random sampling procedure would be followed to select the sample
respondents. At the first stage, the sample units would be chosen. Bata India
Limited has 60 outlets in Bangalore. 3 outlets each from the north, south, east and
west zones of Bangalore would be chosen. Bata India Limited has 320 sales
representatives. The sample size comprises of 60 respondents ie 5 respondents
from each sample outlet.
Data Analysis
Appropriate but simple analytical methods like cross tabulation, pie-charts, bar
charts, chi-squares, etc would be employed to analyze and interpret the data
collected.
2.6 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.
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”.
1920’s:
Mass production and the development of affordable synthetic fabrics granted
everyone to access to beautiful clothing and shoes. The foot became a focal
point of fashion. Shoe styles were influenced by crazes like the Carleton, a
dance that demanded a security fastened shoe with a low heel and a closed toe.
A single bar pump with a pointed toe high waisted heel and one tiny covered
button was the most common style. High tongued cutaway decorated cross
over and t strap were most popular elements.
Bright fabrics and brilliantly dyed leather including metallic were used to
create some of the most exiting shoes ever seen. Fabulous harem slippers and
slides were among the favorites. A number of luxury materials including rich
brocades, satin, silk and velvets often embellished with metallic overstitching,
embroidery or beading were employed. The heels were often works of art in
themselves made of such materials as Bakelite, Wedgwood, Jasperware or
1930’s:
Designers began to experiments with shoe fashion. Plan form shoes made their
first 20th century appearance in the late 1930’s. Created by designer such as
Salvotore Ferrogamo and Andre Perugia these platforms were created from
wood, cock and other materials due to shortage of leather and a war ban on
rubber.
Shoes were also higher in a vamp, making them look ‘chubbier’. Sandals
were increasingly popular reflected in the strappy evening shoes with open
toes revealing sheer, silk hose. Men were beginning to wear more spectators’
loafers and fewer boots. Women seeking sensible, low heeled footwear.
1940’s:
By 1940, the average American women owned five pairs of shoes. But the
1941 bombing of Pearl Harbor thrust the country into war and created a wave
of nationalism. The democratic world was truly in peril and everyone banded
together to fight against fascism.
Overseas leather was now restricted to military use, so shoe designers were
forced to be increasingly clever. Every imaginable material was incorporated
into shoes, but reptile skins and mesh were most successful substitutes. Cork
or wood soled ‘wedgies’ were such advertising as Vogue’s “Make Do &
Mend” campaign. Factories were converted for consumer’s goods production
military production. U.S rationing rule limited the height of shoe heels to one
inch and allowed for only six color choices: stockings were also unavailable.
Magazines and beauty salons helped out by offering tips on how to paint legs
with black sea and tans using makeup. This being unpractical as an ongoing
ritual, ankle socks became increasingly popular.
1990’s:
Is there anything new under the sun? The 90’s are an amalgamation of this
century’s style. Diversity has a concept in the 1990’s and its influence is
Kristu Jayanti College of Management and Technology 21
reflected very obvious in fashion. Shoes are no longer confined to handful of
styles; they are available in every conceivable style and make for any
occasion.
Today footwear industry through the assimilation of scientific methods
and function of research has undergone drastic change.
3.3 INTRODUCTION:
The organization is the world’s largest manufacturer and marketer of
footwear. It has 83 companies spread all over the globe both in developed and
developing countries. The organization is a leader in the use of modern
technology and the latest management and marketing techniques. It operates
6300 company owned stores all over the world. These include Bata family,
Athletes world, Bubble gummers, Myers, Rizzi, Heyraud and Marie Claire
stores. In addition Bata has over 50000 independent retailers. The combined
production and sales 270,000,000 pairs of shoes per year. The Bata Shoe
Organization has 67,000 employees on its rolls today.
household name in the country since its operation began in 1931 the modest
factory in Konnagar of West Bengal representing Bata Ltd has mushroomed
into a corporate giant in India’s industrial map.
The biggest footwear marker has a wide wing span; it covers the entire
length and breath of the country. The company prides itself in having 4
manufacturing units, 2 tanneries and a number of ancillary units pursuing and
active policy of encouraging exports since 1935. Bata India exports the largest
number of canvas shoes from the country.
Environment:
Thinking Green..... It has been Bata India's Endeavour to preserve the
environment. Saving the Ganga is a project that has made a significant
contribution in this direction. Bata at a considerable cost has ensured that the
effluents from the tanneries are treated in a state-of-the-art effluent treatment
plants so that they do not pollute the river at Batanagar and Mokamehghat.
Bata was one of the first companies to come forward to preserve nature, when
it joined hands with World Wide Fund (WWF) to protect the natural
environment and its wildlife. Through an arrangement with the apex body of
WWF, a part of the sale proceeds from "Power WWF" collection T-shirts
were donated to the WWF. Afforestation programme along with "Save the
Ganga Project" brought many laurels and kudos to our Mokamehghat
Tannery. Planting of trees is routinely carried out at all Bata Units.
The factory at Bangalore was considered to be the best maintained garden in
Peenya Industrial Area.
This stability helps to nurture individual career goals and aspiration. Whether
it is a hobby or dream Bata India is always ready to stretch a helping hand.
Employees’ welfare is woven into the fabric of the company’s philosophy.
Proper housing, modern medical facilities and a clean cheerful environment
where children can thrive and prosper are some of the Bata India’s
imperatives. This apart the corporate responsibility of promoting
professionalism is also a part of the company’s credit. At every office factory
or shop quality and excellence are demanded and received.
Operation of Bata:
Once the footwear industry was a cottage industry. Today, Bata India is proud
to have elevated into a full-blown industry with considerable volume and
prestigious position. To remain at the top, Bata India invested substantial
amount of capital in developing and in keeping abreast with new technology at
current knowledge level. Training over 4000 employees every year in different
discipline. Pre-empting market needs the employees are installed into thinking
beyond today planning ahead for tomorrow.
Objectives of Bata:
Retailing in Bata:
Recently there has been a tremendous change in the country retail scene. The
retail boom has hit India. Bata India a pioneer in retailing was ready to meet
the challenges of the 90’s well located stores cater to the needs of customers
according to their expectation and lifestyles.
Bata India operates a unique chain of 1230 retail outlets, 100 franchise stores
and more than 300 wholesalers backed by 12 computerized distribution
centers and 4-franchise distribution centers located at strategic places it
operates in 23 depots that supply 300 wholesalers.
These in turn serve more than 10000 BSC retailers outlets literally in the
outback to meet the footwear need of the country. This dual servicing policy
has given the company a unique edge over others.
Quality, the key to better business has opened the doors to Bata India has
golden opportunity, Adidas, selected the company for collaboration venture in
India. Bata
India is the owner of his brand in the country. The shoes are being produced at
Batanagar and at Bangalore.
Bata Exports:
The unequivocal leader, Bata India exports 80% of the total canvas and rubber
footwear from the country. Besides it has won accolades and contract from
In the last five years more than 19 million pairs of footwear were
manufactured and exported by Bata India. International giants such as
Germany, USA, Holland, Denmark, New Zealand, France and Canada have
recognized and given the company international status for quality excellence.
And at home the company continued to win the prestigious achievements year
after year.
Mission Statement:
With footwear marketing and manufacturing as its core business to achieve
success and become the biggest and most skillful multiple retailing and
distribution organization with a dynamic, flexible and market responsive
approach to present and future opportunities for profitable growth. Success in
the company’s mission will be measured by excellence in service to
customers, the integrity and ability of the employees’ confidence of the
shareholders and the suppliers and by being respected by the community as a
responsible corporate citizen. Thus the pursuit of excellence continues.
Future:
Bata will remain a household name to the people. It produces footwear for the
family, with a chain of modern stores all around the country and bringing in
new trends and brands extension to suit the needs of traditional and trendy.
But there is also the unseen facet of the company.
Its giant infrastructure and the network of people working towards one
common goal: to give to the customer, service and value that he deserves
through relentless search for quality and pursuit of excellence. Looking
towards the next century Bata India dreams bigger dreams, with its feet firmly
placed on reality. Even with optimism, this is the golden profile of Bata India.
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.
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
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.
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 Superstores:
Bata Superstores offer a wide assortment of fashion, casual and athletic
footwear for the entire family. Located primarily in urban and suburban
shopping malls, these offer high value by providing good quality shoes at
great prices in an assisted service shopping environment.
Bata Family stores:
Bata is the world’s leading family footwear chain. Whether Prague or
Singapore, customers have learned to depend on Bata for a wide assortment of
comfortable, durable and fashionable footwear for the entire family at
reasonable prices. The products are primarily the Bata brand, with carefully
selected assortment of articles from both local and international brands.
Footwear, handbags, hosiery, shoe care products- Bata Family stores are the
trusted source around the world.
STRENGTH:
1. Largest retailer network of 1300 outlets, 4000 franchises and another 10000
dealers.
2. Brand awareness was established in the early 30’s. People associated Bata
for quality and real value for money.
3. Brand loyalty: Bata has got its own brand of customers who swear by the
name Bata from medium class to premium class.
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
Kristu Jayanti College of Management and Technology 32
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.
OPPORTUNITIES:
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.
7. Being an essential commodity the company can target all types of income
groups.
THREATS:
Introduction:
The manpower is the strength of any organization and every organization
tries to utilize the manpower sources optimally for their fulfillment of the
company objectives. It’s with these resources that all the other resources are
mobilized and utilized to achieve organizational objectives.
Mainly human resource department deals with mainly employee related issues
the various issues such as -
CHAPTER 4
ANALYSIS AND INTERPRETATION OF DATA
Table 4.1
Distribution of respondents according to age
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
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
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
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
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
From the above table it is found that 33.33% have 1year of service, 30% are in
2 years of service, 20% of respondents have 3 years of service and the remaining
6.67% of respondents have 4 and above years of service.
From the above study it is found that maximum respondents have a tenure of
service of 1 year
Table 4.7
Distribution of respondents according to no of promotion
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 4.8
Distribution of respondents according to orders per day
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
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
From the above study it is found that maximum respondents have availed 5
leaves.
Table 4.11
3 6 13 5 22 3 4
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.
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 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.
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.
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
From the above study it is found that of the respondents feels that the
incentives being offered are moderate.
Table 4.15.
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.
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.
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.
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.
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.
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
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.
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.
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
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
Target Setting 15 29 14 2 60
(25) (48.3) (23.3) (3.3) (100)
Quality of work 14 25 17 3 1 60
Of life (23.3) (41.7) (28.3) (5.0) (1.7) (100)
Participative 11 21 18 10 60
Management (18.3) (35) (30) (16.7) (100)
Management By 14 16 21 7 2 60
Objectives(MBO) (23.3) (26.7) (35) (11.7) (3.3) (100)
Sources: Primary Data
From the above table we can find out the motivating factors which influences the
performance. It is evident from the study that most of the respondents(53.3%) agrees
that Bata helps in enriching and empowering them professionally. It is also found that
48.3% of the respondents feels that the policy of target setting has enabled them to
perform better. The majority of the respondents(41.7%) are of the opinion that Bata
has motivated them to achieve their targets. Most of them feel that Bata has given
them due considerations in the management decision makings. It is also found that
majority of the respondents are undecided whether MBO is beneficial for them or not.
Factorisation has been used to analyse the data.
5.1 FINDINGS:
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.
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.
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.
• 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
Websites
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
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
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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
15. What is your opinion about the remuneration offered by the company?
a. Highly satisfactory b. Satisfactory
c. Undecided d. Dissatisfactory
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16. What is your opinion about the incentives offered by the company?
a. Excellent b. Very good 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?
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a. To full extent b. Partially c. Not known
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
27. What do you feel about the level of discounts offered by the company?
a. Very high b. High c. Medium
28. Pick out the most important motivating factor for the employee performance from
the following:
a. Remuneration offered
b. Incentives given
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c. Leave policy practiced
(e)
g. Team rewards
h. Fringe benefits
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:
Kristu Jayanti College of Management and Technology 67
1. ………………………………………………………………………………………
2. ………………………………………………………………………………………
3. ………………………………………………………………………………………
THANK YOU