EXECUTIVE 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 1
INTRODUCTION

Human Resource Management is a management function that helps organizations to

recruit, select, train, and develop members in an organization.
Only human resource management is obviously one function which is concerned with
peoples dimension in organization.
All major activities in the working life of an employee, that is from the time of
employees entry into the organization to the time employees leaves the organization
all the activities come under the purview of human resource management. The
activities are human resource management are human resource planning, job
analysis, job design, recruitment, selection, orientation and placement, training and
development, performance appraisal and job evaluation, employee and executive
remuneration, motivation and communication, welfare, safety and health, industrial
relations.
FIGURE 1.1

Nature
of HRM
Employee
Hiring

Prospects
Of
HRM

HRM

Employee &
Executive
Remuneration

Industrial
Relations

Employee
Motivation

SCOPE OF HRM
FIGURE 1.2

Employee
Maintenanc
e

MODEL 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.

MOTIVATION
1.1 Introduction:A manager gets results through other people. His effectiveness depends, to a large
extent, on the willingness of his employees to do the assigned tasks with interest and
enthusiasm. Motivation is the work a manager performs to inspire and encourage
people to take required action.

Definition of motivation:According to Scott,

Motivation is a process of stimulating people to action to accomplish desired goals.
Motivation is a process which starts with a psychological or physiological need that
initiates behavior that is aimed at achieving the goal.

Motivating employees is a challenge for organizations:Motivational framework indicates that motivation is a simple process but in reality
this task of motivating employees is very daunting.
One reason why motivation is a difficult task is that the workforce is always changing.
Employees join organizations with different needs and expectations. Their values,
beliefs, backgrounds, lifestyles, perceptions and attitudes vary. Not many
organizations understand and also are not clear about the ways in which these diverse
work forces can be motivated.

FIGURE 1.3
1
Identifies
Needs
2
Searches for ways
to satisfy needs

6
Reassess needs
deficiencies

Employee

5
Receives rewards
or punishment

3
Engages in goal
directed behaviour
4
Performs

1.2 Importance of motivation in organizations:The success of an organization ultimately depends on how effectively managers are
able to motivate their subordinates. In the words of Allen, poorly motivated people
can nullify the soundest organization. The following points bring out the importance
of motivation
1. Motivated employees always look for better ways of doing a job.
2. Motivated employee is quality oriented.
3. Motivated employees are more productive.
4. Motivated employees remain in the organizations for a longer period of time.
5. To stimulate employee to accomplish desired goals.
6. To boost the employee morale.
7. To develop sound human relations.
8. To develop sound team spirit.
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 creativity

MANGEMENT BY OBJECTIVE:
MBO means a set of procedures that begins with goal setting and contributes through
performance reviews. In this system participants become ego-involved in decisions
they made and tend to accept decisions as their own and feel personality responsible
for implementing them.

FLEXIBLE WORKING HOURS:

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 councils

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.

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 Analysis
Appropriate but simple analytical methods like cross tabulation, pie-charts, bar
charts, chi-squares, etc would be employed to analyze and interpret the data
collected.

2.5 SCOPE OF THE STUDY:

The scope of the study is to understand the present motivational techniques practiced
in the organization and how Bata can enhance the present motivational level by
adopting suitable motivational techniques.
The study will be undertaken at its Bangalore 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 8 th century
introduced beautiful soft dyed leather known as cordovan. Their shoes covered
the foot and ankle. They came to be called Babylonian Shoes.
This history of shoe varies apart of all history. In the beginning necessary
dictated style and then through conquest travel and trade styles were
exchanged among the people of the world. Materials varied decoration in
footwear popular to points of becoming excessive and ludicrous.
Once shoes were produced by craftsmen, shoemakers in single pairs,
each cut, stitched and tacked by hand in time consuming, laborious method
has now changed into vast industry in which 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 ORGANISATION

Asias 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
inline 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
inbuilt 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 INDIA

1990- 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
its retail outlets along four customer segments, into
Family, City, and Flagship stores, abandoning its

recast

Bazaar,
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

Factors
Below 25
26-35
36-45
46 and above
Total

No of respondents
20
26
10
4
60

Percentage (%)
33.33
43.33
16.67
6.67
100

Sources: Primary Data

From the above table it is found that 33.33% are in the age group of below 25,
43.33% are in the age group of 26-35, 16.67% of respondents are in the age group of
36-45, and the remaining 6.67% of respondents are in the age group of 46 and above.
From the above study it is found that maximum respondents are in the age
group of 26-35.

Table 4.2
Distribution of respondents according to gender

Factors
Male
Female
Total

No of respondents
35
25
60

Percentage (%)
58.33
41.67
100

Sources: Primary Data

From the above table it is found that 58.33% are male and remaining are
female.
From the above study it is found that maximum respondents are male.

Table 4.3
Distribution of respondents according to designation

Factors
Cashier
Sales man
Asst. manager
Manager
Total

No of respondents
5
40
10
5
60

Percentage (%)
8.33
66.67
16.67
8.33
100

Sources: Primary Data

From the above table it is found that 8.33% are cashier, 66.67% are sales man,
16.67% are asst. manager and remaining are manager.

From the above study it is found that maximum respondents are sales man.

Table 4.4
Distribution of respondents according to average income

Factors
Below 60000
60000-80000
80000-100000
100000 and above
Total

No of respondents
5
5
35
15
60

Percentage (%)
8.33
8.33
58.33
25.01
100

Sources: Primary Data

From the above table it is found that 8.33% are below 60000, 8.33% of
respondents have an average income of 60000-80000, 58.33% of respondents have an
average income of 80000-100000, and remaining 25.01% of respondents have an
average income of 100000 and above.
From the above study it is found that maximum respondents have an average
income of 80000-100000

Table 4.5
Distribution of respondents according to family size

Factors
One
Two
Three
Four
Five and above
Total

No of respondents
15
15
10
10
10
60

Percentage (%)
25
25
16.66
16.67
16.67
100

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
1
2
3
4 and above
Total

No of respondents
20
18
12
10
60

Percentage (%)
33.33
30
20
16.67
100

Sources: Primary Data

From the above table it is found that 33.33% have 1year of service, 30% are in
2 years of service, 20% of respondents have 3 years of service and the remaining
6.67% of respondents have 4 and above years of service.
From the above study it is found that maximum respondents have a tenure of
service of 1 year

Table 4.7
Distribution of respondents according to no of promotion

Factors
Zero
One
Two
Three & above
Total

No of respondents
40
10
6
4
60

Percentage (%)
66.66
16.66
10
6.67
100

Sources: Primary Data

From the above table it is found that 66.66% have no promotion, 16.67% have one
promotion, 10% of respondents have 2 and the remaining 6.67% of respondents have
3 and above
From the above study it is found that maximum respondents did not receive
any promotions.

Table 4.8
Distribution of respondents according to orders per day

Factors
10
9
8
Total

No of respondents
40
15
5
60

Percentage (%)
66.67
25
8.33
100

Sources: Primary Data

From the above table it is found that 40% of respondents meet the target of 10
orders per day, 25% meets 9, and 8.33% of respondents meets 8 orders
From the above study it is found that maximum respondents meets the order of
10 per day.

Table 4.9
Distribution of respondents according to working hours

Factors
9
8
Total

No of respondents
40
20
60

Percentage (%)
66.67
33.33
100

Sources: Primary Data

From the above table it is found that 66.67% of respondents have 9 working
hours and remaining respondents have 8 working hours.
From the above study it is found that maximum respondents are having 9
working hours.
Table 4.10
Distribution of respondents according to no of leaves availed

Factors

No of respondents

Percentage (%)

Five
Six
Seven
Eight and above
Total

24
18
15
3
60

40
30
25
5
100

Sources: Primary Data

From the above table it is found that 40% of respondents have availed 5
leaves, 30% have 6, 25% of respondents have 7 and remaining respondents have 8
and above leaves availed.
From the above study it is found that maximum respondents have availed 5
leaves.

Table 4.11

The age of the respondent

Good salary
Below 25
3

26-35

36-45

46 and above

MNC
1

The reason for selecting the present job

Friendly
Job security
atmosphere
Better career
2
3
4

Closer to
residence

Incentives/
Rewards
1

16.7%

5.6%

11.1%

16.7%

22.2%

5.6%

11.1%

.0%

.0%

33.3%

11.1%

44.4%

.0%

.0%

14

.0%

12.9%

25.8%

3.2%

45.2%

6.5%

6.5%

.0%

50.0%

.0%

.0%

.0%

.0%

.0%

13

22

5.0%

10.0%

21.7%

8.3%

36.7%

5.0%

6.7%

The reason for selecting the present job

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 age of
the
respondent
Below 25

The types of rewards

Job
Competency Performance
status
based
based
based
rewards
rewards
rewards

2
(11.1)

4
(22.2)

12
(66.7)

Membership
Based
Total
Rewards
0
18
(0)
(!00)

26-35

2
(22.2)

2
(22.2)

5
(55.6)

36-45

9
(29)

8
(25.8)

13
(41.9)

1
(3.2)

2
(100)

2
(100)

16

30

60

46 and
above

Total
()
13
expressed
as a %
Sources: Primary Data

9
(100)
31
(100)

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 average
income of the
respondent

The remuneration offered

Highly
Satisfactory
Undecided
Satisfactory

Below 60,000

Total
Dissatisfactor
y

9
(81.8)

2
(18.2)

60,000-80,000

2
(8.7)

18
(78.3)

2
(8.7)

1
(4.3)

80,0001,0,000

1
(9.1)

10
(90.9)

1,00,000 and
above

1
(6.7)

12
(80)

2
(13.3)

Total
() expressed
as a %

49

11
(100)
2
3
(10
0)
1
1
(10
0)
1
5
(10
0)

6
0

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
average
income of
the
responden
t

Excelle
nt

The incentives offered by the company

Moderate
Poor

Very Good

Very
Poor

Total

Below
60,000

5
(45.5)

6
(54.5)

1
(4.3)

8
(34.8)

12
(52.2)

1
(4.3)

1
(4.3)

80,0001,0,0
00

1
(9.1)

5
(45.5)

5
(45.5)

1,00,000
and above

7
(46.7)

8
(533)

60,00080,00
0

Total
()
2
expresse
d as a %
Sources: Primary Data

25

31

11
(100)

23
(100)
11
(100)

15
(100)

60

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
respondent
Below 25
26-35

Highly
Satisfactory
1
(5.6)
0

Satisfactory
13
(72.2)
7
(77.8)

Undecided
4
(22.2)
2
(22.2)

Dissatisfactory

Total

18
(100)

36-45

3
(9.7)

46 and
above
Total
()
expressed
as a %

23
(74.2)
2
(100)

2
(6.5)

(9.7)

45

31
(100)
2
(100)
60

Sources: Primary Data

From the above table it is found that most of the respondents irrespective of all age
group are satisfied with the leave policy practiced by Bata India Limited. They feel
that the organization has a concern to their employees and they provides them leave
when they required.
From the above study it is found that of the respondents are satisfied with the
leave policy practiced by the organization. It acts as a motivating factor to them.
Table 4.16
The leave policy being practised
The leave policy
Highly
Satisfactory
1
14.3%

The family size

One
Two
Three
Four
Five and above
Total
() expressed as a %

Satisfactory
6
85.7%

Total

Undecided
0
.0%

Dissatisfactor
y
0
.0%

7
100.0%

13

7.7%

61.5%

23.1%

7.7%

100.0%

10

13

.0%

76.9%

15.4%

7.7%

100.0%

12

8.3%

58.3%

33.3%

.0%

100.0%

14

15

6.7%

93.3%

.0%

.0%

100.0%

45

60

6.7%

75.0%

15.0%

3.3%

100.0%

Sources: Primary Data

From the above table it is found that most of the respondents with the family size of 5
& above are satisfied with the leave policy being practiced by Bata India Limited.
From the above study it is found that of the respondents are satisfied with the
leave policy being practiced.
Table 4.17
Satisfaction level of the medical allowance being offered
The medical allowance
Excellent
The gender of
the respondent

Male

Very
Good

Moderat
e
29

13

Total
Poor
3

47

4.3%

61.7%

27.7%

6.4%

100.0%

13

7.7%

46.2%

30.8%

15.4%

100.0%

35

17

60

5.0%

58.3%

28.3%

8.3%

100.0%

Female

Total
() expressed as a %

Sources: Primary Data

From the above table it is found that most of the male respondents are more satisfied
with the medical allowance being provided by the Bata India Limited. The
respondents feel that the company follows good medical allowance policies.
From the above study it is found that of the respondents are satisfied with the
medical allowance being practiced.
Table 4.18
Opinion on the medical allowance practised
The medical allowance
Excellent
The
family
size

Very
Good

Moderat
e

Total
Poor

One

Two
Three
Four
Five and
above
Total
() expressed as a %

14.3%

57.1%

14.3%

14.3%

100.0%

13

.0%

69.2%

30.8%

.0%

100.0%

13

.0%

69.2%

30.8%

.0%

100.0%

12

.0%

50.0%

33.3%

16.7%

100.0%

15

13.3%

46.7%

26.7%

13.3%

100.0%

35

17

60

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 syste

Total

Very
important
The gender of
the respondent

Male

Importa
nt

Undecide
d

Not so
important

37

47

17.0%

78.7%

2.1%

2.1%

100.0%

13

15.4%

69.2%

7.7%

7.7%

100.0%

10

46

60

Femal
e
Total
() expressed as
a%

Sources: Primary Data

From the above table it is found that most of the respondents feel that the introduction
of flexible working hours are important. Mostly females respondents feel that it is
better as they has to look after their homes as well as their jobs. So they feel if they do
not have any particular timings fixed then it will be better for them.
From the above study it is found that of the respondents are in favour of
introduction of flexible working hours. They feel that if it is being introduced then it
will enable them to perform better.
Table 4.20
Performance of the employees based on individual target setting
Individual target setting
Undecide
Agree
d

Strongly
Agree
The age of the
respondent

Below 25

26-35

36-45

46 and
above
Total
() expressed as a %

Total
Disagree

14

18

11.1%

77.8%

5.6%

5.6%

100.0%

11.1%

66.7%

11.1%

11.1%

100.0%

27

31

12.9%

87.1%

.0%

.0%

100.0%

50.0%

50.0%

.0%

.0%

100.0%

48

60

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 setting
Undecide
Agree
d

Strongly
Agree
The average
income of the
respondent

Total
Disagree

Below 60,000

60,000-80,000

80,000-1,0,000

1,00,000 and above

Total
() expressed as a %

11

9.1%

72.7%

9.1%

9.1%

100.0%

21

23

4.3%

91.3%

.0%

4.3%

100.0%

11

36.4%

63.6%

.0%

.0%

100.0%

12

15

13.3%

80.0%

6.7%

.0%

100.0%

48

60

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 setting
Undecide
Agree
d

Strongly
Agree
The gender of
the respondent

Male

Female

Total
() expressed as a %

Sources: Primary Data

Total
Disagree

38

47

14.9%

80.9%

2.1%

2.1%

100.0%

10

13

7.7%

76.9%

7.7%

7.7%

100.0%

48

60

13.3%

80.0%

3.3%

3.3%

100.0%

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 efficiency
To full
extent
The age of the
respondent

Partially

Below 25

Total

Very little

Not at all

11

18

27.8%

61.1%

5.6%

5.6%

.0%

100.0%

11.1%

88.9%

.0%

.0%

.0%

100.0%

23

31

12.9%

74.2%

9.7%

.0%

3.2%

100.0%

.0%

100.0%

.0%

.0%

.0%

100.0%

10

44

60

16.7%

73.3%

6.7%

1.7%

1.7%

100.0%

26-35

36-45

46 and
above
Total
() expressed as a %

Not
known

Sources: Primary Data

From the above table it is found that most of the respondents with the age group of 3645 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

To full
extent
The average
income of the
respondent

The extend of team rewards increasing efficiency

Partially
Not
Very little
Not at all
known

Total

Below 60,000

60,000-80,000

11

.0%

81.8%

9.1%

9.1%

.0%

100.0%

15

23

21.7%

65.2%

8.7%

.0%

4.3%

100.0%

80,000-1,0,000

11

27.3%

63.6%

9.1%

.0%

.0%

100.0%

13

15

13.3%

86.7%

.0%

.0%

.0%

100.0%

10

44

60

16.7%

73.3%

6.7%

1.7%

1.7%

100.0%

1,00,000 and
above
Total
() expressed as a %

Does team rewards helps in efficiency of the member

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 Agree
Agree
Enrichment and
18
32
Empowerment
(30)
(53.3)
Target Setting

15
(25)

Quality of work 14
(23.3)
Of life
11
Participative
(18.3)
Management
Management By 14
(23.3)
Objectives(MBO)
Sources: Primary Data

29
(48.3)
25
(41.7)
21
(35)
16
(26.7)

Undecided Disagree Strongly

Disagree
7
3
0
60
(17)
(5)
(100)
14
(23.3)
17
(28.3)
18
(30)
21
(35)

2
(3.3)
3
(5.0)
10
(16.7)
7
(11.7)

1
(1.7)

2
(3.3)

60
(100)
60
(100)
60
(100)
60
(100)

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, McGrawHill 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
4. Sex:
a. Male

d. 46 & above
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
d. Four

b. Two

c.

Three

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
Company

b. Multi National

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

d. Poor

e. Very poor

c. Moderate

17. How is the leave policy practiced by the organization?

a. Highly satisfactory
b. Satisfactory

d. Dissatisfactory

c. Moderate

(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

d. Very little

e. Not at all

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

d. Not satisfactory

e. Poor

27. What do you feel about the level of discounts offered by the company?
a. Very high

d. Low

b. High

c. Medium

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

beneficialfor 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