Employee Motivation at Bata India LTD

A COMPREHENSIVE STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD. Dissertation submitte in !
artia" #u"#i""ment o# t$e re%uirements #or t$e a&ar o# t$e De'ree o# MASTER O( BUSINESS ADMINISTRATION o# BAN)ALORE UNIVERSITY b* PAYEL SOOR Re'ister Number+ ,-..CM/,01 un er t$e 'ui an2e o# Dr. .ustin Ne"son Mi2$ae"
3RISTU .AYANTI COLLE)E 3. Nara*ana!ura4 3ot$anur P.O.4 Ban'a"ore5-/, ,11 6,,/ 76,,1 Kristu Jayanti College of Management and Technology 1
DECLARATION
I hereby declare that this project titled 8A COMPREHENSIVE
STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD.

9 submitted by me to Department of Management, Bangalore Dr. ni!ersity in partial fulfillment of re"uirements of MB# programme is a bonafide $or% carried out by me under the guidance of
.ustin
Ne"son
Mi2$ae"
This has not been submitted earlier to any other ni!ersity or Institution for the a$ard of any degree diploma& certificate or published any time before'
P"a2e+ Ban'a"ore Date+
PAYEL SOOR
Kristu Jayanti College of Management and Technology
CERTI(ICATE (ROM )UIDE : HEAD O( INSTITUTION
This is to certify that this dissertation entitled )A Com!re$ensi;e stu * on Em!"o*ee Moti;ation at Bata In ia Lt .* submitted in partial fulfillment for the a$ard of MB# Degree of Bangalore carried out by Miss Pa*e" Soor <,-..CM/,01=. nder the guidance of Dr. .ustin Ne"son Mi2$ae". This has not been submitted to any other ni!ersity or Institution for the a$ard of any degree&diploma&certificate' ni!ersity $as
Dr. .ustin Ne"son Mi2$ae" 3umar )ui e
Dr. Arun MBA Dean
(r. .ose>utt* P.D Prin2i!a"
+iii,
AC3NO?LED)EMENT
My project $or% $ould ha!e become practical $ithout the help of grace of the )#lmighty* and timely ad!ice and creati!e support rendered by many' I e.press my affectionate than%s to T$e Prin2i!a"4 3ristu .a*anti Co""e'e Ban'a"ore for gi!ing me an opportunity to do this training' I am highly indebted to my faculty guide Dr. .ustin Ne"son Mi2$ae" department of management studies for inspiring me and for his !aluable guidance and assistance pro!ided' I also than% all other staff members of the department for guiding me in my training' I e.press my sincere gratitude and special than%s to all $ho supported me for their !aluable suggestions and %een interest $hich are e.tremely helpful in shaping this project $or% to success'
/ayel 0oor
E@ECUTIVE SUMMARY
This project study mainly focuses on !arious factors that influence the degree of moti!ation among the sales representati!es of Bata India ltd' In order to get rele!ant primary data structured mainly close ended "uestionnaire $as designed and administered for a sample si2e of 133 respondents +sales representati!es of Bata India ltd, in and around Bangalore city also an informal inter!ie$ discussion $as underta%en $ith selecti!e fe$ management representati!es in the company' Company4s human resource policies procedures and other documents also $ere referred as secondary source of data' 5ith the help of simple but rele!ant statistical method of the data $as organi2ed and analy2ed' MaAor #in in's o# t$e stu * are+ The majority of sales representati!e selected the job considering good salary offered by Bata India 6td' Majority of sales representati!e consider team re$ards play a !ital role in increasing indi!idual efficiency' #fter understanding the current degree of moti!ation among sales force and based on the research findings important suggestions $ere offered' Some o# &$i2$ are+ 0ystem of fle.ible benefits can be adopted $hich $ill gi!e sales representati!es a $ider 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 $ith 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 in!estigation may be done $ith this research finding at the basis for in depth study to arri!e at practical and feasible human resource strategy' <;= Kristu Jayanti College of Management and Technology 7
CHAPTER B INTRODUCTION
8uman 9esource Management is a management function that helps organi2ations to recruit, select, train, and de!elop members in an organi2ation' :nly human resource management is ob!iously one function $hich is concerned $ith peoples dimension in organi2ation' #ll major acti!ities in the $or%ing life of an employee, that is from the time of employees entry into the organi2ation to the time employees lea!es the organi2ation all the acti!ities come under the pur!ie$ of human resource management' The acti!ities are human resource management are human resource planning, job analysis, job design, recruitment, selection, orientation and placement, training and de!elopment, performance appraisal and job e!aluation, employee and e.ecuti!e remuneration, moti!ation and communication, $elfare, safety and health, industrial relations'
(I)URE B.B
Nature o# HRM Em!"o*ee Hirin'
Pros!e2ts O# HRM
HRM
In ustria" Re"ations
Em!"o*ee : ECe2uti;e Remuneration
Em!"o*ee Moti;ation
Em!"o*ee Maintenan2 e
SCOPE O( HRM
<
(I)URE B.6
MODEL O( HRM OB.ECTIVES O( HRM
1' So2ieta" obAe2ti;es5 to be ethically and socially responsible to the needs and challenges of society $hile minimi2ing the negati!e impact' (' Or'aniDationa" obAe2ti;es5 to ser!e the organi2ation $ith its primary objecti!es and bring about o!erall organi2ational effecti!eness' -' (un2tiona" obAe2ti;es5to maintain the department4s contribution at a le!el $here it ser!es the organi2ations needs tailoring the department according to the re"uirement of the organi2ation'
1' Persona" obAe2ti;es> to assist employees in achie!ing their personal goals' If these goals of employees are met it helps the organi2ation to maintain, retain and moti!ate the employees'
MOTIVATION B.B Intro u2tion+5

# manager gets results through other people' 8is effecti!eness depends, to a large e.tent, on the $illingness of his employees to do the assigned tas%s $ith interest and enthusiasm' Moti!ation is the $or% a manager performs to inspire and encourage people to ta%e re"uired action'
De#inition o# moti;ation+5
#ccording to 0cott, )Moti!ation is a process of stimulating people to action to accomplish desired goals'* Moti!ation is a process $hich starts $ith a psychological or physiological need that initiates beha!ior that is aimed at achie!ing the goal'
Moti;atin' em!"o*ees is a 2$a""en'e #or or'aniDations+5

Moti!ational frame$or% indicates that moti!ation is a simple process but in reality this tas% of moti!ating employees is !ery daunting' :ne reason $hy moti!ation is a difficult tas% is that the $or%force is al$ays changing' ?mployees join organi2ations $ith different needs and e.pectations' Their !alues, beliefs, bac%grounds, lifestyles, perceptions and attitudes !ary' @ot many organi2ations understand and also are not clear about the $ays in $hich these di!erse $or% forces can be moti!ated'
(I)URE B.0
B I enti#ies Nee s
/ Reassess nee s e#i2ien2ies Em!"o*ee
6 Sear2$es #or &a*s to satis#* nee s
Re2ei;es re&ar s or !unis$ment
0 En'a'es in 'oa" ire2te be$a;iour
E Per#orms
B.6 Im!ortan2e o# moti;ation in or'aniDations+5

The success of an organi2ation ultimately depends on ho$ effecti!ely managers are able to moti!ate their subordinates' In the $ords of #llen, )poorly moti!ated people can nullify the soundest organi2ation*' The follo$ing points bring out the importance of moti!ation 1' Moti!ated employees al$ays loo% for better $ays of doing a job' (' Moti!ated employee is "uality oriented' -' Moti!ated employees are more producti!e' 1' Moti!ated employees remain in the organi2ations for a longer period of time' 7' To stimulate employee to accomplish desired goals' Kristu Jayanti College of Management and Technology 13
;' To boost the employee morale' <' To de!elop sound human relations' =' To de!elop sound team spirit' A' To inspire employee for responsible and challenging jobs' 13' To promote healthy competition among employees'
B.0 Nature o# Moti;ation+5

It is not easy to understand the comple.ities in!ol!ed in moti!ating people' If an employee has an argument $ith his boss and fails to report to $or% the ne.t day, it may appear that his beha!iour is a result of the confrontation' 8o$e!er, his beha!oiur may actually be moti!ated by a combination of factors including o!er$or%, family illness or some other problems' #s things stand no$, the B$hys4 of beha!iour cannot be e.plained easily' 6et us e.plained some of the factors that complicate this processC a' Multiple causes: Different people may ha!e different !isions for beha!ing in the same manner' Dor e.ample, a ban% officer may join ser!ice club because it is a good place to ha!e business contractsE another may join because of the social atmosphereE still another joins because of the interesting programmes and spea%ers at the club' Thus, three different B$hys4 can underline the same beha!iour, further complicating the process of inferring moti!ation from beha!iour' b.Multiple behaviour: Durther, the same moti!e or dri!e may result in different beha!iour' Dor e.ample, if 9ao $ants a promotion, he may concentrate on performing his job e.ceptionally $ell' But 0iddharth, $ho also $ants a promotion, may ta%e a different approach' 8e may try to Bapple polish4 the boss to get the promotion' Moti!ation, ob!iously, is a comple. subject' It is difficult to e.plain and predict the beha!iour of employees'
B.E Determinants o# Moti;ation+

Traditionally it is belie!ed that employees are moti!ated by the opportunity to ma%e as much as money as possible and $ill act rationally to ma.imi2e their earnings' The assumption is that money, because $hat it can buy, is the most important
11
moti!ator, of all people' #ccording to the pluralistic approach, men $or% to fulfill a !ariety of needs' Three types of forces generally influence human beha!iourC i' Dorces operating $ithin the indi!idual' ii' Dorces operating $ithin the organi2ation and iii' Dorces operating in the en!ironment' a' The individual: 8uman needs are both numerous and comple.' 0ome of these needs cannot be described and identified because people hide their real needs under the co!er of socially accepted beha!ior' It is the duty of the manager to match indi!idual needs and e.pectations to the type of re$ards a!ailable in the job setting' b' The organization: The climate in the organi2ation must be conduci!e to human performance' Climate plays an important part in determining $or%er4s moti!ation' The climate in an organi2ation is determined by a number of !ariables such as its leadership style, autonomy enjoyed by members, gro$th prospects, emotional support from members, re$ards structure, etc' c.The environment: # $or%er does not li!e in t$o separate $orlds, one inside the factory and the other outside it' The troubles and pleasure of off>the>job life cannot be put aside $hen reporting for $or% in the morning, nor can factory matters be dropped $hen returning home after $or%'
B.- IMPORTANT TECHNIFUES AND PRO)RAMMES O( MOTIVATIN) EMLPLOYEES RE?ARDS+

/eople join organi2ation e.pecting re$ards' Dirms gi!e re$ards in the form of money and other benefits in e.change of employee4s a!ailability, competencies and beha!iors' T*!es o# Re&ar s+ B. Members$i! an Seniorit* Base Re&ar s+
1(
In this system a senior employee recei!es more benefits than his junior' #d!ancement, pay rises, 9etirement benefits and per"uisites depends on seniority of employees' 6. .ob Status Base Re&ar s+ In this system the firm re$ards employees on the status of the job they are holding' Jobs that re"uire more s%ill and effort, ha!e more responsibility and ha!e difficult $or%ing conditions conse"uently these type of employees $ould be placed in higher pay grades' 0. Com!eten2* base Re&ar s+ In this system organi2ation lin%s to competencies of employees' Competencies are reflected through s%ills, %no$ledge and traits that to desirable beha!ior' E. Per#orman2e Base Re&ar s+ In this type of system pay is lin%ed to performance a' /rofit sharing b' Team re$ards c' Indi!idual re$ards
B./ .OB ENLAR)EMENT4 ENRICHMENT AND ROTATION

B. .ob En"ar'ement #dd similar as%s so that job $ill ha!e more !ariety and be more interesting' 6. .ob Enri2$ment+ Fi!es the job holder more decision ma%ing, planning and controlling po$er' Kristu Jayanti College of Management and Technology 1-
0. .ob Rotation+ 0hifting employee from one job to another $hen a job is no more changeling in order to reduce boredom' EMPO?ERMENT+ ?mpo$erment is $hat young aspirants are loo%ing for in organi2ation' More than monetary re$ards it is the feeling that employee Bo$ns4 the job that moti!ates him' ?mpo$ered employees are energetic and passionate' )OALSETTIN)+ Foal setting is one of the most effecti!e and $idely practiced techni"ues of moti!ation' It is the process moti!ating employees by establishing performance goals so that it $ill guide their beha!ior $hich is accepted by them and others' FUALTY O( ?OR3LI(E It has different meanings to the different le!els of $or%ers' Dactors $hich contribute to G56 are #de"uate and fair compensation 0afe and healthy $or%ing conditions 0ecurity and gro$th opportunities :pportunity to be creati!e and de!elop creati!ity
MAN)EMENT BY OB.ECTIVE+ MB: means a set of procedures that begins $ith goal setting and contributes through performance re!ie$s' In this system participants become ego>in!ol!ed in decisions Kristu Jayanti College of Management and Technology 11
they made and tend to accept decisions as their o$n and feel personality responsible for implementing them'
(LE@IBLE ?OR3IN) HOURS+ To suit the con!enience of the employees $hich leads to reduce absenteeism, increased producti!ity, reduce o!er time e.penses and reduce traffic congestion near $or%sites' T?O TIER PAY SYSTEM+ In this system lo$er $age is offered to ne$ly hired employees than those already employed in the same job this $ill induce the ne$ entrant to stic% the same organi2ation' (LE@IBLE BENE(ITS+ This system allo$s indi!iduals to choose from a menu of benefit pac%ages that is indi!idually tailored to employee4s needs and situations' This system see%s to replace the traditional fringe benefits $hich are uniformed to all employees' PARTICIPATIVE MANA)EMENT+ It means associating representati!es of $or%ers at e!ery stage of decision ma%ing $hich amounts to $or%ers ha!ing share in reaching the final managerial decision in an enterprise'
5ays of /articipation Kristu Jayanti College of Management and Technology 17
#t board le!el Through :$nership Through complete control Through staff
Collecti!e Bargaining 0uggestion schemes Guality circles Joint councils
CHAPTER 6 RESEARCH DESI)N O( THE STUDY 6.B INTRODUCTION+

Moti!ation is the process $hich starts $ith psychological or physiological needs that initiates beha!ior that is aimed at achie!ing the goals' The objecti!e of moti!ation is to e.ploit the unused potential in people that are to be moti!ated so that such e.ploitation results in greater efficiency, higher production and better standard of li!ing of the people' Moti!ated employees al$ays loo% for better $ays of doing a job, "uality oriented, more production, stimulated to accomplish desired goals, boost the employee morale, etc' moti!ation in simple terms may be understood as a set of forces that cause people to beha!e in a goal oriented $ay' # study on moti!ation of employees $ould benefit an organi2ation to impro!e its 89 producti!ity'
6.6 STATEMENT O( THE PROBLEM+

Bata India 6imited is !ery %een to find out the present degree of moti!ation among sales representati!es resulting from the e.isting practices adopted in moti!ating the sales representati!es' It $ill also help to identify the shortcoming in the moti!ational practices' This $ill help to suggest rele!ant moti!ational techni"ues $hich $ill increase the moti!ational le!el and performance' 8ence, this project is underta%en to %no$ the present moti!ational le!el of the sales representati!es at Bata India 6td, an assessment of the moti!ational techni"ues and to suggest suitable measures to further enhance the same'
1;
6.0 OB.ECTIVES+
The objecti!es of the study are as follo$sC 1' To understand the present moti!ational techni"ues of Bata India 6td' (' To identify the shortcomings in the moti!ational practices' -' To assess the moti!ation le!el of the sales representati!es' 1' To %no$ and suggest rele!ant moti!ational techni"ues $hich $ill increase moti!ational le!el and performance' 7' To suggest suitable moti!ational techni"ues'
6.E METHODOLO)Y+
Data Base+ This study is based on both primary data and secondary data' # structured inter!ie$ schedule $ould be used to collect the primary data from the sales representati!es of Bata India 6imited' The secondary data for the study of annual reports of Bata India 6imited and published literature including internet' Sam!"e Desi'n+ # multi> stage random sampling procedure $ould be follo$ed to select the sample respondents' #t the first stage, the sample units $ould be chosen' Bata India 6imited has ;3 outlets in Bangalore' - outlets each from the north, south, east and $est 2ones of Bangalore $ould be chosen' Bata India 6imited has -(3 sales representati!es' The sample si2e comprises of ;3 respondents ie 7 respondents from each sample outlet' Data Ana"*sis #ppropriate but simple analytical methods li%e cross tabulation, pie>charts, bar charts, chi>s"uares, etc $ould be employed to analy2e and interpret the data collected'
6.- SCOPE O( THE STUDY+

Kristu Jayanti College of Management and Technology 1<
The scope of the study is to understand the present moti!ational techni"ues practiced in the organi2ation and ho$ Bata can enhance the present moti!ational le!el by adopting suitable moti!ational techni"ues' The study $ill be underta%en at its Bangalore sho$rooms $ith a special focus on moti!ational practices adopted by Bata $ith respect to its sales representati!es'
6./ LIMITATIONS+
The limitations in this study areC 1' Details regarding monetary remuneration pro!ided by the respondents may not be accurate' But this limitation could be o!ercome by referring to industry a!erage of Bata India 6imited' (' The research cannot be generali2ed because findings are rele!ant to Bata India 6td, Bangalore'
6.1 E@PECTATIONS (ROM THE STUDY+

To learn more on the !arious moti!ational techni"ues and ho$ these are being practiced in real life situation' To %no$ and understand $hat other techni"ues an organi2ation can be adopted to increase the moti!ational le!el and performance in addition to $hat has been practiced' To gain an insight into $hat e.actly is the ultimate moti!ator $hether it is money or other factors'
1=
CHAPTER 0 COMPANY PRO(ILE
0.B INDUSTRIAL BAC3)ROUND

To identify the period $hen the foot$ear $as made is not an easy job' The ancient car!ing and dra$ing depicts the use of foot$ear $hich suggests its origin thousands of years ago' The early shoe design $as often ta%en from nature and in addition to sandalsE the ?gyptians also $ore a shoe $ith an upturned modeled on the elephants tus%' The 9omans carried there shoes style through out the ancient $orld as they con"uered' The Moors $ho con"uered 0pain in the =th century introduced beautiful soft dyed leather %no$n as cordo!an' Their shoes co!ered the foot and an%le' They came to be called )Babylonian 0hoes*' This history of shoe !aries apart of all history' In the beginning necessary dictated style and then through con"uest tra!el and trade styles $ere e.changed among the people of the $orld' Materials !aried decoration in foot$ear popular to points of becoming e.cessi!e and ludicrous' :nce shoes $ere produced by craftsmen, shoema%ers in single pairs, each cut, stitched and tac%ed by hand in time consuming, laborious method has no$ changed into !ast industry in $hich foot$ear4s, than%s to modern technological machines. 0.6 )RO?TH AND DEVELOPMENT O( THE INDUSTRY BG,,Hs+
1A
The year 1A33 $as not as e.iting as the 1Ath century millennia lists might ha!e hoped' The end of the $orld did not come' 0hoe fashion did not change a $hole lot either' The prim blac% boots of Gueen Hictoria4s era did not fade a$ay $ith her death in 1A31' they continued $ith unabashed popularity for se!eral more years' 0%irts $ere after all still brushing the tops $omen4s feet' 8o$e!er hemlines began to rise a fe$ years into the ne$ century as the rest as they say as the historyI The period bet$een 1A33 to 1A13 is often called as the ?d$ardian ?ra after Gueen Hictoria4s successor' King ?d$ard HII' 0ophisticated of the day also referred to this time as the Bello Jpo"ue, or Bbeautiful age4 as there $as definite learning to$ards classical aesthetics' Day shoes $ere typically boots' ?!ening shoes $ere more di!erse $ith the popular style for $omen a court shoe $ith a small 6ouis heel' These $ere often embellished $ith embroidery or metallic thread and glass or jet beading on toes often the only part pee%ing out from a !oluminous s%irt' ?!ening boots $ere often made from soft %id or stain $ith ro$s of beaded straps embellishing the s%in' BG6,Hs+ Mass production and the de!elopment of affordable synthetic fabrics granted e!eryone to access to beautiful clothing and shoes' The foot became a focal point of fashion' 0hoe styles $ere influenced by cra2es li%e the Carleton, a dance that demanded a security fastened shoe $ith a lo$ heel and a closed toe' # single bar pump $ith a pointed toe high $aisted heel and one tiny co!ered button $as the most common style' 8igh tongued cuta$ay decorated cross o!er and t strap $ere most popular elements. Bright fabrics and brilliantly dyed leather including metallic $ere used to create some of the most e.iting shoes e!er seen' Dabulous harem slippers and slides $ere among the fa!orites' # number of lu.ury materials including rich brocades, satin, sil% and !el!ets often embellished $ith metallic o!erstitching, embroidery or beading $ere employed' The heels $ere often $or%s of art in themsel!es made of such materials as Ba%elite, 5edg$ood, Jasper$are or Kristu Jayanti College of Management and Technology (3
leather' They $ere often decorated $ith lace, rhinestone and other pretty shiny things' BG0,Hs+ Designers began to e.periments $ith shoe fashion' /lan form shoes made their first (3th century appearance in the late 1A-34s' Created by designer such as 0al!otore Derrogamo and #ndre /erugia these platforms $ere created from $ood, coc% and other materials due to shortage of leather and a $ar ban on rubber' 0hoes $ere also higher in a !amp, ma%ing them loo% Bchubbier4' 0andals $ere increasingly popular reflected in the strappy e!ening shoes $ith open toes re!ealing sheer, sil% hose' Men $ere beginning to $ear more spectators4 loafers and fe$er boots' 5omen see%ing sensible, lo$ heeled foot$ear' BGE,Hs+ By 1A13, the a!erage #merican $omen o$ned fi!e pairs of shoes' But the 1A11 bombing of /earl 8arbor thrust the country into $ar and created a $a!e of nationalism' The democratic $orld $as truly in peril and e!eryone banded together to fight against fascism' :!erseas leather $as no$ restricted to military use, so shoe designers $ere forced to be increasingly cle!er' ?!ery imaginable material $as incorporated into shoes, but reptile s%ins and mesh $ere most successful substitutes' Cor% or $ood soled B$edgies4 $ere such ad!ertising as Vogues )Ma%e Do K Mend* campaign' Dactories $ere con!erted for consumer4s goods production military production' '0 rationing rule limited the height of shoe heels to one inch and allo$ed for only si. color choicesC stoc%ings $ere also una!ailable' Maga2ines and beauty salons helped out by offering tips on ho$ to paint legs $ith blac% sea and tans using ma%eup' This being unpractical as an ongoing ritual, an%le soc%s became increasingly popular' BGG,Hs+ Is there anything ne$ under the sunL The A34s are an amalgamation of this century4s style' Di!ersity has a concept in the 1AA34s and its influence is Kristu Jayanti College of Management and Technology (1
reflected !ery ob!ious in fashion' 0hoes are no longer confined to handful of stylesE they are a!ailable in e!ery concei!able style and ma%e for any occasion' Today foot$ear industry through the assimilation of scientific methods and function of research has undergone drastic change'
0.0 INTRODUCTION+
The organi2ation is the $orld4s largest manufacturer and mar%eter of foot$ear' It has =- companies spread all o!er the globe both in de!eloped and de!eloping countries' The organi2ation is a leader in the use of modern technology and the latest management and mar%eting techni"ues' It operates ;-33 company o$ned stores all o!er the $orld' These include Bata family, #thletes $orld, Bubble gummers, Myers, 9i22i, 8eyraud and Marie Claire stores' In addition Bata has o!er 73333 independent retailers' The combined production and sales (<3,333,333 pairs of shoes per year' The Bata 0hoe :rgani2ation has ;<,333 employees on its rolls today'
0.E CORPORATE PRO(ILE+

Today Bata ltd has become a legendE behind it is a saga of determination and pursuit of e.cellence' # spirit of enterprise that has made Bata ltd a comple., multidimensional giant, o!er at the ser!ice of million of people in India' 8o$ did it all beginL Origin: It $as January 1A-1, pre independence era, $hen the Bata shoe company purchased 177 acres of land from the port commissioners and small land holders at a place in the outs%irts of Kol%ata' This land $as filled $ith deep ditches, remnants of burn and company4s bric% fields' 0o thic% $ere the forests surrounding the place that $ild animals roam aboutL 5ithin a fe$ months the Consul Feneral of C2echoslo!a%ia laid the foundation stone of the first building and named the to$nship Batanagar' 0erious construction $or% began in 1A-7 under the direction of Mr' Martinee, the architect of the company' By 1A-;, shoes $ere being manufactured in the factory and soon by Kristu Jayanti College of Management and Technology ((
1A-A the Batanagar factory became self sufficient in many $ays' During the 5orld 5ar II, the factory4s production $as geared enough to meet $ar re"uirements' Thereafter gro$th and progress $as steadily soaring up$ards' @e$ installation and ne$ schemes for the $or%ers gradually made Bata 6td a household name in the country since its operation began in 1A-1 the modest factory in Konnagar of 5est Bengal representing Bata 6td has mushroomed into a corporate giant in India4s industrial map' The biggest foot$ear mar%er has a $ide $ing spanE it co!ers the entire length and breath of the country' The company prides itself in ha!ing 1 manufacturing units, ( tanneries and a number of ancillary units pursuing and acti!e policy of encouraging e.ports since 1A-7' Bata India e.ports the largest number of can!as shoes from the country' Environment: Thin%ing Freen''''' It has been Bata IndiaMs ?ndea!our to preser!e the en!ironment' 0a!ing the Fanga 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 ri!er at Batanagar and Mo%amehghat' Bata $as one of the first companies to come for$ard to preser!e nature, $hen it joined hands $ith 5orld 5ide Dund +55D, to protect the natural en!ironment and its $ildlife' Through an arrangement $ith the ape. body of 55D, a part of the sale proceeds from N/o$er 55DN collection T>shirts $ere donated to the 55D' #fforestation programme along $ith N0a!e the Fanga /rojectN brought many laurels and %udos to our Mo%amehghat Tannery' /lanting of trees is routinely carried out at all Bata /eenya Industrial #rea' nits' The factory at Bangalore $as considered to be the best maintained garden in
0.- )RO?TH AND DEVELOPMENT O( THE OR)ANISATION

Kristu Jayanti College of Management and Technology (-
Bata $as originally promoted as Bata 0hoe Company /!t' 6td in 1A-1 by leader #'F, 0$it2erland a member of the Toronto based multinational Bata 0hoe :rgani2ation +B0:,' It became a public limited company in 1A<- and the name $as changed to Bata India 6td' B0: increased its sta%e in Bata in 1AA- to 71O through rights issue' #t present Bata is the largest manufacturing unit belonging to the B0: and it enjoys strong financial and managerial support from its parent' B0: is one of the largest manufacturer and mar%eter of foot$ear in the $orld $ith a presence in o!er ;3 countries spread all o!er the $orld' Bata manufactures different lines of foot$ear at its fi!e manufacturing units at Batanagar in Kol%ata, at Daridabad in 8arayana, at Bataganj near /atna and at /eenya in Bangalore and an e.port oriented unit +?: , at 8osur in Tami @adu' It also has a tannery at Mo%amehghat in Bihar' The company has ho$e!er con!erted the 8osur ?: into a domestic tariff area unit through rebounding it in March 1AAA' The company mar%ets its products under the brand name BBata,4 $ith more than 1373 retail outlets managed by the company in addition to a large number of other outlets ser!ed by the !arious Bata dealers spread o!er 1333 cities&to$ns in India' Bata first established itself in India in 1A-1 and commenced manufacturing shoes in Batanagar in 1A-;' #t that time the Bata 0hoe :rgani2ation $as head"uartered in the C2echoslo!a%ia to$n of Plin the residence of Thomas Bata, the founder of the organi2ation' :perations $ere e.panded throughout India $ith the establishment of factories in different states and the rapid gro$th of the distribution channels to allo$ the company4s product to reach customers in e!ery to$n across India' Bata India remains today India4s biggest manufacturer and mar%eter of foot$ear started operating as a pri!ate company Bata India is today traded on the Kol%ata and Mumbai 0toc% ?.changes' Drom its head office in Kol%ata Bata India manages a net$or% of fi!e factories, t$o tanneries, o!er 1733 sho$rooms, (< $holesale depots and = retail distribution centers located across all states in the union' Kristu Jayanti College of Management and Technology (1
0./ PRESENT STATUS O( THE OR)ANISATION

#sia4s largest foot$ear company stri!es to maintain its lead $ith an image of superiority, professionalism and round>the>cloc% efficiency' # !isit to any factory or office in the country bears testimony to thatE Bata is gearing itself $ith the latest technology and a for$ard loo%ing approach to human resource de!elopment' In sheer number, a staggering 1;,333 people $or% at !arious functions centers in Bata India, $hile another (33,333 is indirectly employed' The Bata Philosophy: To recogni2e, at all stages in the production and distribution processes that our prime objecti!e is to pro!ide customer $ith outstanding "uality foot$ear'To impro!e constantly our ability to produce and sell efficiently, applying the latest techni"ues to the production and sales of foot$ear4s' To employ people of integrity and ability to encourage them through continuous training opportunities, both $ithin the company and else$here' The Bata shoe organi2ation de!elops human resources to their full potential in order to gi!e e!eryone the opportunity for promotion' Bata Company respects each indi!idual and promotes on merit, pay according to their s%ills and responsibilities and pro!ide a safe and pleasant $or%ing en!ironment' To contribute the $ell being of all communities and countries in $hich Bata do business by being producti!e and loyal corporate citi2ens' Indian Bata world: There are four factoriesC at Batanagar in Kol%ata, at Daridabad in 8arayana, at Bataganj near /atna and at /eenya in Bangalore' Ta%ing stoc% of them all means accounting for thousands of trained men and million of pairs of foot$ear on the production line' :f the t$o tanneries the biggest and the #sia4s largest is situated at Mo%amehghat' Tanning 13 million hides per annum at Mo%amehghat and the one at Batanagar are fitted $ith modern machineries to produce top class leather for the domestic as $ell as international mar%et. People our asset: Kristu Jayanti College of Management and Technology (7
The company firmly belie!es that gi!ing its people the right encouragement adds incomparable re$ards' ?!en $ith technology and progress man does not ta%e second place at Bata India' ?mphasis is gi!en to man management and e!ery opportunity is gi!en so that people can gro$ $ith the organi2ation' ?!ery year a large number of regional, national and international courses are held to train Bata employees' It is a Bata policy to pro!ide a$ards for merit and to stimulate its people into thin%ing globally' #l$ays abreast $ith current trends and technology, Bata India brings latest in> line technology into factory after factory and the $or%ers too' Many automated industries $here $or% force shrin% in direct proportion to their rate of technological tuning Bata India %eeps its employment le!el steady' This stability helps to nurture indi!idual career goals and aspiration' 5hether it is a hobby or dream Bata India is al$ays ready to stretch a helping hand' ?mployees4 $elfare is $o!en into the fabric of the company4s philosophy' /roper housing, modern medical facilities and a clean cheerful en!ironment $here children can thri!e and prosper are some of the Bata India4s imperati!es' This apart the corporate responsibility of promoting professionalism is also a part of the company4s credit' #t e!ery office factory or shop "uality and e.cellence are demanded and recei!ed' Operation o Bata: :nce the foot$ear industry $as a cottage industry' Today, Bata India is proud to ha!e ele!ated into a full>blo$n industry $ith considerable !olume and prestigious position' To remain at the top, Bata India in!ested substantial amount of capital in de!eloping and in %eeping abreast $ith ne$ technology at current %no$ledge le!el' Training o!er 1333 employees e!ery year in different discipline' /re>empting mar%et needs the employees are installed into thin%ing beyond today planning ahead for tomorro$' Ob!ectives o Bata:
(;
:ne $ord )manifold* is the catch$ord for describing its objecti!es' Drom attaining pea% professionalism to earning the trust of e!ery probable customer locally or globally that is $hat the company aims forC In a sense it is multidimensional dri!e toI Maintain high "uality at all time' Create a peaceful and harmonious $or%ing en!ironment' Maintain leadership in the mar%eting through e.cellence in ser!ice and product and Fain trusts and respect as a socially responsible corporate citi2en and earn the confidence of customer and stoc%holders. "etailing in Bata: 9ecently there has been a tremendous change in the country retail scene' The retail boom has hit India' Bata India a pioneer in retailing $as ready to meet the challenges of the A34s $ell located stores cater to the needs of customers according to their e.pectation and lifestyles' Bata India operates a uni"ue chain of 1(-3 retail outlets, 133 franchise stores and more than -33 $holesalers bac%ed by 1( computeri2ed distribution centers and 1>franchise distribution centers located at strategic places it operates in (- depots that supply -33 $holesalers' These in turn ser!e more than 13333 B0C retailers outlets literally in the outbac% to meet the foot$ear need of the country' This dual ser!icing policy has gi!en the company a uni"ue edge o!er others' Guality, the %ey to better business has opened the doors to Bata India has golden opportunity, #didas, selected the company for collaboration !enture in India' Bata India is the o$ner of his brand in the country' The shoes are being produced at Batanagar and at Bangalore. Bata E#ports: The une"ui!ocal leader, Bata India e.ports =3O of the total can!as and rubber foot$ear from the country' Besides it has $on accolades and contract from
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famous companies li%e British 0hoe Corporation, Benson, :li!er4s, Marlo$, Kidderminister, D'8 5ills in the K, shoe city Inc and /ic @ /ay stores in the 0# as $ell as Meldgaard and /easted in Drance' In the last fi!e years more than 1A million pairs of foot$ear $ere manufactured and e.ported by Bata India' International giants such as Fermany, 0#, 8olland, Denmar%, @e$ Pealand, Drance and Canada ha!e recogni2ed and gi!en the company international status for "uality e.cellence' #nd at home the company continued to $in the prestigious achie!ements year after year' Mission $tatement: 5ith foot$ear mar%eting and manufacturing as its core business to achie!e success and become the biggest and most s%illful multiple retailing and distribution organi2ation $ith a dynamic, fle.ible and mar%et responsi!e approach to present and future opportunities for profitable gro$th' 0uccess in the company4s mission $ill be measured by e.cellence in ser!ice to customers, the integrity and ability of the employees4 confidence of the shareholders and the suppliers and by being respected by the community as a responsible corporate citi2en' Thus the pursuit of e.cellence continues'
%uture: Bata $ill remain a household name to the people' It produces foot$ear for the family, $ith a chain of modern stores all around the country and bringing in ne$ trends and brands e.tension to suit the needs of traditional and trendy' But there is also the unseen facet of the company' Its giant infrastructure and the net$or% of people $or%ing to$ards one common goalC to gi!e to the customer, ser!ice and !alue that he deser!es through relentless search for "uality and pursuit of e.cellence' 6oo%ing to$ards the ne.t century Bata India dreams bigger dreams, $ith its feet firmly placed on reality' ?!en $ith optimism, this is the golden profile of Bata India' Kristu Jayanti College of Management and Technology (=
#l$ays ahead in ne$ designs, ne$ features, ne$ products' # relentless search $ill continue for better "uality and pursuit of e.cellence' Bata aims to pro!ide ne$ shoes for its customers at e!ery step of their li!es, e!ery$ee%' Bata $ill remain a household name to the people of India' Ma%ing foot$ear for the family $ith a chain of ultra>modern retail outlets all around the country and bringing in ne$ trends and designs to suit the needs of the trendy and the traditional' Today, Bata has repositioned itself as a mar%eting>dri!en company $ith emphasis on "uality ser!ice and production' &wards: Bata India is one of the top 13 brands according to the recent sur!ey by # and M' The company has $on the third annual Images Dashion #$ard for the most admired foot$ear company in (33-' 0uper brand council, comprising captains of industries has selected )B#T#* as one of the super brands in India' The selection $as largely based on criteria such as the brands mind dominance, good$ill, loyalty, trust and emotional bonding' Meeting customer demands. The Company today operates more than 1733 9etail outlets spanning the entire length and breadth of the country' It has (; 5holesale depots, ser!ing more than 733 $holesalers' It sells around ;3 million pairs of shoes annually and mar%ets international brands, li%e 5einbrenner, 8ush /uppies, Dr 0cholls, 9eebo%, @i%e, #2aleia' The other most popular Bata brands are /o$er, Marie Claire, Bata 0chool shoes, 0andal, Bubble gummers, Bata 8a$ai and Bata Industrial' Popular brands Bata is a household name in India and is the undisputed leader in foot$ear technology' It manufactures and mar%ets foot$ear for e!ery $al% of life' It is the first Indian company to introduce shoes using latest technology under its brand NBata TechN' #mong its ne$est collection of technogy in MenMs shoes are N5indN $ith in> built air>circulation technology, N#ntisho.N $ith shoc% absorbing technology and Kristu Jayanti College of Management and Technology (A
NDle.ibleN the most bendable shoe $ith in>built comfort feature and NComfortN for $omen ha!e become brea%through products in foot$ear industry' Bata brands: 5ith more than eight reno$ned brands, $hich include Hus$ Pu!!ies, Marie C"aire4 Bubb"e )ummers4 Po&er4 $e cater to a $ide range of choices all o!er the country' 8ush /uppies are one of the $orldMs most comfortable shoes designed for both men and $omen' Marie Claire is for todayMs fashion conscious $omen $ho lo!e shoes, $hich match their colorful and !ibrant $ardrobe' ThatMs not all' Dor those $ho $ant a tough shoe that can $eather any storm, $e ha!e 0anda% to suit their needs' 5einbrenner is simply meant to ta%e you outdoors' 5ith them on you can be rest assured about their rugged character and durability' Kids can ta%e their pic% from Bubble Fummers' /o$er is all about athleticism, for those $ho lo!e sports and enjoy sporting acti!ities'
'.( B&T& $TO"E$:

%lagship stores: 5ith o!er 1<33 company o$ned retail stores spanning almost e!ery continent and o!er 133,333 independent retailers and franchisees distributing Bata banner foot$ear the Bata banner is one of the $orlds most familiar4s sights' $TO"E )O*)EPT$ Bata "etailer $tores: Bata operates almost 1,<33 stores around the $orld' :ur goal is simpleC to consistently be the most satisfying store to shop for $ell priced and fashionable foot$ear, e!ery$here in the $orld' Bata operates four core formatsC City stores, 0uperstores, Damily stores and Halue stores'
Bata )ity $tores:
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Bata operates stores in many of the $orld4s fashion capitals' Bata City stores offer urban customers the best in today4s fashion foot$ear and accessories' These stores are in prime locations and pro!ide a high le!el of customer ser!ice, e.clusi!e fashion shoe lines $ith complementary accessories and contemporary shopping en!ironment to discerning shoppers' 0tores are usually opened from Monday to Driday, from A'-3 to (3'-3 and on 0unday closed'
Bata $uperstores: Bata 0uperstores offer a $ide assortment of fashion, casual and athletic foot$ear for the entire family' 6ocated primarily in urban and suburban shopping malls, these offer high !alue by pro!iding good "uality shoes at great prices in an assisted ser!ice shopping en!ironment. Bata %amily stores: Bata is the $orld4s leading family foot$ear chain' 5hether /rague or 0ingapore, customers ha!e learned to depend on Bata for a $ide assortment of comfortable, durable and fashionable foot$ear for the entire family at reasonable prices' The products are primarily the Bata brand, $ith carefully selected assortment of articles from both local and international brands' Doot$ear, handbags, hosiery, shoe care products> Bata Damily stores are the trusted source around the $orld' Bata +alue $tores: Bata has build the reputation on pro!iding high !alue to the consumer $here!er they operate' Bata Halue 0tores Q outlet centers, Bata Ba2aar stores and depots> offers an incredible $ide assortment of !ery affordable foot$ear for the entire family' The shopping en!ironment is a self>ser!ice format for ease of shopping' Doot$ear is attracti!e and durable and specifically selected and sourced to meet the needs of the !alue conscious customers'
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0.I S?OT ANALYSIS

STREN)TH+ 1' 6argest retailer net$or% of 1-33 outlets, 1333 franchises and another 13333 dealers' (' Brand a$areness $as established in the early -34s' /eople associated Bata for "uality and real !alue for money' -' Brand loyaltyC Bata has got its o$n brand of customers $ho s$ear by the name Bata from medium class to premium class' 1' Bata is restructuring the retail operation $here by it is closing loss ma%ing stores and is planning of opening ne$ stores $hich are more !iable' ?EA3NESSES+ 1' La''in' in inno;ationC Bata has not been able to %eep pace $ith the latest changes ta%ing place in the foot$ear mar%et' (' Cost stru2ture+ Cost structure is a big concern to Bata' 9a$ material cost has in2rease mainly due to increase in price of natural rubber by 11O' This is something that the industry players are not being able to control' 8o$e!er Kristu Jayanti College of Management and Technology -(
employee cost $as as high as (;O of sales as compared to 13O for the industry' Bata has not been able to control this cost' -' Com!etitionC $ith the entry of the big international brands li%e @IK?, 6:TT:, 5::D6#@D, 6??, C::/?9, etc Bata found it !ery difficult to hold its mar%et share' 1' Cas$ tie u! in in;entoriesC Bata in!ested a lot of money in the in!entories and fi.ed assets in the form of unused land e.tensi!e net$or% of dealer sho$room for $hich maintenance and up %eeping is paid out $hich in return reduces profitability' 7' 6o$ moti!ations among retailer4s outlets and sloppy sho$rooms' OPPORTUNITIES+ 1' Ra!i 'ro&t$ o# 2onsumerism in state+ 5ith the rapid gro$th of middle class in the state, the purchasing po$er of the a!erage person has increased' The a$areness for the "uality foot$ear has created a rise in demand for "uality foot$ear affordable prices' (. E;en 2$an'in' tastes o# 2ustomer+ The fashion conscious customers al$ays loo% for ne$ styles and designs in fa!or' The Indian foot$ear mar%et is highly dynamic nature' -' Bata e.pects to touch the 133 million pair mar% from the present ;3 million pairs mar%' 1' Tie5u!+ The tie>ups $ith @i%e may attract more customers to Bata sho$rooms' 7' Distribution Net&or>+ Bata4s distribution strength ensures higher success profitability for ne$ product segments' Kristu Jayanti College of Management and Technology --
;' 0cope for mobili2ing of funds $idened' <' Being an essential commodity the company can target all types of income groups'
THREATS+ B' )"oba" 2om!etition+ In the premium segment Bata has to fuse stiff competition $ith global players li%e 6otus Ba$a and 5oodlands' (' Ra&5materia"s+ 9a$ materials used by the company are leather hides and chemicalsC high "uality ra$ materials are !ery critical to produce international standard finished products' -. (uture out"oo>+ The Company has launched a joint !enture, Mid ?ast Integrated 0teel 6td +MI08, $ith China metallurgical import and e.port Corporation to its leather segmentsE it has entered into the domestic shoe mar%et and is also li%ely to o$n retail in the domestic shoe mar%et as $ell as in the global mar%et' ?.port is its major thrust area'
0.G MILESTONES O( BATA IN INDIA

1AA3> # highly !ersatile sample 1= station bicolour injection moulding plant $as installed in the Bangalore factory for production of B0tate of the art4 injection moulded shoes $ith synthetic and te.tile uppers and specially de!eloped /HC compounds as soleing material' Kristu Jayanti College of Management and Technology -1
1AA7> 1-,111,333 no' of e"uity shares allotted to Bata +B@, BH #msterdam, the @orthlands the holding company' The 6ong Term #greements $ith the Bata Ma2door nion representing employees of Batanagar and Kol%atta :ffices $as signed at bipartile le!el satisfactorily $ithout any disruption of $or%' 1AA; Q The company has recei!ed a notice in $riting from a member of the Company under 0ection (7< of the Companies #ct, 1A7; signifying his intention to purpose the appointment of Mr Tha%ur as a Director of the Company' 1AA<> India4s largest shoe company Bata India 6td has performed admirably to stage a remar%able turnaround for the year ended December 1AA;' Bata has entered into a mar%eting tie up $ith @i%e $herein the latter4s products $ill be offered from select Bata outlets' The company4s debt> e"uity ratio is also set to impro!e dramatically to 3';3C1 from 1'A3C1 in December 1AA; and ('3;C1 in December 1AA;' Bata India, a 71 per cent subsidiary of Canada based Bata 0hoe :rgani2ation, had last re!alued its buildings in 1A;A, and the latest e.ercise $hich $ill co!er all fi.ed assets is e.pected to substantially prop up its reser!es' 1AAA> Bata needs to launch ne$ products on a regular basis by e.panding its $omen4s range, and mo!ing into the premium segments it had !acated' The company $ill launch the B0un drops4 line at @e$ Delhi on #ugust 1;' (33-> Bata India +Bata, is the largest foot$ear manufacturer and producers a $ide range of foot$ear such as can!as, rubber, leather, plastic and so on' The company has lifted the loc%>out at its /eenya factory in Karnata%a' The loc% out $as declared on March =th follo$ing a stri%e by the employees4 union' (337>Bata India has decided to appoint brand managers for each product group' ?ach of these managers $ill be assisted by a dedicated team $ho in a ne$> found aggression $ill tac%le d$indling sales' This also coincides $ith Bata4s decision to Kristu Jayanti College of Management and Technology -7
recast its retail outlets along four customer segments, into Ba2aar, Damily, City, and Dlagship stores, abandoning its earlier territory Q based focus' #t the same time the company is also planning to raise its ad!ertising budget to 7O of turno!er against (O of turno!er no$'
0.B, HUMAN RESOURCE DEPARTMENT IntroductionC

The manpo$er is the strength of any organi2ation and e!ery organi2ation tries to utili2e the manpo$er sources optimally for their fulfillment of the company objecti!es' It4s $ith these resources that all the other resources are mobili2ed and utili2ed to achie!e organi2ational objecti!es' The main functions areC 1' To maintain good industrial relationship' (' 9ecruitment of stuff, their training and de!elopment, the Descriptions of jobs' -' /erformance e!aluation' 1' Compensation policy' 7' To pro!ide retirement and pension schemes' ;' :!erall $elfare policy of its employees' This department plans, organi2es, directs and controls the procurement, de!elopment, compensation, interception, maintenance and preparation of human resources the end that indi!idual organi2ation and social objecti!es are accomplished'
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The major tas% of dealing $ith 89 department of Bata +I, 6td are community de!elopment, and fare administration training of personal impro!ed customer orientation de!elopment of appraisal system' The role of 89 department is ad!isory' It ad!ises the management for effecti!e use of human resources' It also plans the manpo$er by recruit and selecting them and pro!iding them $ith sophisticated programmes'
Mainly human resource department deals $ith mainly employee related issues the !arious issues such as > i=Em!"o*ee Retention + ?mployee retention is ob!iously important in a businessMs ability to %eep the most talented people in the organi2ation and a!oid un$anted turno!er' ii= Em!"o*ee Trainin'+ ?mployee training is !ital not only to informed ?mployees, but a safer $or%placeE and in many cases, some form of employee safety training is re"uired iii= Or'aniDationa" De;e"o!ment+ The field of organi2ational de!elopment +:D, is concerned $ith the /erformance, de!elopment, and effecti!eness of human organi2ations' i;= ?or>ersJ Com!ensation+ 5or%ersM Compensation la$s are designed to ensure that employees $ho are injured or disabled on the job are /ro!ided $ith fi.ed monetary a$ards, eliminating the need for litigation' Kristu Jayanti College of Management and Technology -<
;= Em!"o*ee Bene#its+
#ny really good job in todayMs business $orld $ill come $ith a set of employee benefits, be it health insurance, 131+%,, or e!en gym memberships'
;i= Career Mana'ement : P"annin'+ Mastering career management and planning can put you on the right to trac% to succeed in any gi!en profession, and fortunately, there are !ariety of $ebsites on the Internet to help you in that direction' ;ii= ?or>#or2e Mana'ement+ 5or%force management is mostly concerned $ith forecasting customer interaction demand and creating agent schedules that meet this demand $ithin targeted ser!ice le!el goals' ;iii= Re2ruitment+ 8uman resource department also in!ol!ed in recruitment of !arious employees by conducting inter!ie$s, !arious tests, and based on their educational "ualification, job $ill be assigned for them' iC=Em!"o*ee ?e"#are #fter employees ha!e been hired, trained and remunerated, they need to be maintained to ser!e the retained and organisation better'
5elfare facilities are designed to ta%e care of the $ell being of the employees> they do not result any monetary benefit to the employees' Dor the more than 1(333 employees, training programmes ensure Kristu Jayanti College of Management and Technology -=
up gradation of s%ills' De!elopment of management abilities is constantly encouraged and monitored'
CHAPTER E ANALYSIS AND INTERPRETATION O( DATA

Table 1'1 Distribution of respondents according to age
(a2tors Belo$ (7 (;>-7 -;>17 1; and abo!e Tota"

0ourcesC /rimary Data
No o# res!on ents (3 (; 13 1 /,
Per2enta'e <K= --'-1-'-1;';< ;';< B,,
Drom the abo!e table it is found that --'--O are in the age group of belo$ (7, 1-'--O are in the age group of (;>-7, 1;';<O of respondents are in the age group of -;>17, and the remaining ;';<O of respondents are in the age group of 1; and abo!e' Drom the abo!e study it is found that ma.imum respondents are in the age group of (;>-7'
Table 1'( Distribution of respondents according to gender Kristu Jayanti College of Management and Technology -A
(a2tors Male Demale Tota"

No o# res!on ents -7 (7 /,
Per2enta'e <K= 7='-11';< B,,
Drom the abo!e table it is found that 7='--O are male and remaining are female' Drom the abo!e study it is found that ma.imum respondents are male'
Table 1'Distribution of respondents according to designation
(a2tors Cashier 0ales man #sst' manager Manager Tota"

No o# res!on ents 7 13 13 7 /,
Per2enta'e <K= ='-;;';< 1;';< ='-B,,
Drom the abo!e table it is found that ='--O are cashier, ;;';<O are sales man, 1;';<O are asst' manager and remaining are manager' Drom the abo!e study it is found that ma.imum respondents are sales man'
Table 1'1 Distribution of respondents according to a!erage income
(a2tors Belo$ ;3333 ;3333>=3333 =3333>133333 133333 and abo!e
No o# res!on ents 7 7 -7 17
Per2enta'e <K= ='-='-7='-(7'31

13
Tota"
/,
B,,
Drom the abo!e table it is found that ='--O are belo$ ;3333, ='--O of respondents ha!e an a!erage income of ;3333>=3333, 7='--O of respondents ha!e an a!erage income of =3333>133333, and remaining (7'31O of respondents ha!e an a!erage income of 133333 and abo!e' Drom the abo!e study it is found that ma.imum respondents ha!e an a!erage income of =3333>133333
Table 1'7 Distribution of respondents according to family si2e
(a2tors :ne T$o Three Dour Di!e and abo!e Tota"

No o# res!on ents 17 17 13 13 13 /,
Per2enta'e <K= (7 (7 1;';; 1;';< 1;';< B,,
Drom the abo!e table it is found that (7O of respondents are single, (7O are t$o members, 1;';;O of respondents ha!ing family si2e of three, 1;'<<O are ha!ing family si2e of four and remaining respondents are ha!ing family si2e 7 and abo!e' Drom the abo!e study it is found that ma.imum respondents are ha!ing family si2e of one and t$o'
Table 1'; Distribution of respondents according to number of years of ser!ice
(a2tors 1 ( -
No o# res!on ents (3 1= 1(
Per2enta'e <K= --'--3 (3

11
1 and abo!e Tota"

13 /,
1;';< B,,
Drom the abo!e table it is found that --'--O ha!e 1year of ser!ice, -3O are in ( years of ser!ice, (3O of respondents ha!e - years of ser!ice and the remaining ;';<O of respondents ha!e 1 and abo!e years of ser!ice' Drom the abo!e study it is found that ma.imum respondents ha!e a tenure of ser!ice of 1 year
Table 1'< Distribution of respondents according to no of promotion
(a2tors Pero :ne T$o Three K abo!e Tota"

No o# res!on ents 13 13 ; 1 /,
Per2enta'e <K= ;;';; 1;';; 13 ;';< B,,
Drom the abo!e table it is found that ;;';;O ha!e no promotion, 1;';<O ha!e one promotion, 13O of respondents ha!e ( and the remaining ;';<O of respondents ha!e - and abo!e Drom the abo!e study it is found that ma.imum respondents did not recei!e any promotions' Table 1'= Distribution of respondents according to orders per day
(a2tors 13 A = Tota"
No o# res!on ents 13 17 7 /,
Per2enta'e <K= ;;';< (7 ='-B,,

1(
Drom the abo!e table it is found that 13O of respondents meet the target of 13 orders per day, (7O meets A, and ='--O of respondents meets = orders Drom the abo!e study it is found that ma.imum respondents meets the order of 13 per day'
Table 1'A Distribution of respondents according to $or%ing hours
(a2tors A = Tota"
No o# res!on ents 13 (3 /,
Per2enta'e <K= ;;';< --'-B,,
Drom the abo!e table it is found that ;;';<O of respondents ha!e A $or%ing hours and remaining respondents ha!e = $or%ing hours' Drom the abo!e study it is found that ma.imum respondents are ha!ing A $or%ing hours' Table 1'13 Distribution of respondents according to no of lea!es a!ailed
(a2tors Di!e 0i. 0e!en ?ight and abo!e Tota"

No o# res!on ents (1 1= 17 /,
Per2enta'e <K= 13 -3 (7 7 B,,

1-
Drom the abo!e table it is found that 13O of respondents ha!e a!ailed 7 lea!es, -3O ha!e ;, (7O of respondents ha!e < and remaining respondents ha!e = and abo!e lea!es a!ailed' Drom the abo!e study it is found that ma.imum respondents ha!e a!ailed 7 lea!es'
Table 4.11
The reason for selecting the present job

The reason for selecting the present job Friendly Job security atmosphere etter career & ( 4 11.1+ ( ((.(+ . &'..+ .-+ 1( &1.*+ 1).*+ 1 11.1+ 1 (.&+ .-+ ' ..(+ &&.&+ 4 44.4+ 14 4'.&+ .-+ && ().*+
The age of the respondent Good salary elo% &' ( 1).*+ &),(' .-+ (),4' .-+ 4) and abo"e .-+ ( '.-+
MNC 1 '.)+ .-+ 4 1&./+ 1 '-.-+ ) 1-.-+
Closer to residence 1 '.)+ .-+ & ).'+ .-+ ( '.-+
!ncenti"es# $e%ards & 11.1+ .-+ & ).'+ .-+ 4 ).*+
0ourceC /rimary Data Drom the abo!e table it is found that most of the respondents bet$een age group of -;>17' It is e!ident that 17'(O of the respondents in the -;>17 age group ha!e chosen this job since it has got better career prospects' In the (;>-7 age group category, 11'1O ha!e selected the job due to better career in Bata India 6imited' Thus $e can conclude that employees $ho are (;>17 years of age ha!e joined Bata due to better career' Kristu Jayanti College of Management and Technology 11
Drom the abo!e study it is found that ma.imum respondents $ho ha!e selected better career as their reason for selecting the job because people in this age group are interested in job stability $hich is offered by Bata'
Table 1'1( Per2e!tion about t$e t*!es o# re&ar s !ra2ti2e in t$e or'aniDation
The age of the respondent elo% &' &),(' (),4' 4) and abo"e The types of re%ards Job Competency status based based re%ards re%ards 0erformance based re%ards
( +11.11
& 2&&.&1 / 2&/1 -
1 +(('(,
& 2&&.&1 . 2&'..1 & 21--1
1( +;;'<,
' 2''.)1 1( 241./1 -
Membership Based Tota" 9e$ards 3 BI +3, <L,,=

1 2(.&1 / 21--1 (1 21--1 & 21--1
Tota" <= 1( eC!resse as a K 0ourcesC /rimary Data
1)
(-
)-
Drom the abo!e table it is found that most of the respondents bet$een age group of -;>17 are of the opinion that /erformance based re$ards are being practiced in Bata India 6imited' Thus $e can conclude that employees $ho are (;>17 years of age ha!e joined Bata due to better performance prospects' Drom the abo!e study it is found that ma.imum respondents $ho ha!e selected performance based re$ards are because people in this age group are interested in performance based re$ards $hich is offered by Bata'
17
Table 1'1O!inion about t$e remuneration o##ere

The remuneration offered 3ighly 4atisfactory 5ndecided 4atisfactory 6issatisfactory & 2..*1 1 2/.11 1 2).*1 4 / 2.1..1 1. 2*..(1 12/-./1 1& 2.-1 4/ & 21..&1 & 2..*1 & 21(.(1 ) 1 24.(1 1 11 (100) &( 21--1 11 21--1 1' 21--1 )-
The a"erage income of the respondent elo% )-7--)-7---,.-7--.-7---,17-7--17--7--- and abo"e Total 21 e8pressed as a+
Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents irrespecti!e of all income group are satisfied $ith the remuneration being offered by Bata India 6imited' They feel that Bata India 6imited pro!ides them a good remuneration $hich helps moti!ates them to $or% better' Drom the abo!e study it is found that of the respondents are satisfied $ith the remuneration being offered to them as they feel it as a moti!ating factor to them'
1;
Table 1'11 :pinion about the incenti!es offered

The a"erage income of the respondent 98cellent The incentives offered by the company Moderate 0oor :ery 0oor Total
:ery Good elo% )-7--)-7---, .-7--' 24'.'1 . 2(4..1 ' 24'.'1 * 24).*1 ) 2'4.'1 1& 2'&.&1 ' 24'.'1 . 2'(;(1 1 24.(1 1 24.(1 11 21--1
1 24.(1 1 2/.11
(+133,
11 21--1
.-7---, 17-7--17--7--and abo"e
17 +133,
Total +, & e.pressed as a O 0ourcesC /rimary Data
&'
(1
)-
Drom the abo!e table it is found that 7('(O of the respondents belonging to the income group of ;3333 >=33333 feels the incenti!es being offered by Bata India Kristu Jayanti College of Management and Technology 1<
6imited is moderate' They fee that the incenti!es pro!ided by the company helps them to perform better in the organi2ations' Drom the abo!e study it is found that of the respondents feels that the incenti!es being offered are moderate'
Table 1'17' The lea!e policy practiced in the organi2ation

The leave policy The age of the respondent elo% &' &),(' (),4' 4) and abo"e Total () expressed as a % 3ighly 4atisfactory 1 2'.)1 ( 2/.*1 4 4atisfactory 1( 2*&.&1 * 2**..1 &( 2*4.&1 & 21--1 4' 5ndecided 4 2&&.&1 & 2&&.&1 ( 2/.*1 / 6is, satisfactory & 2).'1 & 2 (100) )Total 1. 21--1 / (1 21--1
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents irrespecti!e of all age group are satisfied $ith the lea!e policy practiced by Bata India 6imited' They feel that the organi2ation has a concern to their employees and they pro!ides them lea!e $hen they re"uired' Drom the abo!e study it is found that of the respondents are satisfied $ith the lea!e policy practiced by the organi2ation' It acts as a moti!ating factor to them'
1=
Table 1'1; The lea!e policy being practised

The lea"e policy The family si<e =ne T%o Three Four Fi"e and abo"e Total 21 e8pressed as a + 3ighly 4atisfactory 1 14.(+ 1 *.*+ .-+ 1 ..(+ 1 ).*+ 4 ).*+ 4atisfactory ) .'.*+ . )1.'+ 1*)./+ * '..(+ 14 /(.(+ 4' *'.-+ 5ndecided .-+ ( &(.1+ & 1'.4+ 4 ((.(+ .-+ / 1'.-+ 6is, satisfactor y .-+ 1 *.*+ 1 *.*+ .-+ .-+ & (.(+ Total
* 1--.-+ 1( 1--.-+ 1( 1--.-+ 1& 1--.-+ 1' 1--.-+ )1--.-+
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents $ith the family si2e of 7 K abo!e are satisfied $ith the lea!e policy being practiced by Bata India 6imited' Drom the abo!e study it is found that of the respondents are satisfied $ith the lea!e policy being practiced'
1A
Table 1'1< 0atisfaction le!el of the medical allo$ance being offered

The medical allo%ance 98cellent The gender of the respondent Male & 4.(+ Female 1 *.*+ Total 21 e8pressed as a + ( '.-+ :ery Good &/ )1.*+ ) 4).&+ (' '..(+ Moderate 1( &*.*+ 4 (-..+ 1* &..(+ 0oor ( ).4+ & 1'.4+ ' ..(+ 4* 1--.-+ 1( 1--.-+ )1--.-+ Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the male respondents are more satisfied $ith the medical allo$ance being pro!ided by the Bata India 6imited' The respondents feel that the company follo$s good medical allo$ance policies' Drom the abo!e study it is found that of the respondents are satisfied $ith the medical allo$ance being practiced'
73
Table 1'1= :pinion on the medical allo$ance practised

The medical allo%ance 98cellent The family si<e =ne 1 14.(+ T%o Three Four Fi"e and abo"e Total 21 e8pressed as a + .-+ .-+ .-+ & 1(.(+ ( '.-+ 4 '*.1+ / )/.&+ / )/.&+ ) '-.-+ * 4).*+ (' '..(+ 1 14.(+ 4 (-..+ 4 (-..+ 4 ((.(+ 4 &).*+ 1* &..(+ 1 14.(+ .-+ .-+ & 1).*+ & 1(.(+ ' ..(+ * 1--.-+ 1( 1--.-+ 1( 1--.-+ 1& 1--.-+ 1' 1--.-+ )1--.-+ :ery Good Moderate 0oor Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents are satisfied $ith the medical allo$ance being practiced by Bata India 6imited' The family si2e of t$o and three are more satisfied $ith the medical allo$ance being practiced' Drom the abo!e study it is found that of the respondents are satisfied $ith the medical allo$ance benefit' The company gi!es them a support $hene!er they need'
71
Table 1'1A :pinion about the introduction of fle.ible $or%ing hours

The fle8ible %or>ing hours system :ery important The gender of the respondent Male . 1*.-+ Female 1'.4+ Total 21 e8pressed as a + 1!mportant (* *..*+ / )/.&+ 4) 5ndecided 1 &.1+ 1 *.*+ & Not so important 1 &.1+ 1 *.*+ & 4* 1--.-+ 1( 1--.-+ )Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents feel that the introduction of fle.ible $or%ing hours are important' Mostly females respondents feel that it is better as they has to loo% after their homes as $ell as their jobs' 0o they feel if they do not ha!e any particular timings fi.ed then it $ill be better for them' Drom the abo!e study it is found that of the respondents are in fa!our of introduction of fle.ible $or%ing hours' They feel that if it is being introduced then it $ill enable them to perform better'
7(
Table 1'(3 /erformance of the employees based on indi!idual target setting

!ndi"idual target setting 4trongly ?gree The age of the respondent elo% &' & 11.1+ &),(' 1 11.1+ (),4' 4 1&./+ 4) and abo"e 1 '-.-+ Total 21 e8pressed as a + . 1(.(+ ?gree 14 **..+ ) )).*+ &* .*.1+ 1 '-.-+ 4. .-.-+ 5ndecided 1 '.)+ 1 11.1+ .-+ .-+ & (.(+ 6isagree 1 '.)+ 1 11.1+ .-+ .-+ & (.(+ 1. 1--.-+ / 1--.-+ (1 1--.-+ & 1--.-+ )1--.-+ Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents $ith age bet$een -; >17 feels that the indi!idual target setting helps in better performance' They feel that it gi!es them an inner moti!ation to perform better' Drom the abo!e study it is found that of the respondents are satisfied $ith the indi!idual target setting
7-
Table 1'(1 /erformance of the employees based on indi!idual target setting

!ndi"idual target setting 4trongly ?gree The a"erage income of the respondent elo% )-7--1 /.1+ )-7---,.-7--1 4.(+ .-7---,17-7--4 ().4+ 17--7--- and abo"e & 1(.(+ Total 21 e8pressed as a + . 1(.(+ . *&.*+ &1 /1.(+ * )(.)+ 1& .-.-+ 4. .-.-+ 1 /.1+ .-+ .-+ 1 ).*+ & (.(+ 1 /.1+ 1 4.(+ .-+ .-+ & (.(+ 11 1--.-+ &( 1--.-+ 11 1--.-+ 1' 1--.-+ )1--.-+ ?gree 5ndecided 6isagree Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents $ith the a!erage income of 133333 K abo!e feels that the indi!idual target setting helps in better performance' It acts as a moti!ating factor to perform better' Drom the abo!e study it is found that most of the respondents are satisfied $ith the indi!idual target setting'
71
Table 1'(( /erformance of the employees based on indi!idual target setting

!ndi"idual target setting 4trongly ?gree The gender of the respondent Male * 14./+ Female 1 *.*+ Total 21 e8pressed as a + . 1(.(+ ?gree (. .-./+ 1*)./+ 4. .-.-+ 5ndecided 1 &.1+ 1 *.*+ & (.(+ 6isagree 1 &.1+ 1 *.*+ & (.(+ 4* 1--.-+ 1( 1--.-+ )1--.-+ Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the male respondents agree that the indi!idual target setting helps in better performance' 0pecially male respondents agreed that the indi!idual target setting helps them to perform better' Drom the abo!e study it is found that most of the respondents are satisfied $ith the indi!idual target setting' They feel that it gi!es them a sense of competition amongst them to perform better'
77
Table 1'(Does team re$ards helps in efficiency of the member

The e8tend of team re%ards increasing efficiency To full e8tent The age of the respondent elo% &' ' &*..+ &),(' 1 11.1+ (),4' 4 1&./+ 4) and abo"e .-+ Total 21 e8pressed as a + 11).*+ 0artially 11 )1.1+ . .../+ &( *4.&+ & 1--.-+ 44 *(.(+ Not >no%n 1 '.)+ .-+ ( /.*+ .-+ 4 ).*+ :ery little 1 '.)+ .-+ .-+ .-+ 1 1.*+ Not at all .-+ .-+ 1 (.&+ .-+ 1 1.*+ 1. 1--.-+ / 1--.-+ (1 1--.-+ & 1--.-+ )1--.-+ Total
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents $ith the age group of -;>17 feels that the team re$ards help in increasing the efficiency of the members' The respondents specially in the age group of (;>-7 agrees as they are more career conscious' They feel that it enables them to achie!e target fast' Drom the abo!e study it is found that most of the respondents feels that the team re$ards help in increasing the efficiency of the members
7;
Table 1'(1 Does team re$ards helps in efficiency of the member

The e8tend of team re%ards increasing efficiency To full e8tent The a"erage income of the respondent elo% )-7--.-+ )-7---,.-7--' &1.*+ .-7---,17-7--( &*.(+ 17--7--- and abo"e & 1(.(+ Total 21 e8pressed as a + 11).*+ / .1..+ 1' )'.&+ * )(.)+ 1( .).*+ 44 *(.(+ 1 /.1+ & ..*+ 1 /.1+ .-+ 4 ).*+ 1 /.1+ .-+ .-+ .-+ 1 1.*+ .-+ 1 4.(+ .-+ .-+ 1 1.*+ 0artially Not >no%n :ery little Not at all Total
11
1--.-+
&(
1--.-+
11
1--.-+
1'
1--.-+
)-
1--.-+
0ourcesC /rimary Data Drom the abo!e table it is found that most of the respondents $ith the a!erage income of 133333 and abo!e feels that the team re$ards help in increasing the efficiency of the members' It enables them to perform better' Drom the abo!e study it is found that most of the respondents feels that the team re$ards help in increasing the efficiency of the members
7<
Table 1'(7 ?ffect of moti!ation on performance 0trongly #gree #gree 1= -( +-3, +7-'-, 17 +(7, (A +1='-, (7 +11'<, (1 +-7, 1; +(;'<, ndecided Disagree 0trongly Disagree < 3 ;3 +1<, +7, +133, 11 +(-'-, 1< +&..(1 1= +-3, (1 +-7, ( +-'-, +7'3, 13 +1;'<, < +11'<, ;3 +133, ;3 +133, ;3 +133, ;3 +133,
9nrichment and 9mpo%erment
Target 0etting
Guality of $or% 14 2&(.(1 :f life /articipati!e 11 21..(1 Management Management By 14 :bjecti!es+MB:, 2&(.(1 0ourcesC /rimary Data
1 +1'<, ( +-'-,
Drom the abo!e table $e can find out the moti!ating factors $hich influences the performance' It is e!ident from the study that most of the respondents+7-'-O, agrees that Bata helps in enriching and empo$ering them professionally' It is also found that 1='-O of the respondents feels that the policy of target setting has enabled them to perform better' The majority of the respondents+11'<O, are of the opinion that Bata has moti!ated them to achie!e their targets' Most of them feel that Bata has gi!en them due considerations in the management decision ma%ings' It is also found that majority of the respondents are undecided $hether MB: is beneficial for them or not' Dactorisation has been used to analyse the data'
7=
CHAPTER (IVE SUMMARY O( (INDIN)S4 CONCLUSION AND SU))ESTION+ -.B (INDIN)S+

In today4s global en!ironment organi2ations stri!e to$ards ha!ing a producti!e group of employees, but this cannot happen only by selecting and de!eloping personal in a proper $ay' Indi!iduals $ith e.tra ordinary competence can be hired but still un organi2ation cannot be sure that they $ill perform satisfactorily' The major ingredient is moti!ation $hich acti!ates the potential of employees' Drom the data analysis the findings are as follo$sC Most of the sales representati!e are the age group of (;>-7 The a!erage income of ma.imum sales representati!e e.ceeds 9s'1,33,333&> The majority of sales representati!e selected the job considering good salary offered by Bata India 6td' Ma.imum sales representati!e are satisfied $ith the remuneration being offered' The majority of sales representati!e agree the salary offered by Bata India 6td' is o$n path $ith that of the industry standards' Ma.imum sales representati!e are satisfied by the incenti!e scheme being practiced'
7A
Majority of sales representati!e are e.tremely satisfied $ith the lea!e policy of the company' Ma.imum sales representati!e consider the medical allo$ances benefit to be good' Majority of sales representati!e consider fle.ible $or%ing hours are !ery important' Ma.imum sales representati!e consider indi!idual target setting to be !ery important' Majority of sales representati!e consider team re$ards play a !ital role in increasing indi!idual efficiency' Ma.imum sales representati!e consider the fringe benefits programme practiced presently promotes and protects their $ell being' Majority of sales representati!e consider the system of suggestion schemes does not lead to deri!ing benefits and re$ards' Ma.imum sales representati!e consider the job facilities being offered are satisfactory' Majority of sales representati!es are satisfied on discounts they recei!e on companies4 products'
-.6 CONCLUSION The foot$ear industry is one of the fastest and e!er gro$ing industry in the $orld
many multi national companies are operating in this sector one of the important peculiarities about this industry is that it is lo$ margin industry' India $ith its position of second largest populated country in the $orld is the most attracti!e mar%et for all industrial giants' Moti!ation is an important concept that has been recei!ing considerable attention from organi2ation the increasing attention paid to moti!ation is justified because of !arious reasons, such as Moti!ated employees come out $ith ne$ $ays of doing jobs ;3
Moti!ated employees are "uality oriented Moti!ated employees are more producti!e #ny ne$ technology needs moti!ated employees to adapt it successfully
8o$e!er any moti!ation techni"ue adopted $ill ha!e its o$n merits and demerits that is $here the role of human resources management is at its prime to decide $hat techni"ue to adopt and $hat not to'
-.0 RECOMMENDATIONS : SU))ESTIONS

The sales representati!es of Bata India 6imited are e.erting a great effort to perform because the present moti!ational techni"ues adopted by the company are pro!ing to be in the desired direction' Drom my study I ha!e found some facts and some recommendations $hich may be beneficial for the company to %eep the moti!ational le!els at desired position' #s the company practices employee suggestions schemes, there is a felling among the sales representati!es that they suggestion offered by them if pro!ed to be beneficial for the organi2ation do not lead to re$ards hence the company should %eep the employees moti!ated by gi!ing them suitable re$ards and recognition for effecti!e suggestions' The benefits offered by the organi2ation are pro!ing to be effecti!e in moti!ating the employees as most of the sales representati!es are satisfied $ith the benefit system, ho$e!er the organi2ation can adopt the system of fle.ible benefits $hich $ill gi!e sales representati!es a menu of benefits from $hich they can choose or tailor their benefits according to their indi!iduals needs and $ants'
;1
The system of job rotation $ill also %eep the moti!ation le!el as repetation of same type of job may lead to boredom'
Bata India ltd should organi2e programmes for representati!es $hich $ill help them de!elop close relationships and gi!e them a chance to interact $ith other members of the company'
BIBLIO)RAPHY
Boo>s
9obin / 0tephen+(333, :rganisation Beha!iour @e$ Delhi /rentice 8all of India' 6uthans Dred+1AA=, :rganisation Beha!iour, ?ighth ?dition, McFra$> 8ill International' K #sh$athappa +(33(, 8uman 9esource and /ersonel Management, Third ?dition, Tata McFra$>8ill /' 0ubba 9ao+(331, Management and :rganisation Beha!iour Kothari C'9+(331, 9esearch Methodology Methods and Techni"ues'
?ebsites httpC&&$$$'Bataindia 'com&page'phpL %on R 7S(S3' httpC&&$$$'Bataindia 'com&page'phpL %on R 7S3S3

Kristu Jayanti College of Management and Technology ;(
httpC&&$$$'Bataindia 'com&page'phpL %on R (R3 httpC&&$$$'Doot$earhistory'com&highrenbg'shtml httpC&&$$$'Doot$earhistory'com&manaristdg'shtml httpC&&$$$'ncbi'nlm'nih'go!&entre2&"uery&statics&o!er!ie$'html
+a,
FUESTIONNAIRE & )omprehensive $tudy on Employee Motivation at Bata India limited
Dear Sir M Ma am4 I4 PAYEL SOOR student of final semester MB# at 3ristu .a*anti Co""e'e o# Mana'ement : Te2$no"o'*4 as a part of my curriculum ha!e underta%en the project on BEm!"o*ee Moti;ationH $ith reference to Bata In ia Limite 4 Ban'a"ore. I $ould be grateful if you can %indly co>operate $ith me by spending your precious time and pro!iding me !aluable information needed for the project' #ny information recei!ed from you $ill be %ept strictly confidential'
PART 7 A
1' @ame C (' BranchC -' #ge C b' b&$ (;>-7 d' 1; K abo!e b' Demale a' belo$ (7 c' b&$ -;>17 1' 0e.C a' Male 7' DesignationC IIIIIIIIIIIIIIIIIIIIII'' ;' #!erage incomeC a' Belo$ ;3333 b' b&$ ;3333>=3333 Kristu Jayanti College of Management and Technology ;IIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIII'
c' b&$ =3333>133333 <' Damily si2eC a' :ne d' Dour A' @o of promotionsC b' T$o
d' 133333 K abo!e c' Three
e' Di!e K abo!e IIIIIIIIIIIIIIIIIIIIII'
=' @o of years of ser!iceC IIIIIIIIIIIIIIIIII' 13' @o of orders per dayC IIIIIIIIIIIIIIIIIIIIII' 11' @o of $or%ing hours in a day C IIIIIIIIIIIIIIIIIII 1(' @o of lea!es a!ailedC IIIIIIIIIIIIIIIIIIIIIII
<b= PART5B
'1-' 5hat is the reason for selecting your present jobL a' Food salary c' Job 0ecurity e' Better career g' Incenti!es& 9e$ards b' Multi @ational Company d' Driendly atmosphere f' Closer to residence g' Challenging
11' 5hat are the types of re$ards practiced in the organi2ationL a' Membership K 0eniority based re$ards b' Job status based re$ards c' Competency based re$ards d' /erformance based re$ards 17' 5hat is your opinion about the remuneration offered by the companyL a' 8ighly satisfactory b' 0atisfactory
c' ndecided d' Dissatisfactory Kristu Jayanti College of Management and Technology
;1
1;' 5hat is your opinion about the incenti!es offered by the companyL a' ?.cellent d' /oor a' 8ighly satisfactory d' Dissatisfactory <2= 1=' 5hat is your opinion about the medical allo$ance benefit offered by the companyL a' ?.cellent d' /oor 1A' 5hat is your opinion about the system of introducing fle.ible $or%ing hours in the companyL a' Hery important d' @ot so important (3' Do you thin% that the practice of indi!idual target setting helps in better performanceL a' 0trongly agree d' Disagree (1' Do you feel that the team re$ards increases the efficiency of membersL a' Tes b' @o b' #gree c' ndecided b' Important c' ndecided b' Hery good c' Moderate b' Hery good e' Hery poor b' 0atisfactory c' Moderate c' Moderate
1<' 8o$ is the lea!e policy practiced by the organi2ationL
((' If yes, then to $hat e.tent does the team re$ards helps in increasing the efficiency of the membersL Kristu Jayanti College of Management and Technology ;7
a' To full e.tent d' Hery little
b' /artially e' @ot at all
c' @ot %no$n
(-' Does the fringe benefits programme presently practiced promotes and protects your $ell beingL a' Tes b' @o < = (1' If the company $ants to offer additional fringe benefits in either cash or %ind, please indicate your preferenceL Cash Kind
(7' Do you feel that the system of suggestion scheme adopted by the organi2ation has helped in deri!ing benefitsL a' Tes b' @o
(;' 5hat is your opinion about the e.tent of job facilities offered by the companyL a' Delightful d' @ot satisfactory b' 0atisfactory e' /oor c' Moderate
(<' 5hat do you feel about the le!el of discounts offered by the companyL a' Hery high d' 6o$ b' 8igh e' Hery lo$ c' Medium
(=' /ic% out the most important moti!ating factor for the employee performance from the follo$ingC a' 9emuneration offered b' Incenti!es gi!en Kristu Jayanti College of Management and Technology ;;
c' 6ea!e policy practiced d' Medical allo$ance benefit e' Introduction of fle.ible $or%ing hours f' Indi!idual target setting <e= g' Team re$ards h' Dringe benefits (=' /lease e.press your agreement& disagreement to the follo$ing statementsC 0trongly #gree n%no$n Disagree 0trongly #gree a' Bata India 6imited has enriched K empo$ered me professionally b' Target setting has enabled me to perform better c' The "uality of $or% life in Bata India 6imited moti!ates one to achie!e target' d' I am gi!en considerations in management decisions' e' Management by :bjecti!e is beneficial for all' (<' B#T# India 6imited is seriously re!ie$ing the e.isting 8'9 practices to enhance the moti!ational le!el of its sales representati!es, %indly gi!e - most important suggestions that can further impro!e the degree of moti!ationC Kristu Jayanti College of Management and Technology ;< disagree
1' IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII (' IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII -' IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
THAN3 YOU
;=

Employee Motivation at Bata India LTD

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A COMPREHENSIVE STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD. Dissertation submitte in !

I hereby declare that this project titled 8A COMPREHENSIVE

STUDY ON EMPLOYEE MOTIVATION AT BATA INDIA LTD.

P"a2e+ Ban'a"ore Date+

Kristu Jayanti College of Management and Technology

CERTI(ICATE (ROM )UIDE : HEAD O( INSTITUTION

Dr. .ustin Ne"son Mi2$ae" 3umar )ui e

Dr. Arun MBA Dean

(r. .ose>utt* P.D Prin2i!a"

Kristu Jayanti College of Management and Technology

Kristu Jayanti College of Management and Technology

Kristu Jayanti College of Management and Technology

Nature o# HRM Em!"o*ee Hirin'

Em!"o*ee : ECe2uti;e Remuneration

Kristu Jayanti College of Management and Technology

MODEL O( HRM OB.ECTIVES O( HRM

Kristu Jayanti College of Management and Technology

MOTIVATION B.B Intro u2tion+5

Moti;atin' em!"o*ees is a 2$a""en'e #or or'aniDations+5

Kristu Jayanti College of Management and Technology

/ Reassess nee s e#i2ien2ies Em!"o*ee

6 Sear2$es #or &a*s to satis#* nee s

Re2ei;es re&ar s or !unis$ment

0 En'a'es in 'oa" ire2te be$a;iour

B.6 Im!ortan2e o# moti;ation in or'aniDations+5

B.0 Nature o# Moti;ation+5

B.E Determinants o# Moti;ation+

Kristu Jayanti College of Management and Technology

B.- IMPORTANT TECHNIFUES AND PRO)RAMMES O( MOTIVATIN) EMLPLOYEES RE?ARDS+

Kristu Jayanti College of Management and Technology

B./ .OB ENLAR)EMENT4 ENRICHMENT AND ROTATION

5ays of /articipation Kristu Jayanti College of Management and Technology 17

#t board le!el Through :$nership Through complete control Through staff

Collecti!e Bargaining 0uggestion schemes Guality circles Joint councils

CHAPTER 6 RESEARCH DESI)N O( THE STUDY 6.B INTRODUCTION+

6.6 STATEMENT O( THE PROBLEM+

Kristu Jayanti College of Management and Technology

6.- SCOPE O( THE STUDY+

6.1 E@PECTATIONS (ROM THE STUDY+

Kristu Jayanti College of Management and Technology

CHAPTER 0 COMPANY PRO(ILE

0.B INDUSTRIAL BAC3)ROUND

Kristu Jayanti College of Management and Technology

0.E CORPORATE PRO(ILE+

0.- )RO?TH AND DEVELOPMENT O( THE OR)ANISATION

0./ PRESENT STATUS O( THE OR)ANISATION

Kristu Jayanti College of Management and Technology

Kristu Jayanti College of Management and Technology

'.( B&T& $TO"E$:

Bata )ity $tores:

Kristu Jayanti College of Management and Technology

Kristu Jayanti College of Management and Technology

0.I S?OT ANALYSIS

0.G MILESTONES O( BATA IN INDIA

0.B, HUMAN RESOURCE DEPARTMENT IntroductionC

Kristu Jayanti College of Management and Technology

up gradation of s%ills' De!elopment of management abilities is constantly encouraged and monitored'

CHAPTER E ANALYSIS AND INTERPRETATION O( DATA

(a2tors Belo$ (7 (;>-7 -;>17 1; and abo!e Tota"

Per2enta'e <K= --'-1-'-1;';< ;';< B,,

(a2tors Male Demale Tota"

Per2enta'e <K= 7='-11';< B,,

Table 1'Distribution of respondents according to designation

6 Sear2$es #or &as to satis# nee s