MOTIVATION PRACTICES IN BATA

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. Motivation is to give reason, incentive, enthusiasm, or interest that causes a specific action or certain behaviour. Motivation is present in every life function. Simple acts such as eating are motivated by hunger. Education is motivated by desire for knowledge. Motivators can be anything from reward to coercion.

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MOTIVATION PRACTICES IN BATA 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. Twyla Dell writes of motivating employees, "The heart of motivation is to give people what they really want most from work. The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, and service." Motivation means Enhance the people to do more and effective working in an organisation by giving some rewards such as appraisal and giving bonus etc.

What Is Motivation?

When people ask "What is motivation?" there is no clear cut answer. There are a lot of variables that come into play. As individuals, we are all motivated in different ways. In the workplace, some employees like repeating the same tasks. Others need variety to stay motivated. So tune in to what makes your employees happy at work. There are actions you can take which will increase the odds of you having a motivated, performing workforce. It helps to understand the types of motivation and also what can be done to improve team motivation Motivation is the word derived from the word motive which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the peoples behaviour can be

desire for money success recognition job-satisfaction team work, etc 2|Page

MOTIVATION PRACTICES IN BATA One of the most important functions of management is to create willingness amongst the employees to perform in the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:1. A felt need or drive 2. A stimulus in which needs have to be aroused 3. When needs are satisfied, the satisfaction or accomplishment of goals. Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan.

Importance of Motivation
Motivation is a very important for an organization because of the following benefits it provides:Puts human resources into action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. Improves level of efficiency of employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into Increase in productivity, Reducing cost of operations, and Improving overall efficiency.

Leads to achievement of organizational goals The goals of an enterprise can be achieved only when the following factors take place :-

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MOTIVATION PRACTICES IN BATA There is best possible utilization of resources, There is a co-operative work environment, The employees are goal-directed and they act in a purposive manner, Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation. Builds friendly relationship Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: Monetary and non-monetary incentives, Promotion opportunities for employees, Disincentives for inefficient employees. In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: Effective co-operation which brings stability, Industrial dispute and unrest in employees will reduce, The employees will be adaptable to the changes and there will be no resistance to the change, This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, This will result in profit maximization through increased productivity.

Leads to stability of work force Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, Old is gold which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise. 4|Page

MOTIVATION PRACTICES IN BATA From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act. These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be continued throughout. We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: Motivation will help him achieve his personal goals. If an individual is motivated, he will have job satisfaction. Motivation will help in self-development of individual.

An individual would always gain by working with a dynamic team. Similarly, motivation is important to a business as: The more motivated the employees are, the more empowered the team is. The more is the team work and individual employee contribution, more profitable and successful is the business. During period of amendments, there will be more adaptability and creativity. Motivation will lead to an optimistic and challenging attitude at work place.

Motivation and Morale

Morale can be defined as the total satisfaction derived by an individual from his job, his work-group, his superior, the organization he works for and the environment. It generally relates to the feeling of individuals comfort, happiness and satisfaction. According to Davis, Morale is a mental condition of groups and individuals which determines their attitude. In short, morale is a fusion of employees attitudes, behaviours, manifestation of views and opinions - all taken together in their work scenarios, exhibiting the employees feelings

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MOTIVATION PRACTICES IN BATA towards work, working terms and relation with their employers. Morale includes employees attitudes on and specific reaction to their job. There are two states of morale: High morale - High morale implies determination at work- an essential in achievement of management objectives. High morale results in: A keen teamwork on part of the employees. Organizational Commitment and a sense of belongingness in the employees mind. Immediate conflict identification and resolution. Healthy and safe work environment. Effective communication in the organization. Increase in productivity. Greater motivation.

Low morale - Low morale has following features: Greater grievances and conflicts in organization. High rate of employee absenteeism and turnover. Dissatisfaction with the superiors and employers. Poor working conditions. Employees frustration. Decrease in productivity. Lack of motivation.

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Advantages of Employee Motivation

A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people:

achieve goals; gain a positive perspective; create the power to change; build self-esteem and capability, manage their own development and help others with theirs.

Types of motivation.

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MOTIVATION PRACTICES IN BATA

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MOTIVATION PRACTICES IN BATA Extrinsic Motivation This involves external factors such as working conditions, pay and benefits, career paths and training and development opportunities in the business. Take a helicopter view and imagine what it feels like to be an employee in your business. Do you feel respected? valued? Do you speak with pride about your job? As a manager, make sure your HR policies and procedures make this possible. Offer a good working environment - even down to fixing that broken chair. Reward high performance - and that does not have to mean a pay rise. Give recognition for a job well done. Support employees financially when they make the effort to learn outside of work. Make the investment in training your employees in different parts of the business, even though it may be time consuming. These actions create loyal employees who can build your business. Intrinsic Motivation This comes from enjoyment of the job itself. Your employees may enjoy the challenge of what they do, the variety of work, the esteem that the job brings and the relationships with internal or external customers. To improve intrinsic motivation, take a closer look at the job design. Does it make sense? In one assembly plant I worked in, we found that motivation increased when we trained operators in tasks that were linked in a logical work sequence. Does the job use the employee's innate talents? Does the employee have the skills and knowledge necessary to feel confident in the job? Could they take on more responsibility, or do they need more support? Take the time to step back and analyse the job in conjunction with your employee, to see if actions can be taken to improve intrinsic motivation.

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MOTIVATION PRACTICES IN BATA Team Motivation When looking at what is motivation, how teams are motivated has been carefully researched. The role of a Team Leader has proved critical in building strong team motivation. Here are some of the actions a Team Leader needs to take: Build and communicate a team vision and way of working. Involve team members in setting goals within the overall team objective. Be aware of and utilise the different strengths of team members. Know when to direct and when to involve the team in decision making. Provide constant positive feedback, encouragement and support, both on an individual and team basis. Take action even if it is unpopular for the good of the business. Research shows that employees are more motivated to work in teams when they are rewarded for their team rather than individual effort. Highly performing teams are aware of how interdependent they are on each other and often resist an individual reward system. Team input and agreement is important in deciding on rewards. For example, an Employee of the Month Award is only likely to be viewed favourably when this is decided by all the team members. Types Of Motivation by daveaudley Motivating an employee is a daily task for managers, but it is important to recognise the two sides of motivation Attitude Motivation Thinking and Feeling & Incentive Motivation Providing a reward. When planning to motivate an employee Attitude Motivation and Incentive Motivation need to be utilised in harmony to fulfil maximum motivation. 10 | P a g e

MOTIVATION PRACTICES IN BATA Attitude Motivation should be used during the task and Incentive Motivation applied towards the end. Therefore as the employee carries out the whole task they are motivated at each stage. What you use to motivate your employees will change depending on the conditions of the task in hand e.g. time length and desired affect from the motivation. Incentive Motivation will tend to comprise of small but more meaningful solutions e.g. Once you have completed all the preparation for the team meeting, you can have the afternoon off. Attitude Motivation will tend to comprise of a wider range of solutions that individually would have a smaller affect e.g. In order to complete all the preparation for the meeting, you can use the administrator to help put together the presentation and we will cover your normal duties. When both types of motivation are used together they make it achievable to fulfil your employees motivation level.

How Motivation Theories Impact The Workplace

Take a look at three popular motivation theories that are summarised here, devised by: Maslow, Herzberg and Emmet. If we need to improve motivation at work, these may hold the key.

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MOTIVATION PRACTICES IN BATA Maslow Maslow believed that the needs of an individual could be expressed in the form of a hierarchy of needs or a pyramid as shown below. This theory of motivation can be applied to the workplace as well as other scenarios. Maslow felt that the most basic needs were physiological. Unless an individual has food and shelter, Maslow believed it was pointless trying to motivate them at a higher level. The same applies in the workplace; if employees are not comfortable in their work environment, then motivation at a higher level will be difficult.

Once this need is met, the employee is then motivated to gain a sense ofsecurity. In a difficult economic climate, do you as a manager keep your employees sufficiently informed of their job prospects, or is there a heavy reliance on the grapevine? When a job is felt to be reasonably secure, the employee is next motivated by social aspects. Do you foster a good working atmosphere in your workplace? Is there a strong sense of teamwork? Do employees communicate in lots of different ways? When a good social network is in place, the employee then looks for a feeling of self esteem. When your employees do a good job, is it noticed? do you have reward systems in place? Do you give lots of positive feedback? 12 | P a g e

MOTIVATION PRACTICES IN BATA And finally, when all the other factors are in place, the employee is looking for self-fulfilment. Do your employees have opportunities to learn and grow at work? Do you provide training opportunities, work on project teams, job transfers? See the pyramid as a constantly changing guide; employees can be at different stages so be aware of where they are on the pyramid so you can foster motivation at the right level.

Herzberg

Herzberg came up with one of the more popular motivation theories. He felt that certain conditions, or 'hygiene factors', had to be in place for employees to be satisfied, but these did not necessarily motivate the employees. For example, if an employee is working below the minimum wage, it is not likely that he/she will be motivated until a perceived fair rate of pay is given. At the same time, if an employee is well paid, Herzberg believed that a pay rise would not have a lasting motivational effect. Herzberg suggested that once the hygiene factors were met, employers should focus on recognising the achievements of the employee and providing opportunities to learn and grow. So the motivation theories of Maslow and Herzberg were similar in this regard.

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Emmet
Emmet believed that in order to motivate employees, they need the following:

To be proud of their company To do their best To learn To be recognised and respected To enjoy work

Techniques to motivate staff. 1. Treat Employees as Individuals Do you make assumptions about what motivates your employees? Some are likely to be career focused, but others may see their work as a place to make friends and earn money. Find out what motivates employees outside of work. Some enjoy a challenge such as a sporting activity, others may like to be on committees so they can use their organisational skills. Use their innate talents in the workplace where possible to keep them motivated. Set goals which stretch their abilities. Make goals SMART - specific, measurable, achievable, relevant and timeframe. 2. Treat Employees with Respect Get to know your employees on a personal level, and offer support when needed, even if it is only to listen to their concerns. Ask your employees for their opinions where possible, for example if you are changing systems or introducing new equipment. Being involved in decision making is one of the best motivation techniques.

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MOTIVATION PRACTICES IN BATA Catch your employees doing something well and praise them - and if you do this in front of others, it makes the employee feel even better. Giving employees recognition for their efforts will motivate them to repeat the process. 3. Provide Opportunities for Employee Learning and Development Encourage a learning climate, through structured on-the-job training programmes, job transfers, inter-disciplinary projects and support for further education. Aim to have your employees constantly learning new skills and gaining new knowledge. This will reduce the level of stagnation that can easily occur in a business. Promote from within where feasible - and invest the time and support in developing employees so they can take on new opportunities. Some managers worry that by offering a high level of training to employees, they may leave the business for better opportunities elsewhere. Remember this allows other employees to rise up and take their place! Also the word will spread that you are a good employer - which may encourage a higher calibre of external job applicants. 4. Make the Workplace a Fun Place Having fun is one of the best motivation techniques. And small things can make all the difference.. bringing sweets to team meetings sharing non-business news through e.g. newsletters arranging activities such as lunchtime yoga sessions surprising employees with a birthday cake asking the employees for their opinion on what would make the workplace a fun place!

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PROFILE OF BATA INDUSTRIAL BACKGROUND To identify the period when the footwear was made is not an easy job. The ancient carving and drawing depicts the use of footwear which suggests its origin thousands of years ago. The early shoe design was often taken from nature and in addition to sandals; the Egyptians also wore a shoe with an upturned modeled on the elephants tusk. The Romans carried there shoes style through out the ancient world as they conquered. The Moors who conquered Spain in the 8th century introduced beautiful soft dyed leather known as cordovan. Their shoes covered the foot and ankle. They came to be called Babylonian Shoes. This history of shoe varies apart of all history. In the beginning necessary dictated style and then through conquest travel and trade styles were exchanged among the people of the world. Materials varied decoration in footwear popular to points of becoming excessive and ludicrous.

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MOTIVATION PRACTICES IN BATA 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.

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.

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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.

GROWTH AND DEVELOPMENT OF THE BATA

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

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MOTIVATION PRACTICES IN BATA 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.

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

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MOTIVATION PRACTICES IN BATA Bata shoe organization develops human resources to their full potential in order to give everyone the opportunity for promotion. Bata Company respects each individual and promotes on merit, pay according to their skills and responsibilities and provide a safe and pleasant working environment. To contribute the well being of all communities and countries in which Bata do business by being productive and loyal corporate citizens.

Indian Bata world: There are four factories: at Batanagar in Kolkata, at Faridabad in Harayana, at Bataganj near Patna and at Peenya in Bangalore. Taking stock of them all means accounting for thousands of trained men and million of pairs of footwear on the production line. Of the two tanneries the biggest and the Asias largest is situated at Mokamehghat. Tanning 10 million hides per annum at Mokamehghat and the one at Batanagar are fitted with modern machineries to produce top class leather for the domestic as well as international market.

People our asset: The company firmly believes that giving its people the right encouragement adds incomparable rewards. Even with technology and progress man does not take second place at Bata India. Emphasis is given to man management and every opportunity is given so that people can grow with the organization. Every year a large number of regional, national and international courses are held to train Bata employees. It is a Bata policy to provide awards for merit and to stimulate its people into thinking globally. Always abreast with current trends and technology, Bata India brings latest in-line technology into factory after factory and the workers too. Many automated industries where work force shrink in direct proportion to their rate of technological tuning Bata India keeps its employment level steady.

This stability helps to nurture individual career goals and aspiration. Whether it is a hobby or dream Bata India is always ready to stretch a helping hand. Employees welfare is woven into the fabric of the companys philosophy. Proper housing, modern medical facilities and a clean cheerful environment where children can thrive and prosper are some of the Bata Indias imperatives. This apart 20 | P a g e

MOTIVATION PRACTICES IN BATA 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

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MOTIVATION PRACTICES IN BATA 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. 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. 22 | P a g e

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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 23 | P a g e

MOTIVATION PRACTICES IN BATA wholesalers. It sells around 60 million pairs of shoes annually and markets international brands, like Weinbrenner, Hush Puppies, Dr Scholls, Reebok, Nike, Azaleia. The other most popular Bata brands are Power, Marie Claire, Bata School shoes, Sandal, Bubble gummers, Bata Hawai and Bata Industrial. Popular brands Bata is a household name in India and is the undisputed leader in footwear technology. It manufactures and markets footwear for every walk of life. It is the first Indian company to introduce shoes using latest technology under its brand "Bata Tech". Among its newest collection of technogy in Men's shoes are "Wind" with in-built aircirculation 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.

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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.

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MOTIVATION PRACTICES IN BATA 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 custom

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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.

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MOTIVATION PRACTICES IN BATA 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 profitability. 4. Low motivations among retailers outlets and sloppy showrooms. is paid out which in return reduces

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. 28 | P a g e

MOTIVATION PRACTICES IN BATA

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.

MILESTONES OF BATA IN INDIA 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.13,114,000 no. of equity shares allotted to Bata (BN) BV Amsterdam, the Northlands the holding company. 29 | P a g e

MOTIVATION PRACTICES IN BATA 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. 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. 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. 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. 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. 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 newfound aggression will tackle dwindling sales. This also coincides with Batas decision to recast its retail outlets along four customer segments, into Bazaar, Family, City, and Flagship stores, abandoning its earlier territory based focus. At the same time the company is also planning to raise its advertising budget to 5% of turnover against 2% of turnover now. 30 | P a g e

MOTIVATION PRACTICES IN BATA

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.

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MOTIVATION PRACTICES IN BATA

MOTIVATION PRACTICES IN BATA

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.

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MOTIVATION PRACTICES IN BATA Some other Motivation Practices in BATA Money as Motivator Job design as a Motivator Alternative Working Schedules as Motivators for a Diverse Work Force Empowerment as motivator Recognition program as Motivator Analysis and Interpretation of data 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

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 3645, 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. Distribution of respondents according to gender Factors Male Female Total No of respondents 35 25 60 Percentage (%) 58.33 41.67 100 33 | P a g e

MOTIVATION PRACTICES IN BATA

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. 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

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. 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

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MOTIVATION PRACTICES IN BATA 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. 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

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. Distribution of respondents according to number of years of service Factors 1 2 3 No of respondents 20 18 12 Percentage (%) 33.33 30 20

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MOTIVATION PRACTICES IN BATA 4 and above Total 10 60 16.67 100

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 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

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

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MOTIVATION PRACTICES IN BATA 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

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. Distribution of respondents according to working hours Factors 9 8 Total No of respondents 40 20 60 Percentage (%) 66.67 33.33 100

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.

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MOTIVATION PRACTICES IN BATA Distribution of respondents according to no of leaves availed Factors Five Six Seven Eight and above Total No of respondents 24 18 15 3 60 Percentage (%) 40 30 25 5 100

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.

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MOTIVATION PRACTICES IN BATA The reason for selecting the present job The reason for selecting the present job Friendl The age of the respondent Good salary Below 25 Job y Closer Incen to reside nce tives/ Rewa Challe rds nging Total

securi atmosp Better MNC ty here career

18

16.7% 5.6% 11.1% 16.7%

22.2% 5.6%

11.1 % 0 .0% 2

11.1% 100.0%

26-35

0 .0%

0 .0% 4 12.9 %

33.3% 11.1% 8 1

44.4% .0% 14 2

11.1% 100.0% 0 31

36-45

.0%

25.8% 3.2%

45.2% 6.5%

6.5%

.0%

100.0%

46

and

above

.0%

50.0 % 6 10.0 %

.0%

.0%

.0%

.0%

.0%

50.0% 100.0%

13

22

60

5.0%

21.7% 8.3%

36.7% 5.0%

6.7%

6.7%

100.0%

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

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MOTIVATION PRACTICES IN BATA 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. The types of rewards The age of Job the status Competency Performance Membership based rewards based rewards Based Rewards Total

respondent based rewards Below 25 2 (11.1) 26-35 2 (22.2) 36-45 9 (29)

4 (22.2) 2 (22.2)

12 (66.7) 5

0 (0)

18 (!00) 9

0 (55.6) (100) 31 8 (25.8) 13 (41.9) 1 (100) (3.2)

46 above

and 0

2 0 (100) 0

2 (100)

Total () expressed as a % 13 16 30 1 60

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 40 | P a g e

MOTIVATION PRACTICES IN BATA 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. Opinion about the remuneration offered The average Highly income the respondent Below 60,000 0 (81.8) 2 (8.7) 1 (9.1) 18 (78.3) 10 0 (90.9) 12 (80) 2 0 (6.7) (13.3) (100) 0 (100) 15 (18.2) 2 (8.7) 1 (4.3) 9 2 0 (100) 23 (100) 11 Dissatisfactory 11 of Satisfactory Satisfactory Undecided Total

60,00080,000

80,0001,0,000

1,00,000 and 1 above

Total () expressed 4 as a % 49 6 1 60

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. 41 | P a g e

MOTIVATION PRACTICES IN BATA 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.

Opinion about the incentives offered The average income of the respondent Below 60,000 0 Very Good 5 (45.5) 1 (4.3) 1 (9.1) 0 8 (34.8) 5 (45.5) 7 (46.7) 6 0 (54.5) 12 (52.2) 5 0 (45.5) 8 (533) 0 0 0 (100) 15 (100) 1 (4.3) 1 (4.3) 0 (100) 23 (100) 11 11 Excellent Moderate Poor Very Poor Total

60,00080,000

80,0001,0,000

1,00,000 and above

Total () expressed as a % 2 25 31 1 1 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. 42 | P a g e

MOTIVATION PRACTICES IN BATA From the above study it is found that of the respondents feels that the incentives being offered are moderate. The leave policy practiced in the organization The age of the Highly Dis-

respondent Satisfactory Satisfactory Undecided satisfactory Total Below 25 1 (5.6) 26-35 0 (77.8) 36-45 3 (9.7) 46 above and 0 (100) 23 (74.2) 2 0 0 (100) (22.2) 3 (9.7) 2 (6.5) 31 (100) 2 13 (72.2) 7 4 0 (22.2) 2 0 9 (100) 18

Total () expressed as a % 4 45 9 2 60

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.

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MOTIVATION PRACTICES IN BATA 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.

Satisfaction level of the medical allowance being offered The medical allowance Excellen t The of gender Male the 2 29 13 3 47 Very Good Moderat e Poor Total

respondent 4.3% Female 1 7.7% Total () expressed as a % 3 5.0% 61.7% 6 46.2% 35 58.3% 27.7% 4 30.8% 17 28.3% 6.4% 2 15.4% 5 8.3% 100.0% 13 100.0% 60 100.0%

From the above table it is found that most of the male respondents are more satisfied with the medical allowance being provided by the Bata India Limited. The respondents 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.

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MOTIVATION PRACTICES IN BATA

Opinion on the medical allowance practised The medical allowance Very Excellent The famil y size 14.3% Two 0 .0% Three 0 .0% Four 0 .0% Five above and 57.1% 9 69.2% 9 69.2% 6 50.0% 14.3% 4 30.8% 4 30.8% 4 33.3% 14.3% 0 .0% 0 .0% 2 16.7% 100.0% 13 100.0% 13 100.0% 12 100.0% One 1 4 1 1 7 Good Moderate Poor Total

15

13.3% Total () expressed as a % 3 5.0%

46.7% 35 58.3%

26.7% 17 28.3%

13.3% 5 8.3%

100.0% 60 100.0%

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.

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MOTIVATION PRACTICES IN BATA 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. Opinion about the introduction of flexible working hours

The flexible working hours system Very important The of gender Male the 8 37 1 1 Importan Undecide t d Not so

Total

important

47

respondent 17.0% Female 15.4% Total 10 () expressed as a % 46 2 2 60 78.7% 9 69.2% 2.1% 1 7.7% 2.1% 1 7.7% 100.0% 13 100.0%

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.

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MOTIVATION PRACTICES IN BATA

Performance of the employees based on individual target setting

Individual target setting Strongly Agree The age of the Below 25 respondent Agree Undecide d Disagree

Total

14

18

11.1% 26-35 1 11.1% 36-45 4 12.9% 46 above and

77.8% 6 66.7% 27 87.1%

5.6% 1 11.1% 0 .0%

5.6% 1 11.1% 0 .0%

100.0% 9 100.0% 31 100.0%

50.0% Total () expressed as a % 8 13.3%

50.0% 48 80.0%

.0% 2 3.3%

.0% 2 3.3%

100.0% 60 100.0%

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

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MOTIVATION PRACTICES IN BATA

Does team rewards helps in efficiency of the member

The extend of team rewards increasing efficiency To extent The age of the Below 25 respondent full Partiall y Not known Very little Not all at

Total

11

18

27.8% 26-35 1 11.1% 36-45 4 12.9% 46 above and

61.1% 8 88.9% 23 74.2%

5.6% 0 .0% 3 9.7%

5.6% 0 .0% 0 .0%

.0% 0 .0% 1 3.2%

100.0% 9 100.0% 31 100.0%

.0% Total () expressed as a % 10 16.7%

100.0% 44 73.3%

.0% 4 6.7%

.0% 1 1.7%

.0% 1 1.7%

100.0% 60 100.0%

From the above table it is found that most of the respondents with the age group of 36-45 feels that the team rewards help in increasing the efficiency of the members. The respondents specially in the age group of 26-35 agrees as they are more career conscious. They feel that it enables them to achieve target fast. From the above study it is found that most of the respondents feels that the team rewards help in increasing the efficiency of the members 48 | P a g e

MOTIVATION PRACTICES IN BATA Effect of motivation on performance Strongly Agree Enrichment Empowerment and 18 (30) 32 (53.3) 7 (17) 3 (5) Agree Undecided Disagree Strongly Disagree 0 60 (100)

Target Setting

15 (25)

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

14 (23.3) 17 (28.3) 18 (30) 21 (35)

2 (3.3) 3 (5.0) 10 (16.7) 7 (11.7) 2 (3.3) 1 (1.7)

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

Quality of work Of life Participative Management

14 (23.3) 11 (18.3) By 14 (23.3)

Management

Objectives(MBO)

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.

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MOTIVATION PRACTICES IN BATA 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. 50 | P a g e

MOTIVATION PRACTICES IN BATA

CONCLUSION
The footwear industry is one of the fastest and ever growing industry in the world many multinational 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.

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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 repetition 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.

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MOTIVATION PRACTICES IN BATA

BIBLIOGRAPHY
Books Robin P Stephen(2000) Organisation Behaviour New Delhi Prentice Hall of India.

Luthans Fred(1998) Organisation Behaviour, Eighth Edition, McGraw- Hill International.

K Ashwathappa (2002) Human Resource and Personel Management, Third Edition, Tata McGraw-Hill

P. Subba Rao(2004) Management and Organisation Behaviour

Kothari C.R(2004) Research Methodology Methods and Techniques.

Websites http://www.Bataindia .com/page.php? kon = 5_2_0 http://www.Bataindia .com/page.php? kon = 5_0_0

http://www.Bataindia .com/page.php? kon = 2=0

http://www.Footwearhistory.com/highrenbg.shtml

http://www.Footwearhistory.com/manaristdg.shtml

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