ACKNOWLEDGEMENT

My project work would have become practical without the help of grace of the Almighty and timely advice and creative support rendered by many. I express my affectionate thanks to The Rana Ahmed for giving me an opportunity to do this training. I am highly indebted to my faculty guide Dr. Irfan(PHD China) department of Public Administration studies for inspiring me and for his valuable guidance and assistance provided. I also thank all other staff members of the department for guiding me in my training. I express my sincere gratitude and special thanks to all who supported me for their valuable suggestions and keen interest which are extremely helpful in shaping this project work to success

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EXECUTIVE SUMMARY
This project study mainly focuses on various factors that influence the degree of motivation among the sales representatives of Bata ltd.

In order to get relevant primary data structured mainly close ended questionnaire

was

designed and administered for a sample size of 100 respondents (sales representatives of Bata ltd) in and around an informal interview discussion was undertaken with selective few management representatives in the company. Companys human resource policies procedures and other documents also were referred as secondary source of data. With the help of simple but relevant statistical method of the data was organized and analyzed. Major findings of the study are: The majority of sales representative selected the job considering good salary offered by Bata Ltd. Majority of sales representative consider team rewards play a vital role in increasing individual efficiency. After understanding the current degree of motivation among sales force and based on the research findings important suggestions were offered. Some of which are: System of flexible benefits can be adopted which will give sales representatives a wider menu to choose according to their personal needs. Job rotation system should be used to reduce boredom. It may be noted that the entire study is conducted with academic focus and hence it is suggested that if management of Bata ltd. find some of the suggestion useful
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VISION
To grow as a dynamic, innovative and market driven domestic manufacturer and distributor, with footwear as our core business, while maintaining a commitment to the country, culture and environment in which we operate

Mission
To be successful as the most dynamic, flexible and market responsive organization, with footwear as its core business

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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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Mainly human resource department deals with mainly employee related issues the various issues such as -

i)Employee Retention : Employee retention is obviously important in a business's ability to keep the most talented people in the organization and avoid unwanted turnover.

ii) Employee Training:

Employee training is vital not only to informed Employees, but a safer workplace; and in many cases, some form of employee safety training is required

iii) Organizational Development: The field of organizational development (OD) is concerned with the Performance, development, and effectiveness of human organizations.

iv) Workers' Compensation:

Workers' Compensation laws are designed to ensure that employees who are injured or disabled on the job are Provided with fixed monetary awards, eliminating the need for litigation.

v) Employee Benefits:

Any really good job in today's business world will come with a set of employee benefits, be it health insurance, 401(k),
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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 maintained to serve the retained and

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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Compensation:
Skills based pay Individual incentive plan Employee compensation and incentive

Nature of HRM Employee Hiring Prospects Of HRM

HRM
Industrial Relations

Employee & Executive Remuneration

Employee Motivation

Employee Maintenanc e

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SCOPE OF HRM
MODEL OF HRM OBJECTIVES OF HRM

1. Societal objectives- to be ethically and socially responsible to the needs and challenges of society while minimizing the negative impact. 2. Organizational objectives- to serve the organization with its primary objectives and bring about overall organizational effectiveness.
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3. Functional objectives-to maintain the departments contribution at a level where it serves the organizations needs tailoring the department according to the requirement of the organization. 4. Personal objectives- to assist employees in achieving their personal goals. If these goals of employees are met it helps the organization to maintain, retain and motivate the employees.

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

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

Motivating employees is a challenge for organizations:Motivational framework indicates that motivation is a simple process but in reality this task of motivating employees is very daunting.

One reason why motivation is a difficult task is that the workforce is always changing. Employees join organizations with different needs and expectations. Their values, beliefs, backgrounds, lifestyles, perceptions and attitudes vary. Not many organizations understand and also are not clear about the ways in which these diverse work forces can be motivated.
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1 Identifies Needs

6 Reassess needs deficiencies Employee

2 Searches for ways to satisfy needs

5 Receives rewards or punishment

3 Engages in goal directed behaviour

4 Performs

1.2 Importance of motivation in organizations:The success of an organization ultimately depends on how effectively managers are able to motivate their subordinates. In the words of Allen, poorly motivated people can nullify the soundest organization. The following points bring out the importance of motivation 1. Motivated employees always look for better ways of doing a job. 2. Motivated employee is quality oriented. 3. Motivated employees are more productive. 4. Motivated employees remain in the organizations for a longer period of time. 5. To stimulate employee to accomplish desired goals. 6. To boost the employee morale. 7. To develop sound human relations.
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8. To develop sound team spirit. 9. To inspire employee for responsible and challenging jobs. 10. To promote healthy competition among employees.

1.3 Nature of Motivation:It is not easy to understand the complexities involved in motivating people. If an employee has an argument with his boss and fails to report to work the next day, it may appear that his behaviour is a result of the confrontation. However, his behavoiur may actually be motivated by a combination of factors including overwork, family illness or some other problems. As things stand now, the whys of behaviour cannot be explained easily. Let us explained some of the factors that complicate this process:

a. Multiple causes: Different people may have different visions for behaving in the same manner. For example, a bank officer may join service club because it is a good place to have business contracts; another may join because of the social atmosphere; still another joins because of the interesting programmes and speakers at the club. Thus, three different whys can underline the same behaviour, further complicating the process of inferring motivation from behaviour. b.Multiple behaviour: Further, the same motive or drive may result in different behaviour. For example, if Rao wants a promotion, he may concentrate on performing his job exceptionally well. But Siddharth, who also wants a promotion, may take a different approach. He may try to apple polish the boss to get the promotion. Motivation, obviously, is a complex subject. It is difficult to explain and predict the behaviour of employees.

1.4 Determinants of Motivation:

Traditionally it is believed that employees are motivated by the opportunity to make as much as money as possible and will act rationally to maximize their earnings. The assumption is that money, because what it can buy, is the most important motivator, of all people. According to the pluralistic approach, men work to fulfill a variety of needs. Three types of forces generally influence human behaviour:
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i. Forces operating within the individual. ii. Forces operating within the organization and iii. Forces operating in the environment.

a. The individual: Human needs are both numerous and complex. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. b. The organization: The climate in the organization must be conducive to human performance. Climate plays an important part in determining workers motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support from members, rewards structure, etc. c.The environment: A worker does not live in two separate worlds, one inside the factory and the other outside it. The troubles and pleasure of off-the-job life cannot be put aside when reporting for work in the morning, nor can factory matters be dropped when returning home after work.

IMPORTANT TECHNIQUES AND PROGRAMMES OF MOTIVATING EMLPLOYEES REWARDS:

People join organization expecting rewards. Firms give rewards in the form of money and other benefits in exchange of employees availability, competencies and behaviors. Types of Rewards:

1. Membership and Seniority Based Rewards: In this system a senior employee receives more benefits than his junior.

Advancement, pay rises, Retirement benefits and perquisites depends on seniority of employees.
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2. Job Status Based Rewards: In this system the firm rewards employees on the status of the job they are holding. Jobs that require more skill and effort, have more responsibility and have difficult working conditions consequently these type of employees would be placed in higher pay grades.

3. Competency based Rewards: In this system organization links to competencies of employees. Competencies are reflected through skills, knowledge and traits that to desirable behavior. 4. Performance Based Rewards:

In this type of system pay is linked to performance a. Profit sharing b. Team rewards c. Individual rewards

JOB ENLARGEMENT, ENRICHMENT AND ROTATION

1. Job Enlargement

Add similar asks so that job will have more variety and be more interesting.

2. Job Enrichment:

Gives the job holder more decision making, planning and controlling power.

3. Job Rotation:

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Shifting employee from one job to another when a job is no more changeling in order to reduce boredom. EMPOWERMENT:

Empowerment is what young aspirants are looking for in organization. More than monetary rewards it is the feeling that employee owns the job that motivates him. Empowered employees are energetic and passionate.

GOALSETTING:

Goal setting is one of the most effective and widely practiced techniques of motivation. It is the process motivating employees by establishing performance goals so that it will guide their behavior which is accepted by them and others.

QUALTY OF WORKLIFE It has different meanings to the different levels of workers.

Factors which contribute to QWL are Adequate and fair compensation Safe and healthy working conditions Security and growth opportunities Opportunity to be creative and develop creativity

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MANGEMENT BY OBJECTIVE:
MBO means a set of procedures that begins with goal setting and contributes through performance reviews. In this system participants become ego-involved in decisions they made and tend to accept decisions as their own and feel personality responsible for implementing them. FLEXIBLE WORKING HOURS: To suit the convenience of the employees which leads to reduce absenteeism, increased productivity, reduce over time expenses and reduce traffic congestion near worksites. TWO TIER PAY SYSTEM: In this system lower wage is offered to newly hired employees than those already employed in the same job this will induce the new entrant to stick the same organization. FLEXIBLE BENEFITS: This system allows individuals to choose from a menu of benefit packages that is individually tailored to employees needs and situations. This system seeks to replace the traditional fringe benefits which are uniformed to all employees. PARTICIPATIVE MANAGEMENT: It means associating representatives of workers at every stage of decision making which amounts to workers having share in reaching the final managerial decision in an enterprise. Ways of Participation

At board level Through Ownership Through complete control Through staff

Collective Bargaining Suggestion schemes Quality circles Joint councils

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STATEMENT OF THE PROBLEM:

Bata India Limited is very keen to find out the present degree of motivation among sales representatives resulting from the existing practices adopted in motivating the sales representatives. It will also help to identify the shortcoming in the motivational practices. This will help to suggest relevant motivational techniques which will increase the motivational level and performance. Hence, this project is undertaken to know the present motivational level of the sales representatives at Bata India Ltd, an assessment of the motivational techniques and to suggest suitable measures to further enhance the same.

2.3 OBJECTIVES:
The objectives of the study are as follows: 1. To understand the present motivational techniques of Bata India Ltd. 2. To identify the shortcomings in the motivational practices. 3. To assess the motivation level of the sales representatives. 4. To know and suggest relevant motivational techniques which will increase motivational level and performance. 5. To suggest suitable motivational techniques.

LIMITATIONS:
The limitations in this study are: 1. Details regarding monetary remuneration provided by the respondents may not be accurate. But this limitation could be overcome by referring to industry average of Bata Limited. 2. The research cannot be generalized because findings are relevant to Bata Ltd,

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GROWTH AND DEVELOPMENT OF THE ORGANISATION

Bata was originally promoted as Bata Shoe Company Pvt. Ltd in 1931 by leader A.G, Switzerland a member of the Toronto based multinational Bata Shoe Organization (BSO). It became a public limited company in 1973 and the name was changed to Bata India Ltd. BSO increased its stake in Bata in 1993 to 51% through rights issue. At present Bata is the largest manufacturing unit belonging to the BSO and it enjoys strong financial and managerial support from its parent. BSO is one of the largest manufacturer and marketer of footwear in the world with a presence in over 60 countries spread all over the world.

Bata manufactures different lines of footwear at its five manufacturing units at Batanagar in Kolkata, at Faridabad in Harayana, at Bataganj near Patna and at Peenya in Bangalore and an export oriented unit (EOU) at Hosur in Tami Nadu. It also has a tannery at Mokamehghat in Bihar. The company has however converted the Hosur EOU into a domestic tariff area unit through rebounding it in March 1999. The company markets its products under the brand name Bata, with more than 1050 retail outlets managed by the company in addition to a large number of other outlets served by the various Bata dealers spread over 1000 cities/towns in India.

Bata first established itself in India in 1931 and commenced manufacturing shoes in Batanagar in 1936. At that time the Bata Shoe Organization was headquartered in the Czechoslovakia town of Zlin the residence of Thomas Bata, the founder of the organization. Operations were expanded throughout India with the establishment of factories in different states and the rapid growth of the distribution channels to allow the companys product to reach customers in every town across India. Bata India remains today Indias biggest manufacturer and marketer of footwear started operating as a private company Bata India is today traded on the Kolkata and Mumbai Stock Exchanges. From its head office in Kolkata Bata India manages a network of five
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factories, two tanneries, over 1500 showrooms, 27 wholesale depots and 8 retail distribution centers located across all states in the union. Operation of Bata: Once the footwear industry was a cottage industry. Today, Bata India is proud to have elevated into a full-blown industry with considerable volume and prestigious position. To remain at the top, Bata India invested substantial amount of capital in developing and in keeping abreast with new technology at current knowledge level. Training over 4000 employees every year in different discipline. Pre-empting market needs the employees are installed into thinking beyond today planning ahead for tomorrow. Objectives of Bata: One word manifold is the catchword for describing its objectives. From attaining peak professionalism to earning the trust of every probable customer locally or globally that is what the company aims for: In a sense it is multidimensional drive to Maintain high quality at all time. Create a peaceful and harmonious working environment. Maintain leadership in the marketing through excellence in service and product and Gain trusts and respect as a socially responsible corporate citizen and earn the confidence of customer and stockholders.

Retailing in Bata: Recently there has been a tremendous change in the country retail scene. The retail boom has hit India. Bata India a pioneer in retailing was ready to meet the challenges of the 90s well located stores cater to the needs of customers according to their expectation and lifestyles. Bata India operates a unique chain of 1230 retail outlets, 100 franchise stores and more than 300 wholesalers backed by 12 computerized distribution centers and 4-franchise
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distribution centers located at strategic places it operates in 23 depots that supply 300 wholesalers. These in turn serve more than 10000 BSC retailers outlets literally in the outback to meet the footwear need of the country. This dual servicing policy has given the company a unique edge over others. Quality, the key to better business has opened the doors to Bata India has golden opportunity, Adidas, selected the company for collaboration venture in India. Bata India is the owner of his brand in the country. The shoes are being produced at Batanagar and at Bangalore. Bata Exports: The unequivocal leader, Bata 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.

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.

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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 is one of the top 10 brands according to the recent survey by A and M. The company has won the third annual Images Fashion Award for the most admired footwear company in 2003. Super brand council, comprising captains of industries has selected BATA as one of the super brands in India. The selection was largely based on criteria such as the brands mind dominance, goodwill, loyalty, trust and emotional bonding. Meeting customer demands. The Company today operates more than 1500 Retail outlets spanning the entire length and breadth of the country. It has 26 Wholesale depots, serving more than 500 wholesalers. It sells around 60 million pairs of shoes annually and markets international brands, like Weinbrenner, Hush Puppies, Dr Scholls, Reebok, Nike, Azaleia. The other most popular Bata brands are Power, Marie Claire, Bata School shoes, Sandal, Bubble gummers, Bata Hawai and Bata Industrial.
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STORE CONCEPTS

Bata Retailer Stores: Bata operates almost 4,700 stores around the world. Our goal is simple: to consistently be the most satisfying store to shop for well priced and fashionable footwear, everywhere in the world. Bata operates four core formats: City stores, Superstores, Family stores and Value stores.

Bata City Stores: Bata operates stores in many of the worlds fashion capitals. Bata City stores offer urban customers the best in todays fashion footwear and accessories. These stores are in prime locations and provide a high level of customer service, exclusive fashion shoe lines with complementary accessories and contemporary shopping environment to discerning shoppers. Stores are usually opened from Monday to Friday, from 9.30 to 20.30 and on Sunday closed. Bata Superstores: Bata Superstores offer a wide assortment of fashion, casual and athletic footwear for the entire family. Located primarily in urban and suburban shopping malls, these offer high value by providing good quality shoes at great prices in an assisted service shopping environment. Bata Family stores: Bata is the worlds leading family footwear chain. Whether Prague or Singapore, customers have learned to depend on Bata for a wide assortment of comfortable, durable and fashionable footwear for the entire family at reasonable prices. The products are primarily the Bata brand, with carefully selected assortment of articles from both local

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Does the organization provide accommodation to employees? a) Yes b) No

Yes No

Does the organization offer professional training to the employees? a) Yes b) No

Yes No

Does the organization provide emergency fund to the employees? a) Yes sometimes b) No not all c) special Cases

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Yes sometimes No not all speacial cases

Does the organization give maternity allowance to the wives of the employees? a) Yes b) No

Yes No

Does the organization provide health insurance to the employees? a) Yes completely b) No not all c) yes to a limit

yes completely No not all yes to a limit

What sort of interview does the organization conduct? a) Structured interview b) unstructured interview c)both

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structured unstructued Both

How often does the organization give bonuses during a year? a) Once b) twice c) both

yearly quaterly both

What sort of non-cash benefits are offered to your employees? a) health insurance b) house allowance c) education allowance d) all the above

All of them health insurance house allowance education

What kind of performance appraisal method does the organization? a)Peer evaluation b)self evaluation c)supervisor evaluation d) Subordinate evaluation e) 360degree evaluation
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Supervisor peer 360 degree sub ordinate self

Are you happy with the working environment provided to you? a) Yes b) No

Yes No

Do you think that the compensation you receive per piece is enough? a)satisfied b) Dissatisfied

satisfied Dissatisfied

Is the behavior of the manager encouraging towards labor demands? a) Yes b) No

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Are you satisfied with your cafeteria? a) Yes b) No

Yes No

Are the employees given some job rotation? a) Yes b) No

yes no

Are you satisfied with the accommodation provided by the company? a) Yes b) No

yes no

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Does the company have updated equipments for the show manufacturing? a) Yes b) No

yes no

Do you have proper fire fighters? a) Yes b) No

Yes No

Do you think does the company treat its employees as assets? a) Yes b) No

yes No

What kind of culture does the company have? a) Rigid b) stereo type c) Flexible
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Rigid Stereo Type Flexible

Distribution of respondents according to no of promotion

Factors Zero One Two Three & above Total

Sources: Primary Data

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. Perception about the types of rewards practiced in the organization
The age of the respondent Below 25 26-35 36-45 The types of rewards Job status Competency based based rewards rewards Performance based rewards

2 (11.1)
2 (22.2) 9 (29) 0 13

4 (22.2)
2 (22.2) 8 (25.8) 2 (100) 16

12 (66.7)
5 (55.6) 13 (41.9) 0 30

Membership Based Rewards 0 (0)

0 1 (3.2) 0 1

Total 18 (!00)
9 (100) 31 (100) 2 (100) 60

46 and above

Total ()

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expressed as a % Sources: Primary Data From the above table it is found that most of the respondents between age group of 36-45 are of the opinion that Performance based rewards are being practiced in Bata India Limited. Thus we can conclude that employees who are 26-45 years of age have joined Bata due to better performance prospects. From the above study it is found that maximum respondents who have selected performance based rewards are because people in this age group are interested in performance based rewards which is offered by Bata. Opinion about the incentives offered
The average income of the respondent Excellent The incentives offered by the company Moderate Poor Very Poor Total

Very Good Below 60,000 0 5 (45.5) 8 (34.8) 5 (45.5) 7 (46.7) 6 (54.5) 12 (52.2) 5 (45.5) 8 (533) 0 0 11 (100)

60,000-80,000 1 (4.3) 80,0001,0,000 1,00,000 and above 1 (9.1) 1 (4.3) 1 (4.3)

23 (100)
11 (100)

15 (100)

Total () 2 expressed as a % Sources: Primary Data

25

31

60

From the above table it is found that 52.2% of the respondents belonging to the income group of 60000 -800000 feels the incentives being offered by Bata India Limited is moderate. They fee that the incentives provided by the company helps them to perform better in the organizations. From the above study it is found that of the respondents feels that the incentives being offered are moderate. Satisfaction level of the medical allowance being offered
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The medical allowance Excellent The gender of the respondent Male 2 4.3% Female 1 7.7% Total () expressed as a % 3 5.0% Very Good 29 61.7% 6 46.2% 35 58.3% Moderate 13 27.7% 4 30.8% 17 28.3% Poor 3 6.4% 2 15.4% 5 8.3%

Total

47 100.0% 13 100.0% 60 100.0%

Sources: Primary Data From the above table it is found that most of the male respondents are more satisfied with the medical allowance being provided by the Bata India Limited. The respondents feel that the company follows good medical allowance policies. From the above study it is found that of the respondents are satisfied with the medical allowance being practiced. Performance of the employees based on individual target setting
Individual target setting Strongly Agree The average income of the respondent Below 60,000 1 9.1% 60,000-80,000 1 4.3% 80,000-1,0,000 4 36.4% 1,00,000 and above 2 13.3% Total () expressed as a % 8 13.3% 8 72.7% 21 91.3% 7 63.6% 12 80.0% 48 80.0% 1 9.1% 0 .0% 0 .0% 1 6.7% 2 3.3% 1 9.1% 1 4.3% 0 .0% 0 .0% 2 3.3% 11 100.0% 23 100.0% 11 100.0% 15 100.0% 60 100.0% Agree Undecided Disagree Total

Sources: Primary Data

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From the above table it is found that most of the respondents with the average income of 100000 & above feels that the individual target setting helps in better performance. It acts as a motivating factor to perform better. From the above study it is found that most of the respondents are satisfied with the individual target setting. Effect of motivation on performance Strongly Agree 18 (30) 15 (25) Agree 32 (53.3) 29 (48.3) 25 (41.7) 21 (35) 16 (26.7) Undecided 7 (17) 14 (23.3) 17 (28.3) 18 (30) 21 (35) Disagree 3 (5) 2 (3.3) 3 (5.0) 10 (16.7) 7 (11.7) Strongly Disagree 0

Enrichment and Empowerment

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

Target Setting

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

1 (1.7)

2 (3.3)

From the above table we can find out the motivating factors which influences the performance. It is evident from the study that most of the respondents(53.3%) agrees that Bata helps in enriching and empowering them professionally. It is also found that 48.3% of the respondents feels that the policy of target setting has enabled them to perform better. The majority of the respondents(41.7%) are of the opinion that Bata has motivated them to achieve their targets. Most of them feel that Bata has given them due considerations in the management decision makings. It is also found that majority of the respondents are undecided whether MBO is beneficial for them or not. Factorisation has been used to analyse the data.

Critical Analysis
The main purpose of the survey that was conducted at the Bata was just to analyze how the HR system is being managed within the organization. Bata is following stringent policies for its HR system and it has not been revised for 20 or even more than 20 years. We conducted the survey by using the following methods. Interviews Questioners Observation Method
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We conducted the interviews with the middle management and the low level management. We used the structured interview method while interviewing both the middle as well as the low level management. As far as the middle management is concerned we interviewed all the relevant employees that are included in the HR tribunal. Our main purpose for conducting the interviews was just to examine that how actually the HR department is managing the human resource of the organization and what are the tools and the policies that are being implemented in order to achieve the organizations strategic objectives. On some similar questions that asked from both of the levels we were having conflicts e-g as per the interview with the HR manager we were told that all the employees that are working directly on the machines are qualified with the matriculation certificate but when we asked the same questions from the workers, we found that the statement of the HR manager was totally conflicting the words that were said by the workers because almost half of the total population of the workers in the production area have not been passed the matriculation level. We also came to know about the turn over rate of employees that was 2.5 % per annum and its favorable for the organization. As per the interview with the HR manager of Bata we came to know that the organization doesnt have any retention policy and they never go into the bargaining with the employees for their retention and it is unfavorable in some cases for the organization. We distributed 20 questioners among which half of the questioners were distributed among the middle level employees and half were distributed to the low level employees. Only the close ended questions were asked form both levels of management so that they can easily answer the question and we can easily conclude the statistics without any ambiguity. The questioner method helped us a lot to gather the real facts and figures regarding the management of Human resource within the organization e-g through using the questioner method we came to know about whether the incumbents are satisfied by the HR system of the organization or not and more than 80% of the workers were satisfied with the current HR system working in the organization. Through the questioner method we also came to know that on some questions the low level employees answers were being conflicted with the middle level employees answers as. By this we can easily have an idea that how far the HR system is being working properly within the organization. By analyzing the statistics of the low level employees we can critically analyze the HR system of the organization.

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SUMMARY OF FINDINGS, CONCLUSION AND SUGGESTION:

Conflicts in BATA Company:

Conflict No 1 1. In 1995 the bata employees left the organization due to less salary package giving by the BATA company. Conflict No 2 2. In 2002 the tax ratio incresed by the Government of pakistan and imposed a leavy of tax then the profit ratio decreses of the company and company not giving proper incentives to his employees thats the big reason the employee not satisfied with the company and try to left the company

Solutions By the Company

In first conflict the organization facing that problem duration is six months and the HR manager changing the Compensation packages and compensation practices according to the needs of individuals employee.
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 Ltd. Maximum sales representative are satisfied with the remuneration being offered.
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 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. 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. The company can also go for making an agreement with some government or

private sectors or institutions for supplying its product on contract basis.

Conflict Solution and my Recommendation to BATA Company

Decrease the reserve ratio and increases the compensation packages because the profit ratio of the company is good. Employees are more motivated through compensation packages. Average ratio of the profit last 3 years is good employees are sincere with your company if u does not provide the satisfaction to employees then employees performance decreases and also decrease the profit ratio this year.

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SUGGESTIONS
Bata always employing the correct staff and keeping these staff motivated which is an essential part of the strategic planning process of an organization. Bata always focus on the training and development of there employees which plays an essential role in-order to gain a competitive edge. If Bata hires unskilled employees, the impact will be bad. The sales representatives of Bata 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.
As the company practices employee suggestions schemes, there is a felling among the sales representatives that they suggestion offered by them if proved to be beneficial for the organization do not lead to rewards hence the company should keep the employees motivated by giving them suitable rewards and recognition for effective suggestions. The benefits offered by the organization are proving to be effective in motivating the employees as most of the sales representatives are satisfied with the benefit system, however the organization can adopt the system of flexible benefits which will give sales representatives a menu of benefits from which they can choose or tailor their benefits according to their individuals needs and wants. The system of job rotation will also keep the motivation level as repetation of same type of job may lead to boredom. Bata Pakistan 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

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.

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CONCLUSION
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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BIBLIOGRAPHY

Rana Ahmad HR Manager Bata Shoes Faisalabad, Pakistan. Asif Khan Promotional & Advertisement Manager Bata Shoes Faisalabad, Pakistan. Ayyaz Ahmad Maintenance Manager Bata Shoes Faisalabad, Pakistan.

OTHER SEARCHING SOURCE:

www.bata.com.pk www.google.com www.servis.com.pk

Journals & Magazines

Business Today Business Pakistan Business World The pakistan Survey of Industry
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QUESTIONNAIRE A Comprehensive Study on Employee Performance Motivation at Bata Pakistan limited

Dear Sir / Madam, I, MUHAMMAD ZEESHAN student of 3rd semester MPA at GC University faisalabad, as a part of my curriculum have undertaken the project on Employee perfomance with reference to Bata Pakistan Limited, Faisalabad. I would be grateful if you can kindly co-operate with me by spending your precious time and providing me valuable information needed for the project. Any information received from you will be kept strictly confidential.

PART A
1. Name : 2. Branch: 3. Age : b. b/w 26-35 d. 46 & above .

a. below 25 c. b/w 36-45 4. Sex: a. Male

b. Female

5. Designation: .. 6. Average income: a. Below 60000 c. b/w 80000-100000 7. Family size: a. One d. Four b. Two e. Five & above
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b. b/w 60000-80000 d. 100000 & above

c. Three

8. No of years of service: .

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9. No of promotions:

10. No of orders per day: . 11. No of working hours in a day : 12. No of leaves availed:

(b) PART-B
.13. What is the reason for selecting your present job? a. Good salary b. Multi National Company

c. Job Security

d. Friendly atmosphere

e. Better career

f. Closer to residence

g. Incentives/ Rewards

g. Challenging

14. What are the types of rewards practiced in the organization? a. Membership & Seniority based rewards

b. Job status based rewards

c. Competency based rewards

d. Performance based rewards

15. What is your opinion about the remuneration offered by the company? a. Highly satisfactory b. Satisfactory

c. Undecided

d. Dissatisfactory
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16. What is your opinion about the incentives offered by the company? a. Excellent b. Very good c. Moderate

d. Poor

e. Very poor

17. How is the leave policy practiced by the organization? a. Highly satisfactory b. Satisfactory c. Moderate

d. Dissatisfactory (c) 18. What is your opinion about the medical allowance benefit offered by the company? a. Excellent b. Very good c. Moderate

d. Poor

19. What is your opinion about the system of introducing flexible working hours in the company? a. Very important b. Important c. Undecided

d. Not so important

20. Do you think that the practice of individual target setting helps in better performance? a. Strongly agree b. Agree c. Undecided

d. Disagree

21. Do you feel that the team rewards increases the efficiency of members? a. Yes b. No

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22. If yes, then to what extent does the team rewards helps in increasing the efficiency of the members? a. To full extent b. Partially c. Not known

d. Very little

e. Not at all

23. Does the fringe benefits programme presently practiced promotes and protects your well being? a. Yes b. No

(d) 24. If the company wants to offer additional fringe benefits in either cash or kind, please indicate your preference? Cash Kind

25. Do you feel that the system of suggestion scheme adopted by the organization has helped in deriving benefits? a. Yes b. No

26. What is your opinion about the extent of job facilities offered by the company? a. Delightful b. Satisfactory c. Moderate

d. Not satisfactory

e. Poor

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

d. Low

e. Very low
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28. Pick out the most important motivating factor for the employee performance from the following: a. Remuneration offered

b. Incentives given

c. Leave policy practiced

d. Medical allowance benefit

e. Introduction of flexible working hours

f. Individual target setting

(e)

g. Team rewards

h. Fringe benefits

28. Please express your agreement/ disagreement to the following statements: Strongly Agree Unknown Disagree Strongly Agree a. Bata India Limited has enriched & empowered me professionally b. Target setting has enabled me to perform better c. The quality of work life in
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Bata India Limited motivates one to achieve target. d. I am given considerations in management decisions. e. Management by Objective is beneficial for all.

27. BATA Limited is seriously reviewing the existing H.R practices to enhance the motivational level of its sales representatives, kindly give 3 most important suggestions that can further improve the degree of motivation: 1. 2. 3.

THANK YOU

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