CONTENTS

Chapter Title Page No

1 Introduction
1.1 Introduction to Project
1.2 Statement of Problem
1.3 Objectives of the Study
1.4 Scope and Significance of the Study
1.5 Conceptual Model of study
1.6 Research Methodology
1.7 Chapter Layout
1.8 Limitations
2 Industrial Profile
3 Company Profile
4 Theoretical concepts
5 Analysis & Interpretations
6 Conclusion
Appendix Annexure
Bibliography

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 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

Human Resource is most important asset of an organization. Training and Development is
considered to be most important part of an organization. Due to growing competition in the
footwear manufacturing sector it is essential for the measure the effectiveness of training given
to employees to make them more competitive and more efficient as compared to other footwear
producers. “A study on the effectiveness of training and development with special reference to
BATA” will be helpful in analyzing the effectiveness of training and find out areas of further
training to keep up with the challenges of international business.

The study uses a questionnaire prepared for evaluating various factors which affect the
effectiveness of training and the results are displayed in a table and graph format. Conclusions
are arrived based on this sample.

1.2 STATEMENT OF PROBLEM

No systematic study has been conducted so far about the effectiveness of training in BATA. so
far. Therefore, the present study is an attempt to examine the effectiveness of training in BATA
COMPANY.

1.3 OBJECTIVES OF THE STUDY

 To study the various training methods followed by BATA COMPANY.

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  To assess the effectiveness of training at BATA.
 Identify whether employees need further training.

1.4 SCOPE AND SIGNIFICANCE OF STUDY

This study can be used as a tool to develop training method in BATA.

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1.5 RESEARCH METHODOLOGY
Sample Design

Universe may be finite or infinite. The universe in this project is finite. The population involved
in this project is employees of BATA FOOTWEAR.

Sample Size

This refers to the number of items to be selected from the universe to constitute a sample size. In
this research the sample size constitute 50 employees in the BATA FOOTWEAR

Sampling technique

Simple random sampling technique is to be used in this project.

Research Design

This project is based on descriptive research design.

Area of Research

This research is to be conducted in Pune area.

Sources of Data

Both primary and secondary data shall be used to satisfy the objectives of study.

Primary Data

The study is based on primary data to be collected through structured questionnaires.

Secondary Data

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The data regarding company profile industry profile are collected from office records and
internet.

Tools for Data Analysis

For analysis and interpretation of primary data percentage analysis is to be used mainly due to
qualitative nature of data and bar diagram are to be used to represent them in pictorial form.

1.6 LIMITATIONS

 Due to time limit sample size is limited to only 50 which may affect accuracy of
study.
 Reluctance in the part of respondents may affect the accuracy of study.
 Duration of study is limited to 14 days so that an extensive and deep study could not
be possible.

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 CHAPTER II

INDUSTRIAL PROFILE

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 CHAPTER 2

INDUSTRY PROFILE

2.1 INTRODUCTION
In this chapter the history and evolution of footwear’s, the present status of Indian footwear
industry, Indian share in Global foot wear industry, Major export markets future trends, growth
potential of Indian footwear industry, size of domestic footwear market and Demand Supply
analysis of Indian footwear markets are described. Finally this chapter conducts an analysis of
footwear industry using porter’s five forces model.

2.2 HISTORY OF FOOTWEAR

There are evidences which show that the history of the shoe starts in 10,000 BC, that is, at the
end of the Paleolithic period (paintings of this time in caves in Spain and in the south of France
make reference to the footwear). Among the utensils of rock of the men of the caverns there are
several that were used to scrape the skins, which indicate that the art of tanning is very old. In the
Egyptian hypogeus (underground chambers used to multiple funerals), whose age is between 6
and 7 thousand years, paintings were discovered representing the various stages of the
preparation of the leather and the footwear. In cold countries the moccasin is the protector of the
feet and in hotter countries the sandal is still the most used. The Egyptian’s sandals were made of
straw, papyrus or of palm fiber.

It’s known that only the noblemen of that time owned sandals. Even a Pharaoh as Tutancamon
paved footwear as sandals and simple leather shoes (despite the ornaments of gold).

In Mesopotamia it was common raw leather shoes tied to the feet by straps of the same material.
The boots were symbol of high social status.

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The Greek introduced new fashion as different models for right and left feet.

In Rome the footwear indicated the social class. The consuls wore white shoes, the senators
wore brown shoes moored by four leather tapes tied with two knots and the traditional footwear
of the legions was the short boot that uncovered the toes.

In the middle age, men as well as women wore leather shoes whose form was similar to the
ballet slipper. Men also wore high and short boots tied in the front and in the side. The most
current material was the cow skin, but the upper quality boots were made of goat skin.

The standardization of the numeration is of English origin. The king Edward (1272-1307) was
the first to uniform the measures. The first reference known of the manufacture of footwear in
England is of 1642 when Thomas Pendleton provided 4,000 pairs of shoes and 600 pairs of boots
to the army. The military campaigns of this time initiated a substantial demand for boots and
shoes. In the middle of the 19th century the machines that helped in the confection of the
footwear began to appear, but only with the sewing machine the shoe started to be more
accessible. From the fourth decade of the 20th century on, big changes in the footwear industries
began to happen as the change of the leather by the rubber and synthetic materials, mainly in the
female and infantile footwear.

2.3 INDIAN FOOTWEAR INDUSTRY

The footwear sector is a very significant segment of the leather industry in India; rather it is the
engine of growth for the entire Indian leather industry.

India is the second largest global producer of footwear after China, accounting for 13% of global
footwear production of 16 billion pairs. India produces 2065 million pairs of different categories
of footwear (leather footwear - 909 million pairs, leather shoe uppers - 100 million pairs and
non-leather footwear - 1056 million pairs). India exports about 115 million pairs. Thus, nearly
95% of its production goes to meet its own domestic demand.

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The major production centers in India are Chennai, Ranipet, Ambur in Tamil Nadu, Mumbai in
Maharashtra, Kanpur in U.P., Jalandhar in Punjab, Agra, Delhi, Karnal, Ludhiana, Sonepat,
Faridabad, Pune, Kolkata, Calicut and Ernakulum. About 1.10 million are engaged in the
footwear manufacturing industry.

Footwear exported from India are Dress Shoes, Casuals, Moccasins, Sport Shoes, Horrachies,
Sandals, Ballerinas, Boots, Sandals and Chappals made of rubber, plastic, P.V.C. and other
materials.

Brands sourced from India

The following brands sources footwear’s for their global markets from India.

Acme, Ann Taylor, Bally, Charter Club, Clarks, Coach, Double H, Ecco, Elefanten, Gabor,
Guess, Harrods, Hush Puppies, Kenneth Cole, Liz Claiborne, Marks & Spencer, Nautica, Next,
Nike, Nunn Bush, Pierre Cardin, Reebok, Rockport, Salamander, Stacy Adams, Tommy Hilfiger,
Tony Lama, Versace, Yves St. Laurent, Zara, Johnston & Murphy, Docksteps, Timberland,
Armani, Geox, Diesel, Ted Baker, Lacoste, Kickers, Calvin Klein, Christian Dier, Salamander,
Camper, Bata, Espirit, French Connection, Legero, H & M and many more famous brands.

Besides, major brands are sourced from India, MNC brands are sold in India and Indian brands
sold in India. US Retail giant Wal-Mart has also begun sourcing footwear from India since the
last two years.

The Footwear sector is now de-licensed and de-reserved, paving the way for expansion of
capacities on modern lines with state-of-the-art machinery. To further assist this process, the
Government has permitted 100% Foreign Direct Investment through the automatic route for the
footwear sector.

There has been active interest in collaborating with Indian Footwear companies from European
countries like Italy, Spain and Portugal.

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India’s share in Global footwear industry

The global import of Footwear (both leather footwear as well as non-leather footwear) has
increased from US$ 73.79 billion in 2006 to US$ 91.37 billion in 2010, growing at a CAGR of
5.48%. During 2010, the India’s share in the global import is 1.95%.

Footwear is the engine of growth of the leather industry in India. India’s export of Footwear
touched US$ 2077.27 million in 2011-12, accounting for a share of 42.67% in India’s total
export from the leather sector of US$ 4868.71 MN

India’s Footwear export (leather, uppers & non-leather) is growing at a CAGR of 8.67% in the
last five years ending 2011-12

 India’s export of leather footwear had increased from US$ 1174.03 million in 2007-08 to
US$ 1715.17 million in 2011-12
 India’s export of footwear components had increased from US$ 269.30 million in 2007-
08 to US$ 281.83 million in 2011-12
 India’s export of non-leather footwear has increased from US$ 46.02 million in 2007-08
to US$ 80.27 million in 2011-12

India’s Footwear Export Growth over the last Four Decades

Export of footwear from India increased manifold over the last four decades. During 2011-12,
India’s footwear export is valued at US$ 2077.27, constituting 42.67% share in total export of
leather & leather products. The table 2.1 given below shows the growth in exports of footwear
for last four decades.
Table 2.1
Table showing Export Growth of footwear’s
Year Value in Millions $
1981-82 119.72
1991-92 443.85
2001-02 655.35
2011-12 2077.27
Source: Internet

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The following graph2.1 shows the growth in exports of Indian footwear’s for the last
four decades.
Graph 2.1
Chart showing Export Growth of footwear’s

Source: Internet

Footwear exports has increased from US$ 119.72 million in 1981-82 to US$ 2077.27 million in
2011-02

Major Markets:

During 2010-11, the main markets for Indian Footwear are UK with a share of 19.16%, Germany
16.15%, Italy 12.46%, USA 8.04%, France 8.93%, Spain 6.45%, Netherlands 4.51%, Portugal
1.41%, U.A.E 2.45% and Denmark 0.97.%. These 10 countries together accounts for 80.53%
share in India’s total footwear export.

Nearly 90% of India’s export of footwear goes to European Countries and the USA. Future
growth of Indian footwear in India will continue to be market driven. The European countries
and the US are major consumers for the Indian footwear.

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Future Trends

Keeping in view its past performance, current trends in global trade, the industry’s inherent
strengths and growth prospects, the footwear industry aims to augment production, thereby
enhancing its exports from the current level of US$ 2.07 billion.

Growth Potential of Indian footwear industry

India has state-of-the-art manufacturing plants. The footwear sector has matured from the level
of the manual footwear manufacturing method to the automated footwear manufacturing
systems. Footwear production units are installed with world class machines. Manned by skilled
technicians, these machines help to turn any new innovative idea into reality. Support systems
created for the sector have indeed served the footwear industry well. India has a well developed
footwear component manufacturing industry. The future growth of the footwear industry in India
will continue to be market-driven, and oriented towards EU and US markets. With technology
and quality of the footwear improving year after year, Indian Footwear industry is stamping its
class and expertise in the global footwear trade.

Indian Domestic Footwear Market

The major demand in non leather footwear sector in India is for chappals (Hawai and Eva) as it
is the cheapest footwear available in India. The chappals have captured 70% of demand in
rural areas, the same being used as multipurpose footwear.

Earlier in the rural areas, rubber based hawai chappals were used because there was no other
substitute before them. Up to year 2002 the demand of rubber hawai was on increasing side,
because at that time Eva injection products were very costly and far from the reach of rural
people. After 2002, the demand of Eva injected products was on increasing trends as rural
people too adopted these products. Now a days 70% demand of rubber based footwear has
been replaced by Eva footwear. Eva footwear is light in weight, durable and has cosmetic
appeal as compared to traditional Hawaii chappal.

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According to the survey conducted by the Delhi Footwear Market News and Footwear Today
the demand of Eva injection products would increase with increase in population, because in
India, no other cheap and durable footwear available in Indian market .

If we assume the demand of chappal on the basis of population the demand will be as below in
future.

2.4 DEMAND & SUPPLY ANALYSIS

Demand and supply of various types of footwear’s such as Chappals, PU footwear and leather
footwear are discussed below.

Demand of Chappals
The following Table 2.2 shows demand estimate of chappals in India

Table 2.2
Table showing Demand of Chappals
Population of India 12000 Lacs
70% of Population wear footwear 8400 Lacs
50% of 840 million people only wear chappals 4200 Lacs
A person who wear only chappals needs two pairs of
8400 Lacs pairs
chappals per year
420 millions people need one pair chappal per year 4200 Lacs pairs
Total Demand 12600 Lacs pairs
Source : CLRI 2005 report

Installed Production Capacities of chappals

The following Table 2.3 shows the installed production capacities of chappals in India.

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 Table 2.3
Table showing Installed production capacity of Chappals

Average
Total machine in Total production Total production
production per
India per day per year
day per machine
165 (Automatic) 3000 pairs 49.5 Lacs pairs 1485.00 Lacs pairs
220 (Manual) 500 pairs 11.0 Lacs pairs 330.00 Lacs pairs
Total 1815.00 Lacs pairs
Source : CLRI 2005 report

Demand/Supply Ratio of chappals

The following Table 2.4 shows the demand supply ratio of Indian footwear market.

Table 2.4
Table showing Demand Supply Ratio

Demand Supply
Demand Supply Shortage
Ratio
2457.00 lacs pair 1815.00 lacs pair 642.00 lacs pair 1.35:1
Source: CLRI 2005 report

Demand of PU shoes.
According to CLRI 2005 report the production of leather footwear in 2004 was 7760 lacs
pairs (shoes, sandals, etc) made up of PU, TPR, PVC and RUBBER soles.

As per the market survey done by the footwear market news in 2005 the demand and supply
of various soles of the Formal Shoes is shown in the following Table 2.5.

Table 2.5
Table showing Demand of PU shoes in India

Demand Figures in lacs

Domestic market 3590 pairs
Export market 5400 pairs

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 Total Demand 8990 pairs
Supply 7760 pairs
Shortage
PU and other Sole Footwear 861 pairs
Leather Sole Footwear 369 pairs
Source: CLRI 2005 report

The Indian footwear market is expected to worth INR 475 bn by 2025, representing a
compounded annual growth rate of 7%. The Indian footwear market is expected to worth INR 475 bn
by 2025, representing a compounded annual growth rate of 7%. The footwear industry is majorly
dominated by the men‟s segment which comprises almost 60% of the market. The remaining
40% share comprises of the ladies and kids segment. Within this segment the kids segment
accounts for more than 50% share. This is particularly surprising considering that the world‟s
major production is in ladies footwear. This inconsistency provides a huge opportunity for the
ladies footwear industry in India. Footwear is expected to comprise about 60% of the total
leather exports by 2011 from over 38% in 2006-07.

By products, the Indian footwear market is dominated by casual footwear market that makes up
for nearly two-third of the total footwear retail market.

As footwear retailing in India remain focused on men‟s shoes, there exists a plethora of
opportunities in the exclusive ladies‟ and kids‟ footwear segment with no organized retailing
chain having a national presence in either of these categories.

The Indian footwear market scores over other footwear markets as it gives benefits like low cost
of production, abundant raw material, and has huge consumption market. The footwear
component industry also has enormous opportunity for growth to cater to increasing production
of footwear of various types, both for export and domestic market.

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Analysis of Footwear Industry –Porter’s 5 Forces Model

Porter developed these (5) forces to be a framework in where a business strategic manager can
gain that competitive edge over its rival firms. Even though it may be viewed as simplistic, it is a
powerful tool in understanding where power lies in any given business situation. With such
understanding, you can see where your strengths and weakness are and how you can avoid taking
the wrong steps.

Fig: 4.1
Porters 5 Forces Model

1. Threat of New Entrants.

2. Bargaining power of suppliers
3. Bargaining Power of Customers
4. Competitive Rivalry between existing players
5. Threat of Substitutes.

Competitive Rivalry among Existing Players

Competition among existing rival firms in footwear industry is said to be very HIGH. They want
to dominate the market, so therefore there prices are considered to be Price elastic. If they don’t
follow the law of supply and demand, they can loose out on market share.

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Threat of New Entrants
To enter into footwear industry market is relatively easy. There aren't many Barriers, such as law
and regulations. Hence to enter in such a market is LOW. However, we must take into account
that there are brand preferences that customers would prefer. Every firm wants to be in fashion
and if a firm takes and innovative approach, they can dominate the market in coming periods.
With regards to start up capital, it may be little costly because start up is labor and capital
intensive.

Threat of Substitutes
A customer can easily deviate and switch to a new footwear just as quick, depending on if the
price is right, its uniqueness and its quality. With so much resources available it is very easy to
replicate a firms own product. Hence threats of substitutes are HIGH.

Bargaining Power of Suppliers

In this industry, Suppliers may have very little power. Suppliers have MEDIUM control. Let’s
just take United States as an example, with our seasons winter, summer, fall and spring, firms
can choose to outsource or manufacture their own products.

Bargaining Power of Consumers

Consumers have very HIGH control in this market. Because of so much substitutes and
competitors, consumers have a lot of options in where to purchase their products.

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 CHAPTER III

COMPANY PROFILE

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 CHAPTER 3

COMPANY PROFILE

INTRODUCTION

Our history and language are full of reference to shoes and chappals and the time honored craft of show and
chappal making. Shoemakers were the first craftsmen to establish guilds in the middle-ages and through the
builds societies of craftsmen within a common trade come a standard of quality, which earned the shoemaker a
well-established position in the community. The quality and care the shoemaker has taken with his craft has
earned him a place in the history and Bata shoe organization is proved to follow in this tradition of time quality
craftsmanship. Today Bata shoe organization is truly ―Shoemaker and chappal maker to the world‖ and we
invite you to join us and learn a little about the long history of shoes and how they are designed and constructed.

Primitive man made his own shoes from the skins of the wild animal he hunted and, where the climate was cold,
he tied or around his lower leg. Primitive men were for the most part, nomadic and he bound his feet for
protection against the bites of insect, often thorny forest flow and the heat of the earth on the dry plains. How the
primitive men bound his feet dependent on where lived and this form the very beginning we see that shoes were
used for protection but that to some extent the environment, the weather and the land dictated style.

Thus, sandal was the earliest from of show made by a ―specialist‖ shoemaker. The early Egyptians made
sandals, which consisted of a sole head to the foot by single piece of leather, which is circled the big toe. This
from of sandal is called a thongs are still popular today in certain parts of the world.

The Egyptian had an interesting custom, which indeed seems to be or origin of expression under foot. The
Egyptian painted or carved images of their enemies on the bottom of their sandals. They believed, they could
hurt their foe by treading on their image, hence the expression; to be under foot‖

Early shoe design was often taken from nature and in addition to sandals the Egyptians also wore a shoe within
up turned toe model on the elephants tusk. The Mesopotamian used the same design, but with a longer curved
toe. Some believed that the Chinese might have originated the curved toe design, as the boat with a peaked toe is
quite common among the Mongols today.

The early Greeks where barefoot except in foul weather and it was not until the Hellenistic period around 232
BC that going barefoot out of dears become a sign of slavery. At that time the wearing of shoes signified that the
wearer was free and beginning barefoot come to signify that the person was a slaved. Early Greek shoes were
made from one piece of leather, which was drawn over the foot by a threaded throng and tied around the ankle.

The Romans carried their shoe style throughout the ancient world as the conquered. They brought ―Roman
Style‖ shoes to French and to Britain. The Moons who conquered the Spain in the 8th century (711 AD),
introduced a beautifully – soft-dyed leather known as Cordovan. Their shoes fit snugly and covered the foot and
the ankle. They came to be called ―Babylonian‖ shoes.

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Thus we see the different materials different regions of the known world. As people traveled, traded, conquered,
shoes style was carried from one region to another.
The shoemaker became a specialist, a respected, influential and need member of the society. Shoes and chappals
where made for specific uses, designed for specific climates and where often decorated to harmonies with
clothing style. Leather, wood and plant elements (rice stalk in China and palm leaves in Egypt) where the
primary materials utilized in shoe making. In Europe, however leather remained an important part of the
shoemaker craft.

SHOE AND CHAPPAL’S STYLING A REFLECATION OF SOCIALOGICAL CHANGES:-

In Europe, during the middle age distinct periods of style emerged together with heavy ornamentation. Shoes of
style where, of course, restricted to the wealthy, but shoemakers, together with other craftsmen, began to emerge
as a kind of middle class between the ruling novelty and the serfs. In the 10th century there began a long period
marked by increasingly pointed shoes. There were wasted, and often featured embroidered stitching. In the 11th
century the soft, painted oriental slipper become popular. It is believed that the crusaders probably introduced the
oriental slipper. The peasants of this period wore a wooden shoe called Sabot.

During several uprising against their landlords the peasants trampled their crops under foot as an act of defense.
Thus the derivation of the word ―Sabotage‖

In the early 14th century during the early renaissance period the pointed toe reached twelve inches beyond the
foot and was stuffed with whalebone. Men of this period held the toes of their shoes with the chains, which were
attached to greater at the knees. Following pointed toes the style became that exaggerated width with the sides of
shoes slashed and stuffed to give the foot and extra wide appearance, usually at the toe. Next came the Chopine
from Italy, a slipper with dramatically elevated toe. Eventually, the hell and sole were cut separately and the sole
was reduced in height. The high heel, worn by both men and women, was introduced in the 16th century. During
the 17th and 18th century many styles came and went and a wide materials were used.

THE FRENCH COURT OF LOUIS THE XIV dictated the shoe styles of the period, which seemed to reflect
what many people saw as the ―excess‖ of the court. In fact at one time, men‘s shoes climb stairs backwards
falling over their shoes. As a parallel development to ―dress shoes‖ this period also gap reached to the
development of special military boots. The Hessian were will know and the term ―Wellington‖ came to mean
rubber boots in English speaking countries.

In the late 18th century shoe style underwent radical changes as they reflected popular politics. The French
Revolution was followed by period of simplicity in shoe styles as people revealed against the lavishness of the
court. Sandals, heels – kless slippers and low-cut shoes were adopted and the only acceptable decoration was a
simple buckle.

This history of shoes very much a part of all history. In the beginning, necessity dictated style and then though
conquest, travel and trade, styles where exchanged among the people of the world materials varied and
decoration in footwear became popular to and luxurious.. Simplicity then returned and shoes reflected the
egalitarian ideas of the day. Style, decoration and variety were to eventually return, of course
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Craftsmen shoemakers in single pairs produced one shoe; each cut, stitched and tracked by hand in a time
consuming, laborious method. The result; an expensive, custom-made pair of shoes design in accordance with
specifications and whims of a wealthy client, more often than not a privileged member of a select segment of
society.

The industrial revolution of the 19th century was to bring about vast changes in the shoemakers‘ craft,
transforming the art though mass production techniques into a rapid, highly automated, mechanical process. For
the first time in history, good quality people, thus achieving the long short-after dream.

In turn, the automation of the shoe industry gave reach to the modern fashion – oriented footwear industry. As
peoples basic demanded and sought after more specialized footwear; footwear for sports, for leisure, for work,
footwear that satisfied needs of both fashion and function. Today the footwear industry, the assimilation of
scientific methods and the findings of modern radical research particularly in the realm of sports medicine in
developing footwear in accordance with the physiology of the human foot and the dynamics of the body in
motion. Placed on reality. Ever looking to the future with optimism. This is the golden profile of Bata India.

COMPANY PROFILE

Asia‘s largest footwear company strives to maintain its lead with an image of superiority, professionalisms and round the
clock efficiency. A visit to any factory or office in the country bears testimony to that. Bracing to meet the 21st century,
Bata is gearing itself with the latest in technology and a forward-looking approach to human resource development.
Staggering 16,000 people work at various functional centers in Bata India. While another 2,00000 are indirectly employed.
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The world of Bata India: There are four factories, at Batanagar near Calcutta now it is Kolkata, at Faridabad in
Haryana, Bataganj near Patna in Bihar and at Peenya in Bangalore. Taking stock of them all means accounting
for thousand of trained men and women, millions of pairs of footwear on the production line.

The people –our assets: The Company firmly believes that giving its people the right encouragement, yields
incomparable rewards. Even with technology and progress man doesn‘t 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. Each year a large number of regional, national and international courses are held to train Bata
employees. it is a Bata policy to provide equal opportunity, to promote on merit and to stimulate it‘s people into
thinking globally .always abreast with current trends and technology, Bata India brings latest in line technology
in factory, and the workers to many all to mated industries where work force shrink in direct proportion to their
rate of technological thinking .Bata India keeps its employment levels steady.

Bata India is the largest retailer and leading manufacturer of footwear in India and is a part of the Bata Shoe
Organization. Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as
a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation stone for the first
building of Bata‘s operation - now called the Bata. In the years that followed, the overall site was doubled in
area. This township is popularly known as Batanagar. It was also the first manufacturing facility in the Indian
shoe industry to receive the ISO: 9001 certification. The Company went public in 1973 when it changed its name
to Bata India Limited. Today, Bata India has established itself as India‘s largest footwear retailer. Its retail
network of over 1200 stores gives it a reach / coverage that no other footwear company can match. The stores
are present in good locations and can be found in all the metros, minimetros and towns Bata‘s smart looking new
stores supported by a range of better quality products are aimed at offering a superior shopping experience to its
customers. The Company also operates a large non retail distribution network through its urban wholesale
divisionand caters to millions of customers through over 30,000 dealers. Bata has the following brands operating
under its umbrella: Bata, Mocassino, North Star, Marie Claire, Bubblegummers, Ambassador, Hush Puppies,
Scholl, Comfit, Power, Sparx, Reebok, Weinbrenner, Naturalizer, Bata and I. But the promotional campaign has
to be designed only for the original and classic brand ―Bata‖, which is about finding STYLE – that agrees with
the consumers‘ tastes, meet their diverse needs, meet their budget, and fulfill their well-being.

:-
Product Attributes

 Comfortable and Trendy Footwear

 Easy to Maintain
 Contemporary Styles with International Know-How
 High Quality at affordable prices
 Versatile products to suit each occasion

GROWTH STRATEGY

The organization is the world‘s largest manufacturer and marketer of footwear. It has 83 companies spread all
over the globe both in developed and developing countries. The organization is the leader in the use of modern
technology and the latest management and marketing techniques. Its 73 manufacturing units produce a vastly
25
comprehensive line of footwear from women‘s high fashion shoes to artic boots; men‘s dress shoes to popular
sports shoes for the children. It operates 6300 company owned stores all over the world. This includes Bata
family Athletes world Bubble gummers, Rizzi, Heyraud and Marie Claire stores. In addition Bata has around 50
thousands retailers the combined production and sales total 270,000,000 pairs of shoes per year. The Bata shoe
organization has 67 thousands employees on its roles today. Bata limited; the world headquarters of Bata shoe
organization located in Toronto is manned by experts in manufacturing, marketing, finance, product
development and personnel. A work force that is available for training and guidance in all operations in the field.

Today Bata India has become a legend behind it‘s a sage of determination and pursuit of excellence. A spirit of
enterprise that has made Bata India a complex, multidimensional giant ever at the service of millions of people
in India. How did it all begin?

Today the largest footwear manufacturer is India. The biggest footwear market has wide wingspan-it covers the
entire length and breadth of the country. The company prides itself in having your manufacturing units, two
tanneries, and a number of ancillary units. Pursuing an active policy of encouraging exports since 1935, Bata
India exports the largest number of canvas shoes from the country.

BRAND IDENTITY

The brand identity and position of Bata has been carefully crafted and painstakingly embedded as a value
proposition in the minds of consumers for generations. It certainly promises a lot of value by virtue of consistent
quality and positive word-of-mouth.

SLOGAN

 NO ONE IN THE WORLD KNOW SHOES LIKE WE DO.

 ONE BATA,ONE WORLD.

VISION AND MISSION VISION:-

Vision is that igniting spark that can inspire and energize people to do better the focus of vision is to reach out
hungrily for the future and drag it into the present. Bata India today wishes to reposition itself as a market driven
fashion conscious lifestyle. Focus on a variety of customer groups.

MISSION:-A mission statement articulates the philosophy of the company with respect to the business in
specific and society in general once the mission statement of company is finalized and adapted, it provides a
readymade guideline to employees of the organization about its principles, policies and practices. Bata will
provide its products and services to all the age groups in the community will also provide the finest quality
through customer involvement.

26
Bata India is the largest retailer and leading manufacturer of footwear in India and is a part of the Bata Shoe
Organization. The parent company Bata was founded by three siblings; Tomas Bata, his brother Antonin and his
sister Anna with a small inheritance in the town of Zlin, Czechoslovakia on August 24, 1894. Initially known as
Bata Shoe Company, it was one of the world‘s first shoe ―manufacturers‖; a team of stitches and shoemakers
creating footwear not only for friends and local residents, but also for distant retail merchants.

Key Events:-

 1905: Tomas Bata introduced mechanized production techniques that allowed the Bata Shoe Company to
become one of the first mass producers of shoes in Europe.

 1914: The company had a significant development due to military orders.

 1928: The company‘s head factory in Zlin was expanded as demand for the inexpensive shoes grew rapidly.

 1931: Bata Shoe Organization setup factories in Germany, England, The Netherlands, Poland, France, Austria,
Romania, Sweden, Switzerland, Egypt, Belgium, Finland, Luxembourg, Hungary, Italy, Indonesia, Singapore
and India.

 1932: Tomas Bata died in a plane crash and control of the company was passed to his half-brother, Jan, and his
son, Thomas John Bata.

 1939: Due to the outbreak of World War II Thomas Jan Bata decided to move Bata Shoe Organization to
Canada established the Bata Shoe Company of Canada.
27
 By 1950: Bata was positioned as the world‘s leading footwear exporter. From its new base in Canada, the
company gradually rebuilt itself, expanding into new markets throughout Asia, the Middle East, Africa and Latin
America.

 In 1970s, 80s and 90s: Bata continued to grow through its new, innovative strategies guided by Bata‘s
founding principles which focused on customers, marketing and employees.

Today, Bata has a retail presence in over 70 countries across five continents, with a million customers per day. It
employs more than 40,000 people in its 5,000 retail stores, manages 27 production facilities. It is estimated that
since the day it was founded over 120 years ago, Bata has sold more than 14 billion pairs of shoes which is more
than the number of human feet that have walked the earth. The acting headquarters of Bata Shoe Organization is
located in Lausanne, Switzerland. There are 3 main Business Units: Bata Europe, based in Italy; Bata Emerging
Market (Asia Pacific, Africa and Latin America), based in Singapore, and Bata Protective (worldwide B2B
operations), based in the Netherlands.

BATA INDIA LTD

Bata is a name that needs no introduction to Indians. Incorporated as Bata Shoe Company Private Limited in
1931, Bata India is the largest retailer and leading manufacturer of footwear in India and is a part of the Bata
Shoe Organization. In 1932, an experimental shoe production plant was built in Konnagar, West Bengal with 75
Czechoslovak experts. Jan Antonin Bata then built an industrial manufacturing city called Batanagar in South 24
Paraganas District in West Bengal in 1934, as well as other factories in Digha near Patna, and elsewhere it India,
employing more than 7,000 people. Later Batanagar became one of the bigger suburban towns near Kolkata. The
Company went public in 1973 when it changed its name to Bata India Limited. In 1993, it became the first
manufacturing facility in the Indian shoe industry to receive the ISO: 9001 certification.

It is one of the largest footwear manufacturers in India and sells a wide range of canvas, rubber, leather, and
plastic footwear. Its retail network of over 1500 stores gives it a reach that no other footwear company can match
in India. The stores are present in good locations and can be found in all the metros, mini-metros and towns. The
Company also operates a large non retail distribution network through its urban wholesale division and caters to
millions of customers through over 30,000 dealers. It has 26 Wholesale depots, serving more than 500
wholesalers. The company has a licensed capacity of 628 lakh pairs per annum spread across its five
manufacturing units at Batanagar (Kolkata), Faridabad (Haryana), Bataganj (Bihar), Peenya (near Bangalore),
and Hosur (Tamil Nadu). The company has two tanneries - one at Batanagar and the other at Mokameghat
(Bihar). The latter is the second largest in Asia. In total, Bata India employs more than 12000 people.

Bata sells over 60 million pairs of shoes every year. South India is a major market for Bata, from where it earns
around 40% of its revenue. The company is the market leader in South, with 16% share of the organized
footwear market. Of the overall revenue, it derives nearly 85% through retail networks, 14% from non-retail
channels (dealers/institutional/industrial sales) and remaining 1% through exports. Thus, the domestic market is
the mainstay as far as revenues are concerned. Bata India is today traded on the Kolkata and Bombay Stock
Exchanges. It has also consistently outperformed the Sensex and broader Nifty year after year. For the first time
in its history, Bata India's Turnover crossed the coveted mark of Rs. 20,000 Million for the financial year 2013
by achieving a total turnover of Rs.20, 984.1 Million. It also recorded a Net Profit of Rs.1, 907.4 Million for the
year 2013.
28
INITIAL POSITIONING & SUBSEQUENT REPOSITIONING

Bata India was primarily known as a manufacturing company and it comes with a baggage of being an old-
school, no-frills footwear maker and retailer. It has traditionally positioned itself as providing product lines
catering to the middle class segment of the society. Bata was in a way successful in positioning itself as a brand
having stores with products to meet the needs of almost all members of the family, since it had product ranges
for children, men, women etc. Bata enjoyed an almost monopolistic position in the organized footwear market in
India until late 1980's. It‘s simple, yet iconic, brown leather sandals and blue-and-white rubber slippers were
instantly recognizable and also are still recognized. Bata was the choice for everyone in the family. Whether it
was shoes for the monsoon, school shoes, formal wear or even comfort wear for the elderly, the brand had
something for every member in the Indian household. The brand Bata was household name then and was the first
choice footwear of the Indian middle class. But with time, Bata India had to come in line with the changed
retailing landscape with the arrival of malls and big retail chains. It also had to shed its image as a low-cost
functional footwear brand that appeals to the 40-plus age group. Bata started gradually losing its position as
market leader in the 1990's when its profit margins reduced drastically. Bata has suffered due to an unfavorable
impression of a perception drag and has been unable to connect with the youth. This was due to a number of
factors like:-

a) Crowded store formats;

b) Subdued store staff,

c) Lack of presence in the media, etc.

REPOSITIONING

After three straight years of losses, Bata started to script a turnaround story from 2005. Marcelo Villagran took
over Bata India‘s operations in 2005 and he brought about many changes in the company that have led to a
turnaround. He is credited as being the man who brought back Bata India from the brink of bankruptcy.

The focus was on revamping retail — large format stores were opened and existing ones remodelled.
Sandwiched between luxury brands from the top and mass market offerings at the bottom, Bata had to leverage
its considerable equity. The erstwhile Bata stores had a very congested layout and the display of all SKUs was at
times either not possible or not accessible.

However, with the revamping of stores, the company has now improved the design and layout to make more
products visible and available for touch and feel to the consumer. The company has also extended the store
timing by two hours (from the earlier 10 am – 7 pm to 10 am – 9 pm). The company has also decided to keep
stores open on Sundays. This led to higher footfalls and, therefore, improved inventory turnover. A drastic cut in
employee headcount and outsourcing labor-intensive operations helped in pruning costs. As part of the
restructuring plan set out by Mr Villagran, Bata opened 718 stores, closed down 524 and remodeled 296 stores
during CY05-12. The new stores opened were decided in a phased manner and designed according to the target
audience that it catered to.

29
The company now categorizes stores as:-

1. Metro

2. Metro & Mini metro

3. Smaller towns.

Based on this classification, it decides the store layout, product profile and location based on that. While stores
in metros are air-conditioned and stock more premium and fashion brands, the metro and mini-metro stores are
non-air-conditioned and stock products catering to the aspirational upper middle class consumers. Similarly, in
small towns, the stores are non-air-conditioned and stock economy and mid-range products meant for mass
markets. In its strategic pursuit, Bata India continues to open approx. 100 new retail stores every year across
India and shut down or relocate unviable stores. Most of the new stores are of large format having space of more
than 3,000 sq. ft. and delicately designed to display each category of footwear and accessories. These large
format stores are designed to provide an excellent ambience and delightful shopping experience to the
customers.

Bata has also overhauled its merchandise strategy. It literally threw out its entire low-margin inventory in 2005.
They fixed a certain operating margin and have decided not to sell any shoes whose margins are below that
margin. And the efforts appear to be paying off as Bata is the market leader with over 16% share in the
organized footwear segment. The company now plans to increase the average store size to 5000 sq. ft. Bata India
Ltd has witnessed constant growth over the past few years, which endorses its strong understanding of the
consumer needs and lifestyle. The footwear collection has vastly improved over the years and many
contemporary and fashionable designs of footwear have been launched. The new designs have helped Bata to
constantly increase its customer base while meeting the changing lifestyle needs of the loyal customers. The
manufacturing facilities of Bata have also been upgraded with introduction of improved quality, better
technology and materials for producing footwear with a trendier look and comfort to meet the ever-changing
market requirements.

An exclusive range of ladies footwear and a variety of products for the kids and children were launched, which
have been well accepted by the customers. Bata continues to be the market leader in Men's formal footwear, with
Ambassador, Comfit, Moccasino - all brands recording a high growth. In ladies segment, Marie Claire and Sun
drop brands of footwear have recorded a good growth. The footwear range for the children - Bubblegummer and
Angry Birds continued to be the most favorite brands in India. Other popular brands like Power, North Star,
Scholl and Weinbrenner - all have registered growth in volume in the year 2013.

HUSH PUPPIES

Bata India's premium Brand - Hush Puppies has been expanding in line with the overall retail expansion program
and continues to open exclusive stores and shop-in-shop stores in premium departmental stores. At the end of
year 2013, Hush Puppies had 34 exclusive stores and 37 shop in-shops.

FOOTIN

Bata India's new retail concept - FOOTIN offers a new range of footwear focusing on affordable fashion and
30
trendy styles. In FOOTIN stores, customers can get fashionable, young looking and affordable footwear
presented through a high density display concept. It is one of the new business models with a different approach
to improve volume growth of the company. Since 2012, Bata has opened 8 new FOOTIN stores across India,
with range of footwear for both men and women focusing on fashionable and trendy styles at an affordable price.

NON RETAIL

Bata India's Industrial division is now recognized as the leading supplier in the safety footwear market. The
product range has been refreshed by launching new molds as well as new PURubber soles collection. The
customer service function has been strengthened to provide immediate response to the queries raised by the
industrial buyers. The strategy to focus on segments like defense, canteens, education, corporate, etc. has been
fruitful for Bata India and resulted in achieving good market penetration. A new range for the healthcare
segment has been launched with specialized footwear to be used in hospitals for Doctors, Nurses, front office
staff, maintenance team, etc.

E-COMMERCE

Bata India generated a volume growth of almost 100% in online business during the year 2013 as compared to
the previous year 2012. Its E-Commerce business reached approx. 750 cities across India with its shipments. In
order to attract more e-customers, new partnerships have been entered into by tying up with leading on-line
players e.g., Flipkart, Jabong, E-bay, HomeShop18, Myntra, Rediff, Indiatimes, etc. As a part of the strategy,
Cash on Delivery service was launched for the end customer to facilitate the shopping ease. The Company‘s
website www.bata.in has experienced a tremendous growth in traffic of approx. 2.5 Million visitors.

31
ADVERTISING, SALES PROMOTION & SEGMENTATION STRATEGY FOLLOWED by the BATA

BATA India has traditionally spent less than 1 percent of its total revenue on advertising. This is far less than
their competitors who spend anywhere between 5 and 10% of their revenue on advertising.

―Location- is a mantra for retail success. BATA has banked on building its retail store presence in middle of
bustling bazaars in rural and urban areas and near urban suburban train stations. Coupling the location with VFM
(Value for Money) shoes for the entire family has helped Bata sustain itself for three quarters of a century. The
target segment for the brand used to be the lower and middle income segment of the population.

Like any other retail brand in the business, BATA too holds sales promotions at specific time periods in the year.
These sales promotions are advertised through different mediums:

Outer media Print media Electric media Online media

Bata was the first Advertisements in Promotion through TV Facebook fan club book
business to place large magazine and ads, Eg: Spring summer page of Bata india has
advertising signs at its newspapers. 2014 6,930,295 likes
own point of sale.

SALES PROMOTION STRATEGY:-

1. PRICE PROMOTION:- Price promotion refers to ‗price discounting‘. It is done by two ways, namely

a) DISCOUNTS:- A discount on the normal selling price of the product. For example Bata a family footwear
brand with showrooms all over the city, is offering discounts ranging up to 50% on shoes, sandals, chappals,
ladies footwear, kid‘s footwear and men‘s footwear. This offer is available at all Bata footwear showrooms
across the country.

b) END OF SEASON SALE:- Bata often has ‗End of Season sale‘ which helps in boosting up the sales figure.

2. SALES at POINT of PURCHASE:- Another feature of their sales promotion strategy is their point of purchase
products. Products like Dr Scholl’s foot cream, Knee Pain Relief Orthotic, etc. are displayed over the cash
counter so as to encourage customers to make an immediate purchase.

32
3. CONSUMER PROMOTION:- The tool already in use by BATA India group is ―Bata Gift Vouchers‖. The
design of the vouchers need to be complementary to the theme used for advertising so as to reinforce the image
of the brand.
These gift vouchers have the following features:-

 Convenient denominations

 6 month validity

 Redeemable on all BATA products

 Acceptable at over 1500 Bata stores across India

.

4. “99’’ MAGIC FORMULA:- The psychological factor of prices ending with 99 gives the consumer a feeling
of a good ‗bargain price‘ as against a ‗cheap prize‘. Bata India have cleverly managed to use this strategy to
their advantage.

BATA SUB-BRAND SEGMENTATION BASED ON INDIAN INCOME GROUPS:-

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ANALYSIS OF PRODUCT & GENERIC COMPETITION TO THE BRAND

When we think of BATA, the first thing that strikes us is its ―INDIANNESS‖. According to the HR manager
BATA, it is the mass appeal that drives a customer to a BATA store. This is largely because BATA offers the
masses products and gifts in every possible price range they can think of. The brand identity and position of
BATA has been carefully crafted and painstakingly embedded as a value proposition in the minds of consumers
for generations. It certainly promises a lot of value by virtue of consistent quality and positive word-of-mouth.

According to Mr. Anjanay Shrivastav (HR manager), most of the people in India don't even know that BATA is
not an India based brand. An example of mass appeal is also seen in the fact that the school shoes category is
synonymous with BATA.

The total revamp that BATA got as a brand in 2005 is aimed at targeting audiences in every income group. And
hence, the brand came up with products targeting the youth, corporate executives, working women, sports
enthusiasts and children. Prior to this strategy, BATA was considered to be the ―Parle-G‖ of the footwear
industry, mass producing shoes and sandals of the same type and features for all kinds of target audiences. Hence
the new strategy was a huge development from its previously rigid and old-fashioned brand image. As part of
their new strategy, the new brands that came about were: North Star (youth), Marie Claire(women),
Bubblegummers(kids), Weinbrenner(Men) etc. However, one fundamental strategy that BATA did not execute
was the effective promotion of these brands in terms of their advertising. These new brands did not have separate
identities of their own and hence did not succeed in creating images of their own.

34
BCG MATRIX OF BATA:-

BCG Matrix describes the company‘s Portfolio analysis with respect to its Market share and current market
growth rate. Due to the competition from local brands of unorganized retail and presence of low cost emerging
brands like Paragon, Relaxo, Khadims, Sreeleathers etc. Bata is losing its market growth though it has high
relative market share. With incomes growing, Bata needs to understand how consumer aspirations change and
find ways to meet the changing needs. So, in the coming years, Bata needs to focus on consumer insights,
innovation, renovation as well as improved value chain management for a good performance.

35
GENERIC COMPETITION TO THE BRAND:-

India‘s per capita shoe consumption or the number of footwear (shoes, chappals, sandals) worn by an individual
has gone up from 1.4 shoes a year in 2004 to 2.8 shoes per year in 2013, according to data from the commerce
ministry, ―While in absolute percentage terms this might not seem like a lot, in a country of a population of one
billion people, the fact that in six years people have gone from consuming 1.4 shoes a year to 2.2 shoes a year is
a big change,‖ said Suman Roy Burman, president, Khadims, a Kolkata-based manufacturer and retailer. The
average shoe consumption in developed countries is about five per person per year.

36
37
PORTER’S FIVE FORCES MODEL:-

In order to devise a competitive strategy for BATA, we need to analyze Porter‘s Five Forces Model. The model
analyses the different aspects of attractiveness and competitiveness of the market.

38
STRATEGIES ADOPTED OVER TIME BY THE BRAND TO TACKLE COMPETITION OR PRIME
MARKET EXPANSION

To tackle competition and expand the market share Bata is adopting strategies over time e.g. aggressive retail
expansion, promotion of its brands, contemporary styling, and quality control and strengthening its human
resources. As far as growth strategies and competencies of Bata are concerned in Prime market expansion, they
can be categorized as:

1. PRODUCT DEVELOPMENT & DIVERSIFICATION:-

Bata has been holding a unique place in the heart of Indians for more than 75 years. Bata Products have been
designed as per various functional needs e.g. sports, casual footwear, formal-semi and formal. From
contemporary to fashion shoes, sports to outdoors, Kids to teens, Bata today stands for trendy, colorful &
youthful footwear destination offering shoes & accessories for the entire family. With more than 1500 designs to
choose from, the design inspirations are upscale international at affordable price. Bata today design, source
market many international footwear brands such as Hush Puppies, Naturalizer, Marie Claire, Sundrops,
Dr.Scholl's, Power, Weinbrenner and many others. The name ―Bata‖ is not limited in footwear industries, but
Bata is also trying to excel in the arena of other propositions like- Umbrellas, Belts, Bags and Sunglasses etc.

2. MARKET DEVELOPMENT:-
The customer value proposition is substantial as Bata offers value for money along with the trust which its
customers have because of the established Bata brand. In terms of access, functionality and selection options it
always fulfils its promises of being a family outlet where each member of the family can buy something. To
increase the contribution from women and children's footwear segments, Bata increased the display area for both
segments across all stores, complimented by launching newer trendy designs under brands like Marie Claire,
Hush Puppies, North Star etc.

Bata had made its presence in all corners of the country to introduce its current products into new market
segments- thereby ‗accessibility to everyone‘ becomes possible for the customers. Bata derives nearly 85 per
cent of revenue through retail networks, 14 per cent from non-retail channels (dealers/institutional/industrial
sales) and balance 1 per cent through exports. About 80-90 per cent of the retail revenue is from Tier I and II
cities,

39
 CHAPTER IV

THEROTICAL CONCEPTS

40
 CHAPTER 4

THEROTICAL CONCEPTS

4.1 INTRODUCTION

In this chapter the concepts of Human Resource Management, Training and Development needs
and methods, Executive Development programs are discussed. The systematic approach to
training by identifying needs, setting objectives, designing policy and conducting training in an
effective way with follow up and evaluation is discussed. In the last section, needs, criteria and
methods of evaluating effectiveness of training and development programs are discussed in
detail.

4.2 HUMAN RESOURCE MANAGEMENT

Organization is the process of combining work which individuals or groups has to perform with
the facilities necessary for its execution, that the duties so performed provide the best channels
for efficient, systematic, positive and coordinated application of the available effort.

HRM is the planning organizing directing and controlling of the procurement, development,
compensation, integration, maintenance of human capital of an organization to achieve
individual, organizational and societal objectives.

4.3 HRM MODEL

The model developed by American Society for Training and development (ASTD) identifies
nine human resource areas:

1. Training and Development

2. Organization Development
3. Organization/Job design
4. Human Resource planning
5. Selection and Staffing

41
 6. Personnel Research and Information Systems
7. Compensation/Benefits
8. Employee Assistance
9. Union/ Labor Relations.

4.4 TRAINING AND DEVELOPMENT

The efficient working of an organization depends upon efficiency or capability of personnel

working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be trained
and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.

The purpose of training is to achieve a change in behavior of those trained and to enable them to
do their job better in order to achieve this objective. Any training program should try to bring
changes in:

 Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to
his job.
 Skills-It helps him to increase his technical and manual efficiency necessary to do the job
and
 Attitude- It molds his behavior towards his co-workers and supervisors and creates a
sense of responsibility in the trainee.

Training is a short term process utilizing a systematic and organized procedure by which non-
managerial persons learn technical knowledge and skills for a definite purpose.

The terms „Training‟ and „Development‟ are used synonymously. But they have different
meanings. While training is the act of increasing the knowledge and skills of an employee for
doing a particular job, the Management Development includes the process by which managers

42
and executives acquire not only skills and competence in their present job, but also capacities for
future managerial tasks of increasing difficulty and scope.

Development is a long- term process utilizing a systematic and organized procedure by which
managerial persons learn conceptual and theoretical knowledge for long term use.

4.4.1 Need for Training

Training is required on account of the following reasons.

1. Job requirements

The employee selected for a job might lack the qualifications required to perform the job
effectively. New and inexperience employees requires detailed introduction for effective
performance on the job. In some cases the past experience, attitudes and behavior patterns of
experienced persons may be in appropriate for new organization.

2. Technological Changes

The technology is changing fast. Increased use of fast changing techniques requires training in
mew technology. New jobs utilizing latest technology require new skills. Both new and old skills
require training.

3. Organizational Viability

In order to survive and grow an organization must continuously adopt itself to changing
environment. With increasing economic liberalization and globalization in India, Business firms
are experiencing international competition. So the firms must upgrade their capabilities. An
organization must build up a second line of command through training in order to meet the
future needs for human resources.

43
4. Internal Mobility

Training becomes necessary when an employee moves from one job to another due to promotion
or transfer.

Thus there is an even present need for training people so that new and changed techniques may
be taken advantage and improvements in old methods are effected. Need for training has
increased due to growing complexity of jobs, increasing professional management, growing
uncertainties in the environment, global competition, growing aspirations vast untapped human
potential, ever increasing gaps between plans and results and suboptimal performance levels.

4.4.2 Importance of Training

1. Training enables management to face the pressure of changing environment.

2. Training usually results in an increase of quantity and quality of output.
3. Training needs to job satisfaction and higher morale of employees.
4. Trained workers need lesser supervision.
5. Trained workers enable enterprise to face competition.
6. It molds the employees‟ attitudes and helps them to achieve better co-operation within
organization.
7. Trained employees make better economic use of materials and equipment’s resulting in
reduction of wastage and spoilage.
8. Training instructs the workers towards better job adjustment and reduces the rate of labor
turnover and absenteeism.

4.4.3 Benefits of Training

Training is helpful to employees in the following ways

1. Training improves self confidence.

2. Training leads to higher earnings of employees by increasing productivity.

44
 3. Training improves safety awareness and trained employees are less prone to accidents.
4. Training enables an employee to adapt to changes in the work procedures and methods.
5. An employee can develop himself and earn quick promotion.
6. Training develops new knowledge and skills which remains permanently with him.

4.4.4 Types of Training

Training is required for several purposes. Accordingly training programs may be the
following types.

Orientation Training/Induction Training

Induction training seeks to adjust newly appointed employees to the work environment. Every
new employee needs to be made fully familiar with his job, his supervisor and subordinates with
the rules and regulations of the organization. The induction training creates self confidence in
new employees.

Job training

It refers to the training provided with a view to increase the knowledge and skills for improving
performance of the job. Employees may be taught the correct methods of handling equipment’s
and machines used in the job. Such training helps to reduce accidents, waste and in efficiency in
performance of the job.

Safety training

Training provided to minimize accidents and damage to machinery is known as safety training. It
involves instruction to perform the work safely.

Promotional training

It involves training of existing employees to enable them to perform high level jobs. Employees
with potential are selected and they are given training before their promotion. So that they do not
find difficulty to shoulder the higher responsibilities of the new positions to which they are
promoted.

45
Refresher training

When the existing techniques become obsolete due to development of better techniques,
employees have to be trained in use of new methods and techniques. Refresher training is
designed to revive and refresh knowledge and update the skills of existing employees.

Remedial Training

Remedial training is arranged to overcome the shortcoming in the behavior and performance of
old employees. Remedial training shall be conducted by psychological experts.

4.5 EXECUTIVE DEVELOPMENT

4.5.1 Importance of Executive Development

 There is a shortage of trained managers. The organization has to develop the employees
and maintain and inventory of executive skills to future demands.
 The performance of company depends upon the quality of its mangers. It is of paramount
importance to have effective and desired managerial talents to meet the organization’s
demand.
 Obsolescence of managerial skills is an important factor. A manager must continuously
update himself to successfully meet new challenges as they occur.

4.5.2 Process of Executive Development

The essential ingredients of executive development programs are as follows.

1. Analysis of development needs: - First of all the present and future development needs of the
organization are ascertained. It is necessary to determine how many and what type of executives
are required to meet the present and future needs of the enterprise.

46
2. Appraisal of the present managerial talent: - A qualitative assessment of the existing
executives is made to determine the type of executive talent available within the organization.

3. Planning individual development programs: Each one of us has a unique set of physical,
intellectual and emotional characteristics. Therefore, development plan should be tailor-made for
each individual.

4. Establishing training and development program: - The HR department prepares

comprehensive and well conceived programs.

5. Evaluating developing programs: - Considerable money, time and efforts are spent on
executive development programs. It is therefore natural to find out to what extent the program’s
objective has been achieved.

4.5.3 Methods of Executive Development

Methods of development or executive development can be broadly divided into two categories.

1) On the job development or executive development: it means increasing the ability of the
executives while performing their duties, to develop them in real work situation. It includes the
following methods:

a) On the job coaching: under this method superior only guides his subordinate about various
methods and skill required to do the job. Here the superior only guides his subordinate he gives
his assistance whenever required. The main purpose of this type of training is not only to learn
the necessary skills but to give them diversified knowledge to grow in future. The superior is
responsible for subordinate’s performance. So the superior must always provide the subordinate
necessary assistance whenever required.

47
b) Understudy: under this method of development the trainee is prepared to fill the position of
his superior. He in the near future will assume to do the duties of his superior when he leaves the
job due to retirement, transfer or promotion.

c) Job rotation: here the executive is transferred from one job to another or from one plant to
other. The trainee learns the significance of the management principles by transferring learning
from one job to another. This method helps in injecting new ideas into different departments of
the organization.

d) Committee assignment: under this method committee is constituted and assigned a subject to
give recommendations. The committee makes a study of the problem and gives suggestions to
the departmental head. It helps the trainees because every member of the committee gets a
chance to learn from others.

2) Off the job development or executive development: here the executives gets the training off
the job means not when they are doing the job. It involves following methods:

a) Special courses: here the executives attend the special courses which are organized by the
organization. Under this experts from professional institutions provide them the training.

b) Specific readings: here the human resource development manager provides copies of specific
articles published in the journals to the executives to improve their knowledge. The executives
study such books or articles to enhance their knowledge.

c) Special projects: under this method the trainee is given a project related to the objective of
the department. The project helps the trainee in acquiring the knowledge of the particular topic.

d) Conference training: here the organization conducts a group meeting. In which the executive
learn from the others by comparing his opinion with others.

e) Sensitivity training: it is also known as T group training or laboratory training. It is

conducted under controlled conditions. T group help in learning certain things, they help the
participants to understand how group actually work. It helps in increasing the tolerance power of

48
the individual and ability to understand others. T group generally sits together and discuss for
hours where the members learn about their own behavior and behavior of others.

4.6 SYTEMETIC APPROCH TO TRAINING

The flow chart given below shows various stages of systematic approach to training and
development.

Flow chart 4.1 : Systematic approach to training

Identifying training
needs

Setting training
objectives and policy

Designing training
programe

Conducting training

Follow up and
evaluation

4.6.1 Identifying training needs

All training needs must be related to the specific needs of organization an individual
employees. A training program is launched after the training needs are assessed and

49
identified clearly. The effectiveness of a training program can be judged only with the help of
training needs identified in advance.

The training needs can be identified though following types of analysis.

1. Organizational Analysis

It involves a study of the entire organization in terms of its objectives, its resources, resource
allocation and utilization, growth potential and its environment.

The organizational analysis includes the analysis of

 Short term and long term objectives of the firm.

 Allocation and efficient utilization of human resources to meet the operational targets.
 Organizational Climate including the management’s attitude towards employee
development
 Environmental Scanning to identify the factors affecting organization which it can
control and the constraints which it cannot.

2. Task role / Operational Analysis

It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and
aptitudes required and the work behavior. Attention is paid to tasks to be performed, methods
used, the way employees have learnt these techniques and performance standards required is
analyzed in this stage. The purpose of operation analysis is to decide what should be taught.

3. Manpower Analysis

In this analysis the persons to be trained and the changes required in the knowledge, skills and
attitude of an employee is determined. First of all, it is necessary to decide whether performance
of employee is below standard and training needed. Secondly it is decided whether employee is

50
Capable of being trained. Thirdly, the specific areas in which employee requires training. Lastly,
whether training will improve employee’s performance or not is determined.

Training can be relevant and viable if the three types of analysis given above are carried out on
continuously.

4.6.2 Setting training objectives and policy

The overall aim of a training program is to fill in the gap between the existing and the desired
pool of knowledge, skills and aptitudes. Objectives of training express the gap between the
present and the desired performance levels.

The main objectives of training may be defined as follows

i. To impart to new entrants the basic knowledge and skills for efficient performance
definite task.
ii. To assist employees function more efficiently by exposing them to latest concepts,
information and techniques and developing the skills they require in the particular job.
iii. To build up a second line of competent officers and prepare them to occupy more
responsible positions.
iv. To broaden the narrow minds of senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused due to over specialization.

While setting training objectives, following criteria may be used.

a) Nature and size of the group trained

b) Roles and tasks to be coined out by target group
c) Relevance, applicability and compatibility of training to the work situation
d) Identification of the behavior where changes required
e) Defining the existing and desired behavior in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations and supervisions, etc.

51
 f) Operational results to be achieved through training e.g. Productivity, cost, down time,
creativity, turnover, etc.
g) Indicators to be used in determining changes from existing to the desired level in terms of
ratio and frequency.

In order to achieve the training objectives, an appropriate training policy is necessary. A training
policy represents the commitment of top management to employee training. It consists of rules
and procedures concerning training.

A sound training policy defines the following issues.

The results expected to be achieved through training

i. The responsibility of the training function

ii. The priorities for training
iii. The type of training required
iv. The time and place of training
v. The payments paid to the employees during the training period
vi. The outside agencies to be associated with the training
vii. Relationship of training of the companies labor policy

4.6.3 Designing a training Program

Once the objectives and policies of training are decided, appropriate training program can be
designed and conducted. Decisions on the following items are required for this purpose.

1. Responsibility of training

The responsibility of the training program has to be shared among

a) The top management

b) The Personnel department
c) The line supervisors
d) The employees who should provide feedback and suggestions

52
2. Selecting and motivating target group

The type of training method to be used will depend upon the type of persons to be trained. So it
is necessary to decide in advance who are to be trained workers, supervisors or executives. The
employees will be interested in training if they believe that it will benefit them personally. A
climate conducive for learning has to be created through physical and psychological
environment.

3. Preparing Trainers

The success of a training program depends to a great extent upon the instructors or the resource
persons. The trainer must know both the job to be taught and how to teach it. He should have an
aptitude for teaching and should employ right training techniques.

4. Developing training package

This step involves deciding the content of training, designing support materials for training and
choosing appropriate training methods. It may involve the specific instructions and procedures
for doing a job. In addition to the contents, methods and time period it also includes budget.
Supporting materials may include detailed syllabus, study notes, case studies, pamphlets, charts,
manuals, brochures and movie slides.

4.6.4. Conducting the training

This is the action phase of training. Here the trainer tells, demonstrates and illustrates in order to
put over the knowledge and operations. However, before it a learner should be put to ease. It is
necessary to explain why he is being taught to develop his interest in training. Instructions should
be clear and complete. Key points shall be stressed upon and one point should be trained at a
time. Trainees should be encouraged to ask questions.

53
4.6.5 Follow up and Evaluation

In the evaluation step, the effectiveness of training program is assessed. The feedback generated
through follow up will help to reveal weaknesses or errors if any; Necessary corrective action
can be taken. If necessary training can be repeated until trainees learns whatever has been taught
to him. It also helps in designing future training program.

4.7 TRAINING METHODS

The training methods employed for training of operatives may be described under.

1. On-the-job training (OJT)

In this method trainees are placed on regular job and taught the skills necessary to perform it.
The trainee learns under the supervision of superior or instructor. It is also called learning by
doing.

2. Vestibule training

In this method a training center called vestibule is setup and actual job conditions are stimulated.
Expert trainers are employed to provide training with machines that are identical to those used in
work place.

3. Apprentice training

In this method the theoretical instruction and practical learning are provided to trainees in
training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid during
training.

54
4. Class room training

Under this method training is provided to company class room. Lectures, case studies group
discussions and audio visual aids are used to explain knowledge and skills to employees. Class
room training is useful for teaching concepts and problem solving. It is also useful for orientation
training and safety training.

5. Internship training

It is a joint program of training in which educational institutions and business firms cooperate.
Selected candidates carry on regular studies for prescribed period. They also work in some
factory or office to acquire practical knowledge and skills. This method helps to provide good
balance between theory and practice.

4.8 EVALUATING EFFECTIVENESS OF TRAINING

4.8.1 Need for Evaluation

It is necessary to evaluate the extent to which training programs have achieved the goals for
which they were designed. Such evaluation will provide useful information about effectiveness
of training as well as about design of future training programs. The evaluation of training
provides useful data on the basis of their relevance of training and integration with other
functions of human resource management can be judged.

4.8.2 Concept of Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and apply the knowledge
and skills acquired in the training program. It depends on the attitudes, interests, values and

55
expectations of trainees and training environment. A training program is likely to be more
effective when trainees want to learn, are involve in their jobs, have career strategies. Contents of
the training program, and ability and motivation of trainers also determine training effectiveness.

4.8.3 Evaluation Criteria

According to Hamblin effectiveness of the training can be measured in terms of following

criteria:

i. Reactions: A training program can be evaluated in terms of the trainees‟ reactions to

the objectives, contents and methods of training. In case the considered the program
worthwhile and liked it, the training the training can be considered effective.
ii. Learning: The extent to which the trainees have learnt the desired knowledge and
skills during the training period is useful basis for evaluating training effectiveness.
iii. Behavior: Improvement in the job behavior of the trainees reflects the manner an
extent to which learning has been applied to the job.
iv. Results: The ultimate result in terms of productivity, quality improvement, cost
reduction, accident reduction, reduction in labor turnover and absenteeism are best
criteria for evaluating training.

4.8.4 Methods of Evaluation

Several methods can be employed to collect data on the outcomes of training.

1. The opinion and judgment of trainers, superiors and peers

2. Evaluation forms filled up by trainees
3. Questionnaires filled up by trainees
4. Giving written tests to trainees
5. Arranging structured interviews with trainees
6. Comparing performance of trainees on the job before and after training
7. Studying profiles and career development charts of trainees

56
 8. Measuring the levels of productivity, wastage, Costs, absenteeism and employee turnover
after training
9. Trainees‟ comments and reactions during training period
10. Cost benefits analysis of the training program.

4.8.5 Feed back

After evaluation process the situation should be analyzed to identify the possible causes for
difference between expected outcomes and actual outcomes. Necessary precaution should be
taken in designing and implementing future training programs so to avoid causes.

CHAPTER V

DATA ANALYSIS AND

INTERPRETATION

57
 CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

5.1 INTRODUCTION
A questionnaire was prepared for measuring effectiveness of training and development and
distributed among the employees of the M/s. VEEKESY POLYMERS PVT LTD. The primary
data collected by simple random sampling by using questionnaires was tabulated, converted in to
percentage and displayed both in table as well as by graphical representation for analysis. Based
on the data, Interpretations were made. The questionnaire used for carrying out survey is
included in the annexure.

5.2 GENDER OF RESPONDENTS

Employees were given questionnaire requesting the m to fill up the gender. The data collected is
shown in the form of table and pie chart below.

Table 5.1
Table showing Gender of respondents
Opinion No. of Respondents Percentage of
Respondents
Male 32 64
Female 18 36
Total 50 100
Source: Primary Data

Chart 5.1 Graph showing Gender of respondents

Gender of Respondents in %

36 %
Female Male

64 % Female
Male

Source: Primary Data

58
Inference: Above table shows 64% of respondents were males and 36 percentages were females.
The gender is displayed graphically using a pie chart. It shows majority of respondents are
males.

5.3 AGE OF RESPONDENTS

The age was divided into five different groups and respondents were requested to specify which
age group they belong. The result is displayed in table form and bar chart form.

Table 5.2
Table showing Age of respondents
Age of No. of Respondents Percentage of
Respondents Respondents
Below 25 18 36
25-35 23 46
35-45 9 18
45-55 0 0
Above 55 0 0
Total 50 100
Source: Primary Data

Chart 5.2: Chart showing Age of respondents

50 46
45
40 36
35
30
25
18 % of respondents
20
15
10
5
0 0
0
Below 25 Yrs 25-35 Yrs. 35-45 Yrs. 45-55 Yrs. Above 55 Yrs

(Source: Primary Data)

59
Inference: Above table shows 36% of respondents are below 25 years, 46 % of respondents are
of 25-35 age group category and 18% of the respondents are of the age group of 35-45 years age
group. It also infers that majority of the respondents are young and below 35 years.

5.4 QUALIFICATIONS OF THE RESPONDENTS

The respondents were requested to enter their educational qualification and the results are
displayed in table and chart format and interpreted.

Table 5.3
Table showing educational qualifications of the respondents
Qualification No of Respondents Percentage
Below SSLC 0 0
SSLC 0 0
PDC 0 0
Graduate 18 36
Post Graduate 32 64
Total 50 100
Source: Primary Data

Chart 5.3
Chart showing educational qualification of the respondents.

70
64

60

50

40 36

30 % of Respondents

20

10

0 0 0
0
Below SSLC SSLC PDC Graduate Post Graduate

60
Inference: Above table shows 36% of respondents are graduates and 64% of respondents of the
respondents are post graduates. It infers that the most of employees are highly qualified.

5.5 EXPERIENCES OF THE RESPONDENTS

The period of experience was classified in to different groups and respondents were requested to
specify which group they belong. The results of survey is displayed both in table and chart form
and interpretations are given.

Table 5.4: Experience of the respondents

Qualification No of Respondents Percentage of

Respondents
Less than 5 years 26 52
5-10 yrs 21 42
10-15 yrs 3 6
15-20 yrs 0 0
Above 20 yrs 0 0
Total 50 100
Source: Primary Data

Chart 5.4: Experience of the respondents

60

50

40

30
% of Respondents
20

10

0
Less than 5 5-10 Yrs 10-15 yrs 15-20 yrs Above 20 yrs
years

61
Inference: Above table shows the majority of the respondents (52%) are having experience less
than 5 years; 42% of the respondents are having experience between 5-10 years and 6% of
respondents are having experience between 10-15 years. No respondents are having experience
more than 15 years.

5.6 DEPARTMENT OF RESPONDENTS

The respondents were requested to specify their departments for assessing department wise
training needs. The data collected is displayed in table and chart form.

Table 5.5: Department of respondents

Department No of Respondents Percentage of
Respondents
Sales 9 18
Marketing 9 18
Not Specified 32 64
Total 50 100
Source: Primary Data

Chart 5.6: Department of respondents

70

60

50

40

30 % of respondents

20

10

0
Sales Marketing Not Specified

62
Inference: 18% of the respondents were from Sales department 18% of the respondents were
from marketing department and 64% of respondent were hesitant to disclose the department they
are working in.

5.7 TYPE OF TRAINING ATTENDED

The employees were requested to disclose the methods of training they have under gone in the
organization. The result is displayed in both table format and graphical format.

Table 5.7 : Type of training method attended

Type of training attended No of respondents Percentage of
Respondents
On-the-job training 50 100
Class room training 10 20
Others 0 0
Total 50 100
Source: Primary Data

Chart 5.7
Chart showing the type of training attended
120

100

80

60
% of respondents
40

20

0
On-the-job training Others

Inference: The entire employees responded has undergone On-the-job training in the
organization. Special training based on the needs is conducted in addition to on- the job-training.

63
5.8 TRAINING NEED IDENTIFICATION BY MANGEMENT

Respondents were requested to react to the statement that “the management of BATA
FOOTWEAR identifies the training needs of employees”. A five point liker scale from „strongly
agree‟ to „highly disagree‟ was used to measure their response. The responses are recorded in
both tabular form and graphical form.

Table 5.8
Table showing training needs identification by management
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 12 24
Agree 29 58
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.8
Chart showing training needs identification by management
35

30

25

20

15 % of Respondents

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 24% of respondents strongly agree that management identifies the training needs. 58
% of respondents agree that management identifies training needs. 18% of respondents partially
agree that management identifies the training needs. Nobody disagrees to the statement.

64
5.9 IMPORTANCE GIVEN TO TRAINING AND
DEVELOPMENT
Respondents were requested to react to the statement that “the training and development is given
adequate importance in BATA FOOTWEAR”. A five point liker scale from
„Strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 5.9
Table showing importance given to the training and development
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 20 40
Partially Agree 15 30
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.9 : Chart showing importance given to training and development

45
40
35
30
25
20 % of Respondents
15
10
5
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 30% of respondents strongly agree that importance is given for training and
development. 40 % of respondents agree that importance is given for training and development.
18% of respondents partially agree that management identifies the training needs. Nobody
disagrees with the statement.

65
5.10 EAGERNESS OF SENIOR MANAGERS TO DEVELOP
JUNIORS
Respondents were requested to react to the statement that “the senior managers of BATA
FOOTWEAR are eager to help their juniors develop through training”. A five point liker scale
from „strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 5.10
Table showing eagerness of senior managers to help the juniors develop through training
Particulars No of Respondents Percentage
Strongly Agree 0 0
Agree 39 78
Partially Agree 11 22
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.10
Eagerness of senior managers to help the juniors develop through training
90
80
70
60
50
40 % of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

66
Inference: 78 % of respondents agree that senior managers are eager to develop juniors through
training and development. 32% of respondents partially agree that senior managers are eager to
develop juniors through training and development. Nobody disagrees with the statement.

5.11 IMPORTANCE GIVEN TO INDUCTION TRAINING

Respondents were requested to react to the statement that “the Induction training is given
adequate importance in BATA FOOTWEAR”. A five point liker scale from
„Strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 5.11
Table showing importance given to induction training
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 50 100
Partially Agree 0 0
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.11 : Chart showing importance given to induction training.

120

100

80

60
% of Respondents
40

20

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

67
Inference: Entire respondents agree that, the adequate importance is given for induction training
in the organization. Nobody disagrees with the statement.

5.12 TRAINING BASED ON USEFULNESS, REALITY AND

BUSINESS STRATEGY
Respondents were requested to react to the statement that “the training given in BATA
FOOTWEAR is realistic useful and based on the business strategy of the organization”. A five
point liker scale from „strongly agree‟ to „highly disagree‟ was used to measure their response.
The responses are recorded in both tabular form and graphical form. Inferences are arrived from
the data.

Table 5.12
Table showing training based on usefulness, reality and business strategy
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 18 36
Agree 26 51
Partially Agree 6 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.12:
Chart showing training based on usefulness, reality and business strategy
60

50

40

30
% of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

68
Inference: 36% of respondents strongly agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. 52% of respondents agree
that the training given in the organization is useful, realistic and based on the business strategy of
the organization. 18% of respondents partially agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. Nobody disagrees with
the statement.

5.13 USEFULLNESS OF TRAINING IN ACQUIRING

TECHNICAL KNOWLEDGE AND SKILLS
Respondents were requested to react to the statement that “the training given in BATA
FOOTWEAR is useful to acquire technical knowledge and skills”. A five point liker scale from
„strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 5.13 : Usefulness of training in developing technical knowledge and skills

Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.13 :Usefulness of training in developing technical knowledge and skills

60

50

40

30
% of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

69
Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing technical knowledge and skills to perform their duties. 52% of respondents
agree that the training given in the organization is helpful in developing technical knowledge and
skills to perform their duties. 18% of respondents partially agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform their duties.
Nobody disagrees with the statement.

5.14 EMPHASIS IN DEVELOPING MANAGERIAL

CAPABILITIES
Respondents were requested to react to the statement that “the emphasis is given in BATA
FOOTWEAR on developing managerial capabilities of managerial staff through training and
development”. A five point liker scale from „strongly agree‟ to „highly disagree‟ was used to
measure their response. The responses are recorded in both tabular form and graphical form.
Inferences are arrived from the data.

Table 5.14
Table showing emphasis in developing managerial capabilities
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100
Source: Primary Data

70
 Chart 5.14
Table showing emphasis in developing managerial capabilities
60

50

40

30
% of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing managerial capabilities. 52% of respondents agree that the training given in
the organization is helpful in developing managerial capabilities. 12% of respondents partially
agree that the training given in the organization is helpful in developing managerial capabilities.
9% of respondents disagree that the emphasis is given in developing managerial capabilities
training and development in the organization. Nobody disagrees highly to the statement.

5.15 USEFULLNESS OF TRAINING IN DEVELOPING HUMAN

RELATION COMPETENCIES
Respondents requested asked to react to the statement that “the training given in BATA
FOOTWEAR is useful in developing human relation competencies”. A five point liker scale
from „strongly agree‟ to „highly disagree‟ was used to measure their response. The responses
are recorded in both tabular form and graphical form. Inferences are arrived from the data.

71
 Table 5.15
Table showing usefulness of training in developing human relation competencies
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.15
Chart showing usefulness of training in developing human relation competencies
90

80

70

60

50

40 % of Respondents

30

20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 82% of respondents agree that the training given in the organization is helpful in
developing human relationship competencies. 18% of respondents partially agree that the
training given in the organization is helpful in developing human relation competencies.

72
5.16 IMPROVEMENT IN SKILL, ABILITY AND TALENT
Respondents were requested to react to the statement that “the training given in BATA has
improved the skill, ability and talents of the employees”. A five point liker scale from „strongly
agree‟ to „highly disagree‟ was used to measure their response. The responses are recorded in
both tabular form and graphical form. Inferences are arrived from the data.

Table 5.16
Table showing improvement in developing skill, ability and talent
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 33 66
Agree 14 28
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.16
Chart showing improvement in developing skill, ability and talent
70

60

50

40

30 % of Respondents

20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 66% of respondents strongly agree that the training given in the organization is
helpful in developing skills, ability and talent. 28% of respondents agree that the training given

73
in the organization is helpful in developing skills, ability and talent. 6% of respondents partially
agree that the training given in the organization is helpful in developing skills, ability and talent.

5.17 IMPROVEMENT IN COMMITMENT TOWARDS WORK

Respondents were requested to react to the statement that “the training given in BATA has
improved the commitment towards work”. A five point likert scale from „strongly agree‟ to
„highly disagree‟ was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 5.17
Table showing improvement in commitment towards work
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.17
Chart showing improvement in commitment towards work
90
80
70
60
50
40 % of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

74
Inference: 82% of respondents agree that the training given in the organization is helpful in
improving commitment towards work. 18% of respondents partially agree that the training given
in the organization is helpful improving commitment towards work.

5.18 USEFULNESS OF TRAINING IN DEVELOPING POSITIVE

ATTITUDE AND TEAMWORK
Respondents were requested to react to the statement that “the training given in BATA is useful
in developing positive attitude and team work”. A five point likert scale from „strongly agree‟ to
„highly disagree‟ was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.
Table 5.18
Table showing usefulness of training in developing positive attitude and teamwork
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.18
Chart showing usefulness of training in developing positive attitude and teamwork

90
80
70
60
50
40 % of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

75
Inference: 82% of respondents agree that the training given in the organization is helpful in
developing positive attitude and teamwork. 12% of respondents partially agree that the training
given in the organization is helpful in positive attitude and teamwork. 6% of respondents are
disagreeing that the training given in the organization is helpful in developing positive attitude
and teamwork.

5.18 NUMBER OF EMPLOYEES WHO TAKE TRAINING

PROGRAMMES SERIOUSLY
Respondents were requested to react to the statement that “those who are deputed for training
take training seriously”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was
used to measure their response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.

Table 5.19: Table showing the number of employees who take the training program seriously
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 3 6
Disagree 6 12
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.19: Number of employees who take the training program seriously
60

50

40

30
% of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

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Inference: 30% of employees strongly agree that they take training program seriously. 52% of
respondents agree that they take training program seriously. 6% of respondents partially agree
that the training they take training program seriously. 12% of respondents are disagreeing that
they takes training program seriously.

5.19 RATING OF THE STANDARDS OF IN-HOUSE TRAINERS

Respondents were requested to react to rate the standards of in-house trainers. A five point likert
scale from „Excellent‟ to „Poor‟ was used to measure their response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.

Table 5.20: Table showing the rating of the standard of in-house trainers

Particulars No of Respondents Percentage of

Respondents
Excellent 0 0
Very good 0 0
Good 47 94
Satisfactory 3 6
Poor 0 0
Total 50 100
Source: Primary Data

Chart 5.20: Chart showing the rating of the standard of in-house trainers
100
90
80
70
60
50
% of Respondents
40
30
20
10
0
Excellent Very Good Good Satisfactory Poor

Inference: 82% of employees say that the standards of in-house trainers are good. 6% of
respondents say that the standards of in-house trainers are satisfactory.

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5.20 SATIFACTION WITH DURATION OF THE TRAINING
PROGRAMME
Respondents were requested to react to the statement that “enough time was provided to learn
about the subject covered in the training”. A five point likert scale from „strongly agree‟ to
„Highly disagree‟ was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.

Table 5.21: Table showing satisfaction with duration of the training

Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.21: Chart showing satisfaction with duration of the training

90
80
70
60
50
40
% of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Highly No opinion
disagree

Inference: 82% of respondents agree that they take training program is of sufficient duration.
12% of respondents partially agree that they take training program seriously. 6% of respondents
feel that the sufficient time is not provided to learn subject provided in the training program.

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5.21 TRAINERS PROVIDING TRAINING TO MEET PRESENT
NEEDS AND CHALLENGES

Respondents were requested to react to the statement that “trainers provide training to meet
present needs and challenges”. A five point likert scale from „strongly agree‟ to „highly disagree‟
was used to measure their response. The responses are recorded in both tabular form and
graphical form. Inferences are arrived from the data.

Table 5.22: Table showing effectiveness of training to meet present needs and challenges
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 35 70
Partially Agree 15 30
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.22:Chart showing effectiveness of training to meet present needs and challenges
80

70

60

50

40
% of Respondents
30

20

10

0
Strongly Agree Agree Partially Agree Disagree Highly disagree

Inference: 70% of respondents agree that the training provided is capable of meeting present
needs and challenges. 30% of respondents partially agree that the training provided is capable of
meeting present needs and challenges.

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5.22 IMPROVEMENT IN PERFORMANCE AFTER TRAINING
Respondents were requested to react to the statement that “the performance has improved after
training”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was used to measure
their response. The responses are recorded in both tabular form and graphical form. Inferences
are arrived from the data.

Table 5.23
Table showing improvement in performance after training
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 32 64
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.23
Chart showing improvement in performance after training
70

60

50

40

30 % of Respondents

20

10

0
Strongly Agree Agree Partially Agree Disagree Highly disagree

80
Inference: 30 % employees strongly agree that their performance has been improved after
training. 64% of employees agree that their performance has been improved after training. 6% of
employees partially agree that their performance has been improved after training.

5.23 FEEDBACK ON PERFORMANCE AFETR ATTENDING TRAINING

Respondents were requested to react to the statement that “the feedback on performance is given
after attending training”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was
used to measure their response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.

Table 5.24: Table showing the feedback on improving performance after training
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 23 46
Partially Agree 12 24
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.24:Chart showing the feedback on improving performance after training

50
45
40
35
30
25
20 % of Respondents
15
10
5
0
Strongly Agree Agree Partially Agree Disagree Highly disagree

Inference: 30 % employees strongly agree that the feedback on their performance is given after
attending training. 46% of employees agree that the feedback on their performance is given after

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Attending training. 24% of employees partially agree that the feedback on their performance is
given after attending training.

5.24 SATISFACTION IN THE QUALITY EXISTING TRAINING

PROGRAMMES
Respondents were requested to react to the statement that “Are you satisfied with the quality of
the existing training programs”. A five point likert scale from „strongly agree‟ to „highly
disagree‟ was used to measure their response. The responses are recorded in both tabular form
and graphical form. Inferences are arrived from the data.

Table 5.25
Table showing satisfaction in the quality of existing training programs
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 32 64
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.25

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 Chart showing satisfaction in the quality of existing training programs
70

60

50

40

30 % of Respondents

20

10

0
Strongly Agree Agree Partially Agree Disagree Highly disagree

Inference: 30 % employees strongly satisfied with the quality of training program. 64% of
employees are satisfied with the quality of existing training program. 6% of employees partially
satisfied with the quality of existing training program.

5.25 AREA IN WHICH FURTHER TRAINING IS REQUIRED

Respondents were requested to write down the areas in which they wish to have further training.
The result is displayed both in tabular and graphical format.

Table 5.26 : Table showing area in which employees need further training
Particulars No of Respondents Percentage
Technology 6 12
Not specified 44 88
Total 50 100
Source: Primary Data

Chart 5.26: Table showing areas in which employees need further training

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 90
80
70
60
50
40 % of Respondents
30
20
10
0
Technical areas Not specified

Inference: 12% employees wish to have training in technology and new technical area.
Unfortunately 82% of employees were reluctant to specify the area of interest.

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 Likert mean scores
Likert Scale adopted
A (Strongly Agree) =5, B (Agree) =4, C (Partially agree) =3, D (Disagree) = 2 ,
E (Strongly Disagree) =1
Table 5.27
Likert mean scores
Particulars Mean
A B C D E score
Does management of your organization identifies the training
needs for the employees? 12 29 9 0 0 4.1
Do you agree that Training and Development is given adequate
15 20 15 0 0 4.0
importance in BATA?
Do you agree that Senior Managers are eager to help their juniors
0 38 12 0 0 3.8
develop through training?
Is induction training given to newcomers given adequate
0 50 0 0 0 4.0
importance in your organization?
Do you agree that training given is realistic, useful and based on
18 26 6 0 0 4.2
the business strategy of the organization?
Do you agree that the training in BATA helps to acquire technical
15 26 9 0 0 4.1
knowledge and Skills?
Do you agree that there is emphasis on developing managerial
15 26 6 3 0 4.1
capabilities of managerial staff through training?
Do you agree that Human relations competencies are adequately
0 41 9 0 0 3.8
developed in your organization through training?
Do you agree that the training and development program have
increased the skill, ability talents towards the assigned job and 33 14 3 0 0 4.6
help in increasing in quality and productivity of your work?
Did training program help to increase the commitment
29 15 3 0 0 4.3
towards work ?
Did the training program helps in development of positive
0 39 6 3 0 3.6
attitude and team work ?
Those deputed for training programs take the training
15 26 3 6 0 4.0
seriously?
How do you rate the standards of in-house trainers in
0 0 47 3 0 2.9
BATA?
Do you agree that enough time was provided to learn about the
0 41 6 3 0 3.8
subject covered in the training program?
Do you agree that the trainer provides training to meet present
0 35 15 0 0 3.7
needs?
Your performance has improved after training? 15 32 3 0 0 4.2
Any feedback is given on your performance after attending the
15 23 12 0 0 3.8
training programs?
Are you satisfied with the quality of existing training
15 23 12 0 0 4.1
Programs

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 CHAPTER 6

CONCLUSION

86
 CHAPTER 6

CONCLUSION
6.1 SUMMARY
In the first chapter, the research problem was described and sample size and data collection and
analysis methods were defined. The problem identified was “A study on the effectiveness of
training and development with special reference to BATA”. The research was proposed to be
conducted by descriptive statistics method. A questionnaire was developed using likert scale and
used for data collection.

In the second chapter, the footwear the history of footwear, Indian footwear market, growth of
exports of Indian footwears and demand supply analysis of footwears was carried out. The
footwear industry was analyzed with porter’s five forces model.

In the third chapter, the company profile of BATA was studied in detail including the details of
VKC group. Working of various departments such as Production, Marketing, Finance and
Human Resource Management departments was studied in detail. The success factors of the firm
were analyzed in detail.

In the fourth chapter, the theoretical concepts of HRM, training and Development, Needs and
methods of training and development was discussed. The systematic approach to training and
development and the method of measuring the effectiveness of training and development was
discussed.

87
In the fifth chapter, the data collected through questionnaire was analyzed using percentage
method, tabulated and displayed in by graphical form by using tables and charts. The data was
interpreted. Likert scale mean was found which indicates the overall performance of the firm.

In this chapter the findings of the study, suggestions for improving the study further are included.
The chapter ends with a conclusion to the study.

6.2 FINDINGS
After studying and analyzing various training programs with in questionnaire survey of the
employees of BATA. a brief summary is illustrated below.

BATA has a good team of employees who has under gone training and development in on-the-
job method. All the respondents are graduates with most of them also holding their post
graduation and technically skilled.

BATA is equipped with very good HRD team.

The impact of the training on the employees of BATA is reasonably good and the reason that
employee have positive attitude and they take training seriously.

On-the job training techniques is employed to train the employees. Induction training to new
employees is given adequate importance. Management is giving adequate importance to develop
employees through training.

Majority of the employees felt that the quality of training program are good, were fully useful to
them and training program has helped in improving their performance and quality of the work.

88
Majority of the employees who have under gone the T & D programs felt that the training
program has helped in improving their technical skills, Managerial skill and human relation
competencies.

The standard of in house trainers is found to be satisfactory. Management gives feedback

regularly on the improvement of performance of employees after attending training programs.

6.3 SUGGESTION
Many employees felt need for training in the areas of latest technical developments.

The organization has to concentrate more on employees who are not satisfied with the present
training methods; they have to be counseled to know their reasons for not being satisfied. So that
effectiveness can be achieved.

The identification of the training needs should be done in view of fast changing technology,
management practices and infrastructure.

A standard measures before and after each training program on level of knowledge, skills,
attitudes and behavior will help to measure its effectiveness more accurately.

The company has to ask its employees to suggest types of trainings which they think is more
helpful in achieving the organizational goals.

Train the employees in all areas like personality development, technical training, and standard
operating procedures with that they can handle multi tasks and balance their pressures.

Employee’s performance level should be considered for selecting employees for training
programs.

Evaluation of training programs should be done regularly to keep a check on the limitations and
drawbacks. And ensure the success of training programs.

89
6.4 CONCLUSION

The training and development program adopted in BATA. mainly concentrated on areas like
quality aspects, job oriented trainings, technical skills and knowledge.

Most of the respondents rated as good and excellent towards the overall quality and effectiveness
of the training and development programs and satisfied with the present training methods.

The company also has to concentrate on small percentage of respondents who are not satisfied
with training programs and whom it has not helped to overcome from their short comings or
work related problems.

Finally the training and development programs provided by BATA are found to be effective,
credible and commendable, which can be improved further.

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 ANNEXURE-1

QUESTIONNAIRE TO STUDY THE EFFECTIVENESS OF TRAINING IN

BATA, PUNE

Name :

Sex :

Age : Below 25 yrs

25-35yrs
35-45 yrs
45-55 yrs
Above 55 yrs

Educational
Qualification: Below SSLC
SSLC
PDC
Graduate
Post Graduate

Department:

Designation:

Experience: Less than 5 yrs

5-10 yrs

10-15 yrs

15-20 yrs

Above 20 yrs

91
1. Which are the training methods undergone by you in BATA? On-the- job training
Class room coaching
Mentoring
Others please specify

2. Do you agree that management of your organization identifies the training needs for the
employees?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

3. Do you agree that Training and Development is given adequate importance in BATA?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

4. Do you agree that Senior Managers in BATA are eager to help their juniors develop through
training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
5. Is induction training given to newcomers given adequate importance in your organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

92
6. Do you agree that training given in BATA is realistic, useful and based on the business
strategy of the organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

7. Do you agree that the training in BATA helps to acquire technical knowledge and Skills?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

8. Do you agree that there is emphasis on developing managerial capabilities of managerial

staff through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

9. Do you agree that Human relations competencies are adequately developed in your
organization through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

10. Do you agree that the training and development program in BATA have increased the skill,
ability talents towards the assigned job and help in increasing in quality and productivity of your
work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree

93
 E. Highly disagree

11. Do you agree that training program increase your commitment to work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

12. Does your training program help you in developing positive attitude and teamwork?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

13. Those who are deputed for training programs take the training seriously?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

14. How do you rate the standards of in-house trainers in BATA?

A. Excellent
B. Very Good
C. Good
D. Satisfactory
E. Poor

15. Do you agree that enough time was provided to learn about the subject covered in the
training program?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

16. Do you agree that the trainer provides training to meet present needs?

94
 A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

17. Your performance has improved after training?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

18. Any feedback is given on your performance after attending the training programs?
A. Continuously
B. Frequently
C. Sometimes
D. Rarely
E. Never

19. Are you fully satisfied with the quality and duration of existing training programs?
A. Fully Satisfied
B. Satisfied
C. No opinion
D. Partially Satisfied
E. Dissatisfied

20. In which area you need training to face the future challenges and fulfill your job better?
(In the order of preference)

95
 BIBLIOGRAPHY
BOOKS

1. Gupta C.B, “Human Resource Management”, Sultan Chand & Sons, New Delhi, 2005

2. Aquinas P.C, “Human Resource Management: Principles and Practice”, Vikas

Publishing House India PVT.LTD, New Delhi, 2013
3. Kothari C.R, “Research Methodology: Methods and Techniques”, New Age International
Publications (P) Ltd., New Delhi,2014

MAGAZINES, JOURNALS, NEWS PAPERS AND WEBSITES

1. www.vkcgroup.com

2. www.wikipedia.org

3. www.leatherindia.org

4. www.citehr.org

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