INTRODUCTION

Human resource management (HRM) is concerned with human

beings, who are the energetic elements of management. The success of any
organization or enterprise will depend upon the ability, strength, and
motivation of persons working in it. The human resource management refers
to the systematic approach to the problems in any organization. It is
concerned with the recruitment, selection, training and development of
personnel.

Human resource is the most important assets of an organization.

Planning for human resource is an important managerial function. It ensures
sufficient supply, proper quality as well as effective utilization of human
resource. In order to meet human resources needs, an organization will have
to plan in advance about the requirements and the sources, etc.

Human resource management is related to the determination of

Personnel needs in the organization. The organizations have to Undertake
recruiting, selection and training process. HRM also includes the Inventory
of present manpower in the organization and the external sources are also
identified for employing them. HRM lays emphasis on better working
Conditions, and also as “Personnel Management”.

1
MEANING AND DEFINITION
Human Resource Management (HRM) is a management function that
helps manger’s recruit, select, train and develops members for an
organization. HRM is concerned with the people’s dimension in
organization.

We quote three definitions on HRM. But before quoting the definitions,

it is useful to point out the essentials which must find their place in any
definition. The core points are:
1. Organizations are not mere bricks, mortar, machineries of
inventories. They are people. It is the people who staff and mange
organizations.
2. HRM involves the application of management functions and
principles. The functions and principles are applied to acquisitioning,
developing, maintaining, and remunerating employees in
organizations.
3. Decisions relating to employees must be integrated. Decisions on
different aspects of employees must be consistent with other human
resource (HR) decisions.
4. Decisions made must influence the effectiveness of an organization.
Effectiveness of an organization must result in betterment of services
of customers in the form of high-quality products supplied at
reasonable costs.
5. HRM functions are not confined to business establishments only.
They ate applicable to non-business organizations, too, such as
education, health care, recreation and the like.

2
SCOPE OF HRM
The scope of HRM is indeed vast. All major activates in the working life
of a worker – from the time of his or her entry into an organization until he
or she leaves – come under the purview of HRM. Specifically, the activates
included are – HR planning, job analysis and design, recruitment and
selection, orientation and placement, training and development, performance
appraisal and job evaluation, employee and executive remuneration,
motivation and communication, welfare, safety and health, industrial
relations (HR) and the like. For the sake of convenience, we can categories
all these functions into seven sections –
1. introduction to HRM
2. employee hiring
3. employee and executive remuneration
4. employee motivation,
5. employee maintenance,
6. IR, and

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 SCOPE OF HRM

Nature
of
HRM

Prospects Employee
Of Hiring
HRM

Human
Resource
Management
Industrial
Relations Employee
And
Executive
Remuneration

Employee Employee
Maintenance Motivation

4
OBJECTIVES
The basic aims and objectives of human resource management are to
help the realization of the organizational goals. However, the specific
objectives of human resource management may be outlined as follows:
1. To ensure effective utilization of human resources which in turn
utilize all other organizational resources effectively.
2. To ensure respect for human beings by providing various services and
welfare facilities to the personnel.
3. To ensure reconciliation of individual/group goals with those of the
organization in such a manner that the personnel feel a sense of
commitment and loyalty towards it.
4. To identify and satisfy the needs of individuals by offering various
monetary and non-monetary rewards which means motivates them.
5. To achieve and maintain high morale among employees in the
organization by securing better human relations.
6. To establish and maintain an adequate organizational structure of
relationships among all the members of an organization by dividing of
tasks within the organization into functions, positions and jobs and by
defining clearly the responsibility, accountability, authority for each
job and its relation with other jobs in the organization.
7. Human Resource Management tries to improve morale by giving
adequate training to workers and by achieving for itself knowledge of
human nature, which is “the totality of motives “that cause human
actions.

5
CHALLENGES:
Human Resource Management faces major challenges and many
issues that are involved in a firm due to the constant changes that occur both
within and outside the firm. Among the many other changes that are
occurring, the following ongoing challenges in Human Resource
Management may be identified.

Higher levels of education and expectations: Members of today’s work

force are better educated, have higher aspirations about participation and
have more expectations about equity and just dealings in the work situation.
As levels of education have and expectations among employees have risen.

1. Changing workforce demography & lifestyles: Specifically the

dramatic increase of women and the reserved categories like as also the
minorities has resulted in the need for organizations to examine policies,
practices and values. Lifestyle considerations also play a significant role
in the organization’s ability to recruit or transfer people. Where people
are willing to live and work depends on a whole host of factors, which
include personal convenience and preferences, family commitments,
desire for improved civic facilities, etc. This factor is highly seen in
software industry.
2. Corporate reorganization: In many cases, corporations are diverting or
selling off the divisions or undergoing massive re organizations in an
effort to end off the hostile takeover bids. It is difficult to imagine
circumstances that pose a greater challenge for Human Resource
Management than the reorganization, resulting from acquisition, merger
or a takeover threat. Employees across the board are affected, in one way

6
 or another, by the reorganizations that occur in such circumstances.
3. Technology / explosion: Technological innovations and improvements
are also creating rapid change. Computerization, robotics and automation
have grown at amazing speed. The old concepts of work have undergone
dramatic changes. Changes have been coming so fast that organizations
have realized that they must prepare for a greater range of human
resource flexibility.
4. Economic conditions: Both at home and abroad, economic conditions
have a strong influence on Human Resource Management. International
competition among organizations is becoming more intense with each
passing day. Increased management and entrepreneurial capability in
many countries, strong competition for energy and raw materials, the
breaking down of trade barriers, have all intensified competition.

Achievement of competition advantage: Modern Human Resource

Management practices must aim at achieving what has come to be known as
‘Competitive Advantage’. Competitive advantage refers to the unique
benefits that an enterprise can offer to its customers-benefits that will
differentiate it from its rivals.

The benefits can range from lower prices for equivalent services
offered by competitor’s higher quality of products, superior service after
sales guarantees on Trouble-free performances or even special extra
advantages that justify a premium price. When buyers perceive the
uniqueness of product or services, the consequence is competitive
advantage.

7
 In short, the field of Human Resource Management, rapidly changing
and evolving as it is, faces the turn of the century with tremendous
challenges with deep comprehension of the issues involved, adequate
foresight an unflinching determination to take the challenge in their slide.

RESPONSIBILITIES
Human resource management, today, has evolved as a strategic
approach to the acquisition, motivation, development and management of
the organization’s human resources. It is devoted to shaping an appropriate
corporate culture and introducing programmers, which reflect and support
the core values of the enterprise and ensure its success.
It is observed that human resource management is pro-active rather
than re-active it always looks forward to what needs to be done, i.e., it asks
manager to anticipate and prevent issues from arising rather than allowing a
problem to develop and then simply reacting to it.

A close look at the modern day Human Resource Management approach

reveals seven major responsibilities:

 Attraction: Identify job requirements. Estimating the no. of people

and skill-mix requirements.
 Selection: Choosing the most suitable personnel basing on right
person in right job.

 Retention: Creating the conditions necessary for rewarding

performance and providing a healthy conducive work environment
and provide an opportunity for their growth and retain them. eg. KCP
Sugar and Industries Corporation Ltd.

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 Development: Preserving and improving employee’s knowledge,
skills, and abilities.

 Motivation: Developing the techniques that reflect the needs of each

individual job satisfaction, behavioral and structural, methods for
stimulating performance, compensation and benefits, etc. which
motivates the employees continuously.

 Assessment: Evaluation of behavior, attitudes and performance

individually and group basis.

 Adjustment: Activities intended to maintain compliance with culture

and sub cultures of the organization and the people.

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NEED OF THE STUDY:

It involves the study of performance standards of the employees of

KCP Sugar and Industries Corporation Ltd. The performance appraisal of
the employees in the organization should be an effective tool for measuring
the employee’s performance. If the performance not measured in a real
manner it will be a critical issue. it is the obligation to the company for
appraising the employees regularly and to know the employee performance
him/her self. The study concentrates on the HR affairs of the company. This
study has been carried out in order to learn the Performance Appraisal
System of KCP Sugar and Industries Corporation Ltd; to know about the
factors that are included in the performance appraisal system and how far
they are effective.

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SCOPE OF THE STUDY
The scope of the project is fully dependent upon the objectives of the
project.
 The study is helpful in finding out the respondent’s opinion towards
certain attributes.

 It is also in finding out the reach and effectiveness of the performance

appraisal system.

 This study also serves as a base for understanding the perception

about the employees regarding their performance appraisal.

 With the results of the study the company can improve their standards
of their appraisal system.

 This study can be helpful to the company for conducting any further
research.

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OBJECTIVES OF THE STUDY
 To study the performance appraisal practices in KCP Sugar and
Industries Corporation Ltd.

 To find out views and believes of employees at middle level towards

performance appraisal system.

 To find whether the existing appraisal system in the organization

exactly measures the employee’s performance.

 To determine the gaps in the existing system.

 To determine what type of appraisal do the employees really looking

for.

 To offer suggestions in case of any deviations.

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RESEARCH METHODOLOGY
RESEARCH DESIGN
Research design aids the researcher in the allocation of limited resources by
posing crucial choices in methodology.

Research design is the plan and structure of investigation so

conceived as to obtain answers to research questions. The plan is the over all
scheme or program of the research. It includes an outline of what the
investigator will do from writing hypothesis and their operational
implications to the final analysis of data.

DESCRIPTIVE RE SEARCH DESIGN

The design for this study is descriptive research design. The design
was chosen as is describes accurately the characteristics of particular system
as well as the views held by the individuals about the system. The views and
opinions of employees about the system help to study the suitability of the
system as well as the constraints that might restrict its effectiveness.

SAMPLING TECHNIQUES

The sampling technique adopted for the purpose of the study is

convenience sampling. As the name implies a convenience sample means
selecting particular units of the universe (middle level employees) constitute
a sample.

SAM PLE SIZE

The sample size of the study is 40.this sample is considered as representative

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DATA COLLECTION
PRIM ARY SOURCE:

The primary source of data is through Questionnaire..

SECONDARY SOURCE:

The secondary source of information is based on the various details

retrived from journals, websites and magazines

TOOLS OF THE STUDY

Tool used for data collection:

The tool used for collecting the data is through Questionnaire. The main
reason for selecting the questionnaire method for the study is;

 Respondents have adequate time to give well thought out

answers.
 The time of the study was also a limiting factor.

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STATISTICAL TOOLS USED

Statistical tools like tabulation, graphical representation, percentage analysis

and chi-square are used in the compilation and computation of the data

CHI-SQUARE TEST :

The Chi-Square test is one of the simplest and most widely used non-
parametric test in statistical work. It is practically useful in tests involving
nominal data. It can be used for higher scales. It makes no assumptions
about the population being sampled. If Chi-Square is zero it means that the
observed and the expected frequencies completely coincide, while the
greater the value of Chi-Square is , the greater would be the discrepancy
between observed and the expected frequencies.

The formula for computing Chi-Square is

CHI-SQUARE = (O-E) 2 / E
Where O = Observed Frequency, E = Expected Frequency

The calculated value of chi-square is compared with the table value of

chi-square for given degrees of freedom of specified level of significance. If
the calculated value of chi-square is greater than the table value the
difference between the theory and the observed is considered to be
significant, i.e., it could not have risen due to fluctuations of simple
sampling. On the other hand if the calculated value is less than the table
value, the difference between the theory and observation is not considered
significant, i.e., it could have risen due to fluctuations of sampling.

15
 The number of degrees of freedom is described as the number of
observations that are free to vary after certain restrictions have been imposed
on the data. For a uniform distribution, we place one restriction on the
expected distribution - the total of sample observations.

PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage is used in making
comparison about two or more series of data. Percentage as also used to
describe relationship. It is also used to compare the relative terms of two or
more series of data.
Formula: Number of respondents × 100

Total no. of respondent

AREA OF THE STUDY

To study the Performance Appraisal System in KCP Sugar and Industries
Corporation Ltd

CLOSED-ENDED QUESTIONS
Such questions are also called fixed alternative questions. This method is
also facilitators the respondent to answer in some other way on other
alternative is provided as a choice.

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LIMITATIONS OF THE STUDY
1. Time and resource were the major constraints during the execution of
the project. Therefore only a limited number of employees were included
in the project.
2. The respondents were selected at the middle level employees in the
organization only. So it cannot be generalized as a whole.
3. Some of the respondents were not even ready to spare time with the
researcher.
4. There were some respondents who hesitated to answer the
questionnaire.
5. The human behavior is dynamic and hence the results may not hold
good for a long time.
6. The results of the survey are totally dependent on the accuracy and
Authenticity of the information provided by the respondents

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 PLAN FOR THE STUDY

 Chapter-I-Introduction
 Chapter-II- Objectives and methodology
 Chapter-III-Industry and company profile
 Chapter-IV-Theoretical framework
 Chapter-V-Data analysis and interpretation
 Chapter-VI-Findings, suggestions and conclusion

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 INDUSTRY PROFILE
An outlook of Sugar industry:
Sugar Industry in Indian Economy:
Sugar cultivation and sugar industry occupies an important role in the
Indian economy. It is the second largest agro-processing industry to the economy.
It comprises over 500 mills in the private, public and cooperative sector with
capital employed totaling Rs 50,000 crores and annual turnover of Rs 25,000
crores. The sector provides direct annual turnover of Rs 25,000 crores. The sector
provides direct employment to over 5 lakh persons while nearly 4.5 crores farmers
are engaged in cane cultivation an related activities. The various agencies
distributive trade and thorough subsidiary industries such is confectionery. It is
also an important source of excise duty for central government.
Location
The sugar industry is mostly oriented to a single material sequence, forms
60% of the total cost of production. Therefore, the industry of sugar is naturally
conditioned by the availability of sugarcane of transporting raw materials are
essential because the sucrose content of the sugar cane begins to decrease soon
after the cane is cut. Baggage obtained as a byproduct during the production is
used by the factories for generating power. Therefore power is not at all
dominating factor in determining the location of sugar industry. In recent imes,
technical feasibility economic viability of the sugar industry. In the words of
Mehtha location pattern is greatly influenced by the character of local distribution
of sugarcane within the country and since such distribution depends entirely on
physical and geographical factors nature plays a dominant role in determining the
location of sugar industry. Sugar cane grows both in tropical and subtropical
regions. In India Andhra Pradesh, Tamilnadu, Kerala and Maharashtra come under
the tropical regions Uttar Pradesh, Bihar, Punjab, Haryana, West Bengal, Orissa,
Rajasthan and Madhya Pradesh come under subtropical regions.

19
 In recent years the location factories have influence the disposal of sugar
industry to the south. The sucrose content in the sugarcane growth in the tropical
regions is greater than I such tropical regions and the development of can in
industry. Further, he sugar industry has received greater impetus from the
completion of numerous irrigation projects like the inwan canal in Mysore, Nizam
sugar and Tungabhara projects in Andhra Pradesh and Cauvery and Mettur and
prior irrigation pursued by the government are also responsible for the faster rate
of grown on the industry in the south.

Growth of sugar industry in India

In India sugar production started in 1903 with one factory each Bihar and
U.P. The growth of sugar industry in the World War – 1 was rather slow and
production capacity of sugar industry was not very significance with the on set of
First World War. Sugar imports declined and indigenous sugar committee was set
up in 1919 to suggest measures for its rapid growers.
The sugar industry act 1932 was started to the sugar industry and the cane
growers. The government here after passed central sugarcane act 1924 the state
government fix minimum price for sugarcane to be paid by the sugar thorough
subsidiary industries such is confectionery. It is also an important source of excise
duty for central government.
The sugar industry is mostly oriented to a single material sequence, forms
60% of the total cost of production. Therefore, the industry of sugar is naturally
conditioned by the availability of sugarcane of transporting raw materials are
essential because the sucrose content of the sugar cane begins to decrease soon
after the cane is cut. Baggage obtained as a byproduct during the production is
used by the factories for generating power. Therefore power is not at all
dominating factor in determining the location of sugar industry. In recent imes,
technical feasibility economic viability of the sugar industry. In the words of
Mehtha location pattern is greatly influenced by the character of local distribution

20
of sugarcane within the country and since such distribution depends entirely on
physical and geographical factors nature plays a dominant role in determining the
location of sugar industry. Sugar cane grows both in tropical and subtropical
regions. In India Andhra Pradesh, Tamilnadu, Kerala and Maharashtra come under
the tropical regions Uttar Pradesh, Bihar, Punjab, Haryana, West Bengal, Orissa,
Rajasthan and Madhya Pradesh come under subtropical regions.

In recent years the location factories have influence the disposal of sugar
industry to the south. The sucrose content in the sugarcane growth in the tropical
regions is greater than I such tropical regions and the development of can in
industry. Further, he sugar industry has received greater impetus from the
completion of numerous irrigation projects like the inwan canal in Mysore, Nizam
sugar and Tungabhara projects in Andhra Pradesh and Cauvery and Mettur and
prior irrigation pursued by the government are also responsible for the faster rate
of grown on the industry in the south.

In India sugar production started in 1903 with one factory each Bihar and
U.P. The growth of sugar industry in the World War – 1 was rather slow and
production capacity of sugar industry was not very significance with the on set of
First World War. Sugar imports declined and indigenous sugar committee was set
up in 1919 to suggest measures for its rapid growers.

The sugar industry act 1932 was started to the sugar industry and the cane
growers. The government here after passed central sugarcane act 1924 the state
government fix minimum price for sugarcane to be paid by the sugar factories.
The government further imposed statutory central over the contribution and
pricing of sugar in April 1992 by the sugar control issued under the defense of
Indian states.

21
Present position of sugar industry in India
In India the annual turnover of Rs. 25,000 crores in the industry total
investment is 50,000 crores. The over all sugar consumption in year 1984-85 is
8.20 lakh tones which increased to 93.01 lakh tones in the year 1987-88, in the
eight plan period the growth of sugar consumption at the rate of 5% per annum
which is likely to reach 169.4 lakh tones by 2004 sugar industry cultivations play
an important role in Indian economy.

Sugar industry in Andhra Pradesh

In A.P. there are 35 sugar factories. A stilling development is that the
production of sugarcane has been gradually declining in recent years on account of
remunerative price. The area under sugarcane which was 1.8 lakh hectares during
1981-82 declining to 1.36 lakh hectares in 1986-87. Farmers having a investment
of Rs 5,000 crore.

Sugar industry continues to play a dominant role in the economy of the

state as sugarcane is one of the most important commercial crops. The installed
capacity of the 35 sugar factories in the state 53,000 tones of cane crushing per
day. This includes the capacity of 23,000 T.C.D. in co operative mills 10,700
T.C.D. in public sector units ruling 1999-2000 reason the sugar factories crushed
in the state 117.04 lakh taxes of sugarcane produced 11.67 lakh tones.

A.P. occupies fourth place in respect of sugarcane growing. This is one of

the largest growers of sugarcane in the country. Sugarcane is cultivated in the
districts of Srikakulam, Nizamabad, Chittor, Krishna and Guntur the biggest in
asai have an adverse impact on the financial health of the industry.

22
Sick units
One of the major problems of the industry is the existence of a large
number of sick units. They are unable to run at beak – even points. The reason
attributed to this is the use of outdated machine resulting influence and high costs
structure in Northern India. This problem is particularly acute and distressing.The
Gundu Rao committee (1965) observed that a large of Indian sugar factories are
old and out dated and of small capacities, manufacturing losses are high. There are
also problems of high fuel consumption, low productivity and level of suitable
qualified personal.

Higher excise and other duties:

Basic costs had short up due to the various statutory provisions like the
implementation of the second wage board avoid avoid higher rates of
depreciations under income tax rules, increased cane freight charges etc.

The local levels in certain states had gone up. In Haryana for instance cabincess
had been doubled. Co-operative societies commission had gone up in Bihar on the
consumption of electricity; a new levy had been imposed in U.P. A steady
increased had also registered in debt serving charges in interest rates. Packing
charges and prices of consumable stores also increased substantially.

All these increased charges ought to consider in working out the principle
rates for the season concerned. To maximize the sugar output to keep of take
promise to be higher, there is need for effective measures well in advanced to
commence the factories fully for higher costs suitable relief’s should also be
concerned to these factors which are still working at very low recoveries.

23
Negative aspects of sugar industries
The phenomenal increase in the sugar production right from its inception is
a positive sigh “ as we know that a coin has two sides the other half is hindering
the sugar industries due to the following set back.
The worst handicap crippling the industry is the low level of production due
to in adequate irrigation facilities and ultimately supply of a quality seed material.
The production of sugar is influenced by the purchasing price of sugar canes
depending on the cost of cultivation. In India the yield of sugar for acre and
percentage of recovery of sugar from the juice is very low. The low yield sugar
cane and also unsatisfactory locations of he industry in U.P., Bihar.

1. Sugar industry in India

India is considered to be the country of origin of sugarcane symbolically
referred to as “Sweet Grass”. Sugarcane existed in ancient India. North Eastern
India is regarded as the center of origin and from where sugarcane was believed to
have been carried to China and other places by early travelers and nomads, some
time between 1800 B.C and 1700 B.C later; it spread to Philippines, Java and
other places including Caribbean Islands by explorers. The Sugar Industry in India
has along History, Reference to sugar is found even in early medic literature. The
story Vishwamitra to Trishanklu in the special heaven created from him. In 600
AD the Chinese emperor. Tsai Hang sent agents to higher on record of the
technical commission, investigating the manufacturing procession a foreign
country. Alexander the great and his soldiers took back along with then the
sugarcane, which they called the ‘Honey Read’. There are also many other reasons
for believing that India was the original home of sugarcane.

Although the modern process of manufacturing sugar began for the first
time in Europe as early as in 1853, it came to India as late as in about 1903.When
the sugar factory having vacuum pan process and modern milling method was

24
commissioned in Bihar at Morthowrah in 1904. Indigenous Sugarcane has been
extensively grown in India from ancient times. Ther was, however, a revolution in
the method of cane cultivation during the last decade of the 19th century. It was
only in 1912 that India established her first Sugarcane breebing station of
Coimbatore.

In the words of D.R.D.R. Gadgil. “The sugar industry of India was one
among those industries which had times during the last century. One of the
remarkable features of the foreign trade during the decade 1890-1900 was the
enormous rise in sugar imports. The imports of sugar had been rising steadily for
something before this. They came there chiefly from Mauritius and Java. But the
Indian industry did not suffer at this time. It was only when the best sugar imports
began to come. That the real blow was struck at the Indian industry. Beet sugar
forced prices down extremely and sugar refining in Indian factories become
unprofitable. Between 1895-1900, over 180 of these small refineries in the united
provinces had to close down”.

India has a significant place in the production of sugarcane. It is the second

highest producer of sugarcane after Brazil in the world. Sugar industry, is the
largest agro-based industry in India agter cottor, nearly 30 million farmers are
engaged in production and marketing of its products. Most of the for this reason,
the role of sugarcane in our total economy, as also in rural areas are particularly
welcome since it discourages the flow of people from village to the cities looking
for jobs. While at the same time heaps in generating employment and improving
the economy in the rural areas”.

At present the Indian government is encouraging the setting up to sugar

complexes, in the rural areas. That have taken up various development programs
for providing for providing education and medical facilities, construction of small

25
irrigation projects, roads etc, some of the factories have also set up distilleries,
chemical units, paper plants etc. For the utilization of by products.

The sugar industry is the most advanced processing industry in the

agricultural sector in India. It is the second largest agro-based industry in the
country. Sugarcane occupies pivotal position in India’s agricultural economy
grown over about 2% of the gross cropped area; it contributes 7% of the total
value of agricultural output in our economy. About 25 million growers are
engaged in sugarcane cultivation. It provides employment to over different parts of
the country. Of these sugar factories.222 are under country co-operative sector and
account for 60% of the total production.

As against a more 29 sugar mills in 1930-31, this number has gone up to

40g in 1994-95 with 222 in the co-operative sector, 75 in the public sector and the
rest in the private sector. The total production of sugarcane during 1991-92
seasons was 132.73 lakhs tones with 76.83 lakhs tones in the co-operative sector
11.35 lakhs tones in the public sector and 44.59 lakhs tones in the private sector.
In 1994-95 the total sugar production has increased to 146.43 lakhs tones. The
industry has surpassed the targets set for it in the various plan periods and 160
lakhs per annum has targeted for the year 2000.

Emergence of co-operative sugar factories

While all other sectors in the country co-operative movements has either
failed or made negligible progress the success achieved by the co-operative sugar
mills have two. Positive advantages in their favour. First of all, they get the
maximum supply of sugarcane a almost all the sugarcane.

26
 Farmers are members of the co-operative sugar mills. Secondly, profits of
the co-operative are distributed among the farmers instated of going into the hands
of a few sugar barons. All the sugar factories were setup in the private sector till
1950. The factories that came up subsequently were mostly in the co-operative
sugar factories accounted for only 15% of the total sugar production in the
country, they claimed 60.6% in 1992-93.

Export to sugar
India first started exporting of sugar from the year 1957. Since 1970-71 the
quantity that was exported steadily rose from 18,000 tones to 9.5 lakhs tones.
Whenever there has been a higher sugar production, efforts were made by the
industry to get more export quota sanctioned from the international sugar
organization.
In August, 1995 the government permitted the export of 5 lakh tones and 3
lakh tones being exported in September and October, respectively.
As the country still has a huge stock pile of disposable sugar, the government
decided to create a buffer stock of 5 lakh tones and permit further exports 5 lakh
tones in January 1996, mean while the sugar industry continues to face a serious
liquidity crisis because of this delay

The Performance of sugar industry in Andhra Pradesh

Sugar is one of the important commercial crops in Andhra Pradesh, greatly
contributing to the agricultural prosperity of the state. Sugarcane is an integrated
crop throughout the state. The following table shows the performance of Andhra
Pradesh in the production of sugarcane and sugar.

The number of factories in operation however, increased slightly i.e. from

31 in 1985-86 to 35 in 1994-95. The increase to the figure 36 during 1001-02 was
however, only transient. This shows that is no appreciable increase in the number

27
of factories in operation, when compared with an increase in average and
production of sugarcane. It is obvious than the quantum of sugarcane crushed and
the sugar production is visitors more in the mills under the private management,
when compared with the mills in both public sector and co-operative sector. This
is reflected in their financial achievements. The mills in the public sector and
private sector have made profits. But the mills in the co-operative sector have
made huge losses running into cores of rupees.

2. Sugar industry in Andhra Pradesh

In Andhra Pradesh there are 34 industries of which 18 are under the co-
operative sector, 8 are under government management and another 8 are under
private sector. Khandasari Mills, the counter part of sugar mills have been
estimated at anumber of 120.

The mills at Bodhana in Nizamabad district in the biggest in Asia. Average

cane yield per acre in India is 20 tones and in Andhra Pradesh. It is 30 tones. The
crushing capacity of all mills in Andhra Pradesh is 57 lakh tones. Private mills
could utilize 70% of the crushing capacity. Where as the other mills could just
manage.

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 PUBLIC SECTOR IN FACTORIES

SL.NO INDUSTRY PLACE DISTRICT

1 The Nizam sugars Miryalaguda Nalgonda
2 NGS Gayathri sugars limited SAadasiva Nagar Nizamabad
3 Sree Kalilas chemicals Peeruvoncha Khamman
4 Ganapathi sugar Industries Sanagareddy Medak
limited
5 Sree Vani sugar and Mudipadu Chittor
industries limited
6 The Nizam sugar limited Didgi Medak
7 The Nizam sugar limited Khairatabad Rangareddy
8 Empee sugar and chemicals Nidupeta Nellore
limited

29
 PRIVATE SECTOR IN SUGAR FACTORIES

SL.NO INDUSTRY PLACE DISTRICT

1 K.C.P Sugar and Industries Vuyyuru Krishna
corporation limited
2 K.C.P Sugar and Industries Laxmipuram Krishna
Corporation Limited

3 The Andhra Sugar ltd Thnuku West Godavari

4 The Jeypore sugar company Chagallu East Godavari
limited
5 Sri Saravarya sugar mills Cheeluru East Godavari
limited
6 Decca sugar Samalkot East Godavari
7 The Kiralampudi mills Piha Puram East Godavari
8 Andhra Sugars Limited Tadayhai West Godavari

30
 CO-OPERATIVE SECTOR IN SUGAR FACTORIES
S.NO INDUSTRIES PLACE DISTRICT
1 The Amudalavalsa co-operative Amudalavalasa SrikakulamAM
sugara ltd
2 The chittor co-operative sugars Chittor Chittor
ltd
3 Rhe Chodavaram co-operative Govada Visakhapatnam
sugar ltd
4 The Ktikoppka co-operative Elilopakka Visakhapatnam
agricultural society ltd
5 The Kovuur co-operative sugar Kovuur Nellore
factory ltd
6 The Nagarjuna co-operative Gurazala Guntur
sugar ltd
7 The Nandyal co-operative sugar Nandyala Kurnool
ltd
8 The N.V.R co-operative sugar Vemuru Guntur
ltd
9 The palair co-operative sugar Ammagudem Khammam
ltd
10 Sri A.S.M co-operative sugar Pullapalli West Godavari
ltd
11 The Hanuman co- Hanuman Krishna
operative sugar ltd Junction
12 Sri Venkateswara sugar factory Ranigunta Chittor
13 Sri Vijay Ram Ganapathi sugars Korukonda Vizianagaram
14 The Thandava co-operative Tuni East Godavari

31
 sugars ltd
15 West godavari co-operative Bhimadole West Godavari
sugar ltd
16 The Jaikisan co-operative sugar Huzurabad Karimnagar
17 The Palkol co-operative Palakol West Godavari
agricultural & industries sugars
ltd

32
 COMPANY PROFILE
In the early thirties, Vuyyur was like any other Indian village, snore; slow
and wedded to conventional ways of agriculture raising mostly, a single crop of
the thirties are today enjoying a good boon, which is understandable. The K.C.P
sugar factory disburses in a radius of 40 Kms. The wards of many of the growers
also get gainful employment in the sugar mill.

Late Sri. Velagapudi Ramakrishna, the founder of K.C.P. LTD.,

encouraged and enthused the ryots of Krishna delta to take to sugarcane
cultivation and start a sugar factory in the co-operative sector. His dream was
realized with the establishment of co-operative sugar factory of 600 M.T. cane
crushing capacity in the year 1936 at Vuyyur. Late Sri Adusumilli Gopala
Krishnaiah, Late Sri Saheb of Vuyyur and late Sri Raja Saheb of Challapalli were
some prominent personalities who took active could think much ahead the need
for encouraging agro – based industries. He part in establishing the sugar factory
in co-operative sector. In the year 1941, when the co-operative venture failed, the
K.C.P.LTD acquired the sugar factory from Co-operative sector as going concern.

1. Expansion of acreage under sugarcane :

By 1941-42, the cane area was 1880 acres with a production of 39,250
tones of canes. In 1951, the area had increased to 7,240 acres. The sugar factory
went into first expansion in 1951 from 600 tones to 1200 tones per day.

The second expansion of 1800 tones in 1952, which was further raised to
2500 tones per day in 1956 all with in a course of 6 seasons. The sugar cane area
increased to over 11,000 acres and factory utilized 3.23 lack tones of cane 1956-
57. In 1969-70, the sugar factory utilized 3.23 lack tones of cane 1956-57.

33
 In 1969-70, the sugar factory had substantial expansion 3,750 tones of cane
crushing capacity per a day to utilize 4,875 lack tones of cane per season. In May
1979 and industrial license for expansion to 6000 tones per a day was increased to
700 MT to crush around 10 lack tones of cane per season, during the year 2002-03
the crushing capacity per day increased to 7000 MY to 8500 MT.

2. Growth and purpose:

In the K.C.P.S development had been one of “ Growth with a purpose “.
This has been the philosophy behind Late Sri Rama Krishna’s thinking and action
Mr.V.M. Rao in both the management of the existing units and their expansion
schemes in continuing action and this tradition.

3. Financial aspects:
The achieved of the company can be judged from its financial performance,
equity capital 7 lac Equity capital 113.385 lac of share worth Rs 1133.85 lac. The
turn over is about Rs 200 crores the net worth of the company stands at Rs
6518.79 lac.

The company is return to its shareholders is remarkable. Dividends are

maintained at a level of 15% for the past reserves stood at Rs. 3304 lacs in the year
1990-91. In the year 1994-95 the capital increased to Rs 25781 lac and reserves to
Rs. 5969 lacs. In 1990 – 90 net profit of the company was Rs. 498 lacks, which
fell to abnormally low figures of Rs. 210 lac in 1991-92 and again rose to the
great height of Rs. 3369 lacks in 1994-95, in 1994-95 the board of directors of the
company announced the payment of dividend at 25% on the Equity shares. During
the financial year 2001-2002, the company earned a net profit of Rs. 536.16 lac
and declared a dividend of 25% and in 2002-2003 net profit of 1668.16 lacks.

34
4. Exports :
The K.C.P. sugar factory earned a permanent place in the export of sugar
from 1959 onwards. Raw sugar and white sugar being exported every by the
K.C.P. between 10%-50% of its total production sugar export from the Vuyyur
sugar factory due to non – profitability. Presently the sugar is being sold to tender
basis at different places on with in the country.

Capacity of the plant at Vuyyur : 8500T.C.D.

Average quantity of cane crushed : 8,13,184 tones
Maximum quantity of cane crushed : 10,92,925 tones
Average sugar bagged : 8,56,223 bags
Maximum sugar bagged : 11,69,800qtls

5. Research and Development :

To maintain the quality and competitiveness in technology and in house
research and development was started by K.C.P. in early 1970. This is manned by
qualified and experienced engineers and technologists. Recently, a few projects
like ‘crop-weather relationship in cane’. “Application of computer technology in
the cane development and procurement procedures in cane cultivation” has been
taken up under research and development project.

6. Cane Development :
Based on the primary objective of locating this factory of Vuyyur and also
the location advantages and disadvantages irrespective of the agro climatic
conditions, cane development activities were initiated from the beginning and
intensified during the last 23 years. Any sugar enough quantity of the cane with
good quality available for crushing. This could be achieved only by developing the
cane required by any integrated approach to cane development. Details of such an

35
approach, followed by K.C.P. LTD Vuyyur for last 23 years is presented below
with the results achieved there of.

7. Objectives
The ultimate objective of cane development is to improve the productivity
of sugar per acre.

This could be achieved by increasing the area under sugar cane.

1. Increasing the yield per acre.
2. Increasing the recovery percent cane.
3. Preventing losses in the above.

8. Sugar production
With increased cane crushing and improved recovery, the sugar production
it went up steadily from 75,000 quintals in 1940’s 2,00,000 quintals in 1950’s to
4,00,000 quintals in 1960’s to 5,50,000 quintals in 1970’s to 7,80,000 quintals in
1980’s on an average during 1990’s the production around 10,00,000 quintals.

9. Technical aspects
Engine H.P. : 5
Type of cooling : water cooling
R.P.M. : 1500
Pump section : 6”
Pump delivery : 6”
Height of lift : 1.5 Meters
Discharged : 40 liters/second
10. Advantages:
1. Low cost
2. Easy to operate

36
 3. Easily portable
4. Simple construction and low maintenance
5. Most suitable for drainages purpose, especially for boiling water in
sugarcane fields.
6. High discharge with low H.P. there times more than normal centrifugal
pumps.

Organization Structure
The organization of K.C.P. sugars and I.C LTD is a media between the
closed and open system the sense that organization goal of K.C.P. sugar and I.C
LTD is to attend higher productivity with the efficiency of the personal. The
organization of K.C.P. sugar and I.C. LTD. Consists of various decisions. The
objectives behind the organization are to make the unit heads more accountable
and responsible for the functioning and decisions.

1. General body
The general body stands at the apex of organizational structure of K.C.P.
consists of share holders. The majority of share holders of K.C.P. are sugar cane
growers. The general body meetings are held every year at the registered office of
the company in Chennai.

2. Board of Directors
The management of the sugar factory is in the hands of board of directors.
Te board consists of 7 directors until otherwise determined by the company in the
general body meeting.

37
3. The Managing Director

The company is managed by a managing director with the overall

supervision and control of board of directors. The managing director is considered
as a salaried employee. Except in special circumstances when the Chairman or any
other director is asked by the board to temporarily discharge the functions of the
M.D. tenure of M.D. is for a period of 5 years.

4. Factory divisions
The general manager heads the factory division, who looks after the
performance and efficiency of the factory. his reports periodically to the chairman
and managing director to company. The factory division has 22 departments.

5. The Department
The operations in the factor are executed under various dept. each dept has
various tasks. Which are performed under the control and supervision of his
heads.All the employees of the K.C.P. are classified into ex-boar categories
managerial, supervision, skilled, clerks, semi skilled etc this classification how
ever depends on the nature of work.

HRM Department –Structure and functions

Labour for every organization is work source, which is most essential for
carrying out production. The management of labour or man power is very
essential in lots of technique are evolved to manage man power. Trade unions
were developed to support the workers and they should always try for better terms
between the unions and the management.

38
K.C.P SUGAR & INDUSTRIES CORPORATION LTD, VUYYURU
ORGANISATION CHART

GENERAL MANAGER

39
40
Executives List:

Chairman - Sri Vinod Sethi R.

Managing Director - Smt. Irmgard V.M.Rao
Executive Director - Smt. Kiran Rao
General Maneger - Sri. G.Venkateswara Rao
Sr.Dy.G.M. (Finance) - Sri. C.K.Vasantha Rao
Dy.G.M (Admn) - Sri K.Krishna
Dy. G.M. (Cane) - Sri Punna Rao
Dy. G.M (Engg) - Sri. N.D.Prasad
Dy.G.M. (Process) - Sri. K.Srihari babu
Sr. Manager (Engg) - Sri Y.Jacob Raja Rao
Manager (Electrical) - Sri M.Varatharajam
Manager (Systems) - Sri.M.B.V.Prasada Babu
Manager (Safety) - Sri T.Himakara Babu
Dy. Manager (HRS) - Sri A.Basavapunna Reddy

41
 THEORETICAL FRAMEWORK
HRD Strategies is a full-service Organizational Effectiveness and Human
Resources firm - providing innovative, customized solutions through the
integration of social and technical systems. Based in Greensboro, North
Carolina, HRD Strategies has been delivering customized solutions since
1988. As a consulting firm, HRD Strategies partners with organizations to
evaluate the social and technical aspects of a work environment and
implement strategies to maximize bottom-line business results.
Our experience spans the following core disciplines:
 Service
 Industrial
 Governmental
 Non-Profit
Mission
HRD Strategies, Inc. is a performance based organizational effectiveness
firm dedicated to providing value-added products and services to client
organizations. Our focus and commitment is to provide innovative solutions
customized to client needs through the integration of social and technical
systems.

Change is inevitable and business change is paradoxically a constant.

Organizational development activities provide a means for adapting to
constant change. Perhaps more importantly, organizational development
provides an avenue for initiating business change rather than merely reacting
to environmental influences. Organizational development provides the
business, management and employees with the tools to meet the challenges
of the present and the future.

42
HRD offers a full range of Organizational Development services. Our
commitment to our clients is to provide products and services that are
delivered by experienced professionals who have implemented pragmatic
applications in business settings. Therefore, our clients understand that we
are not theorists, academics, or idealists, but practical consultants with
business acumen.
HRD provides value added services to the HR Professional that is
comprehensive, systematic, and logical in their approach and application.
We specialize in innovative HR practices that can be utilized as a resource
for the design and improvement of HR systems.

Leadership Odyssey
The Leadership Odyssey is an event in which teams compete against each
other and against the clock to complete a range of tasks. Teams will be
comprised of employees from leading companies' nationwide and local triad
corporations.

An Odyssey event is about ordinary people achieving extraordinary results.

It is about people pushing themselves in mind, body and spirit. It is about
creating great teams and helping others. Your involvement will speak
volumes for the type of company you are and the values you set. The
competitive element builds spirit like nothing else - because corporate and
personal honor are at stake. It is a chance for companies to go head to head
with their market place competitors on a level playing field. It is a chance to
shine through and win, from the 'post' room to the 'board' room.

43
The events that take place are designed to test participants to the limit. The
skills that are learned are vital to every business. Skills such as teamwork,
lateral thinking, and attention to detail take leadership development to a new
level.

Good leaders, managers and supervisors develop through a never-ending

process of self-study, education, training, and experience. HRD Strategies,
has a variety of individual assessments, training programs and high
performance management systems designed to measure the leadership
knowledge base of leaders, managers and supervisors, educate and promote
principle leadership skills, and maintain excellence in leadership within the
organization.
 Leadership Courses
 Human Resources Classes for Managers
 e-learning Courses
 Heart of Leadership Modeling

Developmental & Organizational Assessment

MANAGEMENT ASSESSMENT PROCESS
The purpose of the Managerial Assessment Process is to provide insight into
the current skill level of individuals within an organization. The profile
developed for each assessed individual is the first step in assessing total
development needs and building an effective plan for performance
improvement.

The Management Assessment Process provides the participant feedback

regarding individual strengths and opportunities for development based on

44
behavioral observations and development instruments. The 360° process
provides manager, co-worker ratings, and comments that are integrated into
the overall assessment.
STEP 1
ORIENTATION TO PARTICIPANT
The participants are notified of the assessment process via their manager.
They are told why the company is committing their time and effort to this
process, that it is confidential and for developmental purposes only. Then an
orientation is provided by the Assessor that consists of the objectives,
schedule, and logistics of the assessment process with a question and answer
session at the conclusion of the orientation.

STEP 2
ASSESSMENT SESSION
The participant is put through a custom-made interview focused on the
behavioral attributes necessary to be successful. They then participate in
one-on-one exercises, various development instruments and psychological
tests that are approximately six hours in length and can be completed at
home or in blocks of 45 minutes to one hour.

STEP 3
DEVELOPMENT REPORT
The Assessor then reviews the data collected and the 360° data, if
applicable, analyze the interview responses, and interprets the
developmental instruments. From this information a report is prepared for
each participant. A written Development Report is prepared regarding
managerial strengths and opportunities for development in such skills as

45
problem analysis and problem solving, communications, dealing with people
and issues, planning and organizing, and interpersonal relations. In addition
a recommended action plan for immediate performance improvement is
included in the report.

STEP 4
INDIVIDUAL FEEDBACK MEETING
A feedback meeting is held with each participant to discuss the contents of
their Development Report, and to discuss the individual's action plan.
Candid personalized feedback is provided to the participant, with emphasis
on behavior modification and overall effectiveness.

STEP 5
MANAGERIAL FEEDBACK
The manager of the participant is provided feedback specifically designed to
assist them in the implementation of a developmental plan for their direct
report. After each participant returns to their job, they meet with their
manager monthly to further discuss the action plan and its implementation.
This developmental plan is then incorporated immediately into the
participants' performance appraisal to ensure accountability.

STEP 6
COACHING
Each participant needs individual follow-up to assist in the implementation
of his or her developmental objectives. A coaching session with is held with
the participant weekly for 1.5 hours for the first month and bi-weekly for 1
hour over the next sixty days. Feedback is provided to the manager on

46
progress made during the sessions. If the participant has deemed something
confidential, this information will not be disclosed, unless it has legal
ramifications.

About Academy of HRD

Academy of Human Resources Development (AHRD) is India’s premier
institution specializing in human resources development for all
organizational forms. Academy was founded in 1990 by National HRD
Network with the active support of some of the professors of Indian
Institute of Management, Ahmedabad, including Dr. T. V. Rao, Dr. Udai
Pareek, Dr. D. M. Pestonjee and a number of HRD professionals and people-
management oriented corporations. It was later registered as a trust and
society.

It started functioning with institution building supports from Ravi Matthai

Center of Indian Institute of Management, Ahmedabad (IIM-A), Bank of
Baroda Staff College, Ahmedabad and Ahmedabad Management
Association (AMA). Its governing board, over the years, had been headed
by well known CEOs/academicians- Mr. M. R. R. Nair, Dr. Anji Reddy, Dr.
Udai Pareek and currently Dr. Anil K. Khandelwal.

Over the years, the Academy has launched and nurtured a number of
activities and programs in pursuance of the objective of knowledge
generation and dissemination and capacity building for making HRD a vital
part of a comprehensive management strategy. This objective has assumed
tremendous importance in the context of competitive challenges facing
industry and the opportunities that globalization has opened up. Academy’s

47
activities consist of running high quality HRD related academic and
management development programs, conferences, seminars and conclaves,
research and publication, collaborative diploma programs and consultancy
and provides services for the NGO Sector.

Vision The Academy of Human Resources Development will be an

international center or hub for research and higher studies, attracting national
and international scholars and practitioners to visit, learn and contribute to
the building of theories and practices in the development and management of
Human Resources in India. The Academy will be instrumental in
continuously strengthening, developing and upgrading the role of HRD in all
sectors and will be a pioneer in promoting indigenous Indian mind and
Indian culture based HRD. Mission To develop HRD professionals and
focus on building HRD professionalism. Objectives Stimulate positive
forces for humanizing systems and organizations and enable people in
contributing their best to organizations and society as a whole.

Generate, acquire and continuously develop new knowledge and skills

related to development and management of Human Resource through R&D.

Build a storehouse of knowledge and skills for HRD by imbibing the

professional rigour of science and philosophy.

Disseminate HRD knowledge and skills among HRD professionals and

practitioners and share information and experiences of mutual interest.

Strengthen the HRD movement in India.

48
Pioneer HRD research and applications into innovative new areas in keeping
with national and social priorities.

Maintain standards of professional excellence in HRD and act as a clearing

house for information related to HRD activities in India. Genesis Conceived
at the National HRD Network Workshop held on 25th Feb 1990.
Commenced in 1990, supported by Ravi Matthai Center of IIM, Ahmedabad
(IIM-A), Bank of Baroda Staff College, Ahmedabad and the Ahmedabad
Management Association and Registered under Societies Act (Reg. No:
GUH/4103/ Ahmedabad) and Bombay Public Trust Act (Reg. No. F/ 3963
Ahmedabad) in Dec 7, 1993

Contribution to AHRD entails tax exemption under the Sec 80 G of Income

Tax Act. Member of the Governing Board A panel of highly distinguished
and reputed persons from a wide cross-section of Indian society forms our
Governing Board consisting of representatives of patron, corporate and
institutional member organizations, professional members, invited
distinguished personalities from academic institutions and corporate and the
director as the ex-officio member. Click here for complete list Adjunct
Faculty

Dr. Pradip N Khandwalla, former Director, IIM Ahmedabad

Dr. Sunil Maheshwari, Professor, IIM Ahmedabad
Dr. Pritam Singh, Professor & former Director, MDI, Gurgaon
Dr. Udai Pareek, Distinguished Visiting Faculty, IIHMR, Jaipur
Dr. Jittu Singh, Professor, XLRI, Jamshedpur

49
Mr. Arvind Agarwal, President, RPG Enterprises, Mumbai
Dr. Pradyuman Khokhale, Professor, IIM Ahmedabad

Honorary Member Awardee Dr. Udai Pareek, former Professor – IIM-A,

former Chairman – AHRD and presently Distinguished Faculty, Institute of
Health Management Research, Jaipur. Dr. Pareek is an eminent author and
management teacher. He led the HRD movement during 1970s in India.

Academic Strengths of AHRD

 AHRD is well established for nearly 20 years. Eminent teachers,
corporate leaders and dynamic HR heads have been and continue to
be associated. They provide advantage of corporate orientation,
advice and academic quality to the Academy’s activities.
 Being a Doctoral level institution, Academy has research base blended
with consulting and in-company training experience.
 Academy’s adjunct faculty are sourced from some of the best
institutions in the country, like IIM-A, MDI, XLRI and the corporates.
Academy’s own faculty is all rounded well groomed.
 Academy also engages delivery through collaborations and tie-ups
with the best in concerned fields

Need for the Programs Management is one field where practice precedes
theory. Management theory is largely built on practices that are successful.
Indian managers sit on bundles of data and do not use the data to add to the
management knowledge. This is because unlike the Western managers they
are not trained to do so. The Academy of HRD recognized long back the
rising shortage of management teachers also in the country. Accordingly the

50
Fellow and Associate programs were conceptualize and started offering from
1995. Initially in joint collaboration with XLRI and subsequently, the same
programs were independently taken forward.

 Strategic decisions in learning organizations can no longer be based

on hunches or gut feelings. Organizations have begun relying on
scientific analysis of data that the organizations generate. Data related
to core competencies, organizational performance, employee skills
and competencies could be crucial in formulating and implementing
effective strategies for corporate plans, including diversifications and
expansions.
 When organization experiences are systematically researched and
analyzed, they facilitate organizational change processes viz.
restructuring, right-sizing, process improvement, etc. Internal
research, process analysis, and HRD audit have become essential for
validating and evaluating the effectiveness of HRD policies, systems
and interventions in organizations.
 Requirement of competent management faculty is continuously rising
since the liberalization of technical/management education in India.
‘A teacher can give only what he has.’ Investment for acquisition of
research skills and technology command go a long way in self

Programs Design Objectives: The main purpose of the program is to

build participant competencies in designing and conducting research studies
in HRD and OD, scientifically and independently. The program is designed
to enable

51
  Independently designing and conducting research studies in HRD and
OD scientifically
 Introducing and evaluating HRD and OD interventions for effective
change management processes.
 Initiating and providing guidance to research-related activities in the
organization.
 Offering internal/external consulting, support and counselling for
initiating and managing change processes
 Capability to play higher level roles in HRD and OD

Academic Standards
The programs help build research aptitude and strong background in HRD &
OD subjects. The candidate is expected to learn and grow as a matured
researcher and demonstrate evidence of high level of academic scholarship
and integrity. Though part time programs, the Fellow & Associate programs
require him to complete all the phases up to the laid down standards of the
faculty and the Academy.

Three major phases

Phase I - Preparatory Phase: During the first phase students attend two
/three Contact Classes involving 6-7 weeks of 9 class-work
courses/modules.
Phase II - Study & Project Assignment Phase: Each candidate is required
to submit two papers written by him/her- one analytical and the other critical
review on a selected topic in HRD/OD. Fellow students are also required to
study and submit a case- study or a critical review of an organizational
HRD/OD intervention

52
Phase III - Thesis Phase: In this phase carry out advanced research with the
guidance of a Guide which is original research work of the student. The
process also involves defending the study in a seminar to a Board of
Examiners

Nine class-work modules:

 HRD & Applied Behavioral Science
 Understanding Organizational Structure and Dynamics
 Strategic Human Resources Development
 Managing & Understanding HRD Interventions
 Managing Change & Organization Development
 Macro Perspectives on HRD
 Research Methods and Techniques
 Statistical Tools & Usage
 Research Studies on HRD
While under the Preparatory Phase, the student comes to participate in nine
modules. The ‘Study & Project Assignment Phase’ and ‘Thesis Phase’ are
done at one’s own workplace unless one is working full time scholar at the
Academy.

Duration
It is a three years program. Often the students take longer due to complex
demands of their respective work places. They have to take permission for
extension of the period.

53
 TABLE 5.1
Importance of introduction training in an organization

No. of
S.No. Items of Scale In %
Respondent

1 Yes 100 100%

2 No 0 0%

Total 100 100%

CHART 5.1

TRAINING IN ORGANISATION

120

100

80
No of Respondance

60

40

20

0
1 2
Item os Scale

INTERPRETATION:
According to the analysis, 100% of employees’ opinion is that training
programs are conducted by KCP Sugar and Industries Corporation Limited.

54
 TABLE 5.2
Commenced of training program to trainees
No. of
S.No. Items of Scale In %
Respondent

1 General Objectives 50 50%

2 Professional Growth 20 20%

3 Improving Solving Problem 10 10%

4 Promotion of purpose 20 20%

Total 100 100%

CHART 5.2

Commencement of Training

60

50

40
No. of Respondance

30 Series2

20

10

0
General Objectives ProfessionalGrowth Improving Solving Problem Promotion of purpose
Items of Sclae

INTERPRETATION:
According to the analysis, 50% of respondents think the general objective of training and
development is for a complete understanding of different management functions 20% for
professional growth 10% for improving problem-solving, and 20% for promotional
purpose

55
 TABLE 5.3
Introduction of objectives of the trainees in before

No. of
S.No. Items of Scale In %
Respondent

1 Excellent 20 20%

2 Good 80 80%

3 Poor 0 0

4 Very good 0 0

Total 100 100%

CHART 5.3

Introcution of Objectives

90

80

70

60
No. of Respondance

50

40

30

20

10

0
Excellent Good Poor Verygood
Items of Sclae

INTERPRETATION:
According to the analysis, 80% of employees opinion is that the training facilities
provided by KCP Sugar and Industries Corporation Limited are good and 20% of
employees excellent Training facilities are provided

56
 TABLE 5.4
Duration of the training program is sufficient

No. of
S.No. Items of Scale In %
Respondent

1 Highly Satisfied 10 10%

2 Satisfied 90 90%

3 Dissatisfied 0 0

4 Highly Satisfied 0 0

Total 100 100%

CHART 5.4
Sufficiency of Training Period

100

90

80

70
No. of Respondance

60

50

40

30

20

10

0
Highly Satisfied Satisfied Dissatisfied Highly Satisfied
Items of Sclae

INTERPRETATION:
According to the analysis, 90% of employees are satisfied and 10 % are highly satisfied
with the working conditions or environment of KCP Sugar and Industries Corporation
Limited.

57
 TABLE 5.5
Leave Travel concession provision
No. of
S.No. Items of Scale In %
Respondent

1 Excellent 10 10%

2 Good 90 90%

3 Satisfied 0 0

4 Poor 0 0

Total 100 100%

CHART 5.5

Leave Travel

100

90

80

70
No. of Respondance

60

50

40

30

20

10

0
Excellent Good Satisfied Poor
Items of Sclae

INTERPRETATION:
According to the analysis, 90% of employees found the training program useful for the
day to day activities 10% of employees found the training program useful for day-to-day
activities

58
 TABLE 5.6
The environment at the training place
No. of
S.No. Items of Scale In %
Respondent

1 To large extent 50 50%

2 To Some extent 50 50%

3 To little extent 0 0

Total 100 100%

CHART 5.6
Environment at the Training Place

60

50

40
No. of Respondance

30 Series1

20

10

0
To large extent To Some extent To little extent
Items of Scale

INTERPRETATION:
According to the analysis, 50% of employees feel to a large extent & 50% employees feel
to some extent training department provides Congenial conditions for learning.

59
 TABLE 5.7
Sufficient provision of study material
No. of
S.No. Items of Scale In %
Respondent

1 To large extent 90 90%

2 To Some extent 10 10%

3 To little extent 0 0

Total 100 100%

CHART 5.7

Sufficient Proivsion of Study Material

100

90

80

70
No. of Respondance

60

50 Series1

40

30

20

10

0
To large extent To Some extent To little extent
Items of Scale

INTERPRETATION:
According to the analysis 90% of employees to feel that training in personal development
and 10% of Employees feel that training helps to some extent.

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 TABLE 5.8
Motivation of trainees at training program
No. of
S.No. Items of Scale In %
Respondent

1 Employees T&D 20 20%

2 Department Nominates 20 20%

3 Supervisor Nominates 50 50%

4 Personally Take Initiative 10 10%

Total 100 100%

CHART 5.8

Motivation of trainees at
Training Programme

60

50

40
No. of Respondance

30

20

10

0
Employees T&D Department Nominates Supervisor Nominates Personally Take Initiative
Items of Sclae

INTERPRETATION:
According to the analysis of 50% employees say member of T& D nominates, 20% of
employees say head of the department nominates, 20% of employees say immediate
supervisory nominates employees for training and other 10% of employees personally
take imitative.

61
 TABLE 5.9
Usefulness of program for future
No. of
S.No. Items of Scale In %
Respondent

1 Yes 70 70%

2 No 30 30%

Total 100 100%

CHART 5.9

Usefuless of Programme for Future

80

70

60
No. of Respondats

50

40 Series1

30

20

10

0
Yes No
Items of Scale

INTERPRETATION:
According to the analysis of 70% employees say that they were aware of the training
objectives and other 30% of employees say that they were not aware of the training
objectives before actual training.

62
 TABLE 5.10
Freedom of trainee to express doubts in program
No. of
S.No. Items of Scale In %
Respondent

1 No 0 0

2 Outside consultants 50 50%

3 T&D Team Trainees 5 5%

4 Management Institutes 25 25%

5 Specialist companies 20 20%

Total 100 100%

CHART 5.10

Freedom of Trainee to expore doubts in programme

60

50

40
No of Respondance

30 Series1

20

10

0
No Outside consultants T&D Team Trainees Management Institutes Specialist companies
ITems of Scale

INTERPRETATION:
According to the analysis of 50% of employee’s trainers, 25% of employees Members,
20% of employees companies and other 5% of employees T&D team are trainer.

63
 TABLE 5.11

Since how long have you been working in this company

Responses Respondents Percentage

< 1year 0 0
Between 1 to 3 years 0 0

Between 3 to 6 years 13 33%

Above 6 years 27 67%
Total 40 100%

CHART 5.11

INTERPRETATION:
From the above analysis we observed that 33% of employees are having 3 to 6 years
experience and 67% of employees are having above 6 years experience in this
organization

64
 TABLE 5.12

Do you aware of the performance appraisal system

Responses Respondents Percentage

Yes 40 100%

No 0 0

Total 40 100%

CHART 5.12

INTERPRETATION:
From the above analysis, we observed that 100% of employees are aware of the
performance appraisal system in the organization.

65
 TABLE 5.13
Is performance appraisal essential in the organization

Responses Respondents Percentage

Yes 40 100%

No 0 0

Total 40 100%

CHART 5.13

INTERPRETATION:
From the above analysis, we observed that 100% of employees agreed that the
performance appraisal system is essential in the organization.

66
 TABLE 5.14

Was your performance evaluated earlier?

Responses Respondents percentage

Yes 40 100%

No 0 0

Total 40 100%

CHART 5.14

INTERPRETATION:
From the above analysis we observed that 100% of employees are agreed that their
performance was evaluated in the earlier in this organization.

67
 TABLE 5.15
How often is the performance appraisal done?

Responses Respondents Percentage

Annually 12 30%

Every 6 months 0 0

When there is need only 28 70%

Can’t say 0 0

Total 40 100%

CHART 5.15

INTERPRETATION:
From the above analysis we observed that 30% of employees are said that the
performance appraisal is done annually and most of the remaining 70%of employees
agreed that it is done when there is need only i.e. when there is vacant in the department
or promotions exit etc, in this organization.

68
 TABLE 5.16

Is the appraisal system helping you to improve your performance?

Responses No. of Respondents Percentages

Yes 32 80%

No 8 20%

TOTAL 40 100%

CHART 5.16

INTERPRETATION:
From the above analysis, we observed that 80% of the employees agreed that
performance appraisal helps in improving their performance where as 20% of them
disagreed.

69
 TABLE 5.17
Who does appraise you?

Responses Respondents Percentage

Self 10 25%

Superior 0 0

Department head 30 75%

Subordinates 0 0

Total 40 100%

CHART 5.17

INTERPRETATION:
From the above analysis, we observed that 25% of employees said that their performance
is being appraised by themself through the self-assessment method and the remaining
75%of employees agreed that it is done by their respective department heads using the
confidential report method. it is observed that the company uses both methods

70
 TABLE 5.18
Do you have a set of clearly established goals/objectives/performance
criteria?

Responses No. of Respondents Percentages

Yes 8 80%

No 32 20%

TOTAL 40 100%

CHART 5.18
90

80

70

60

50

40 80%

30

20

10 20%

0
yes no

INTERPRETATION:
From the above analysis, we observed that 20% of the employees said that they
have a set of clear established goals/objectives and most of the remaining 80% of
employees haven’t set of clear established goals/objectives. It shows the company is not
providing the data that has to be achieved by the employees.

71
 TABLE 5.19
Satisfaction level regarding the present appraisal method?
Responses Respondents Percentage

High satisfaction 4 10%

Satisfaction 16 40%

Dissatisfaction 20 50%

Can’t say 0 0

Total 40 100%

CHART 5.19

INTERPRETATION:
From the above analysis, we observed that 10% of the employees said that they were
highly satisfied with the current appraisal method, and the 40%employees said that they
were satisfied and the remaining 50% of employees said they were dissatisfied with the
method. Because their department head is not appraising their performance regularly and
also there are certain reasons to dissatisfy them.

72
 TABLE 5.20
Does the result meet your expectations?

Responses No. of Respondents Percentages

Yes 30 75%

No 10 25%

TOTAL 40 100%

CHART 5.20

INTERPRETATION:
From the above analysis, we observed that 30% of the employees said that their
expectations meet results that what they expect from their performance i.e. the good
ranks or any rewards they get and the remaining 25%employees said that they did not
meet their expectations because they said their quality of work is not considered.

73
 FINDINGS

 In the KCP Sugar and Industries Corporation Ltd, all middle-level

employees are having above 6 years of experience.
 All middle-level employees are aware of the performance appraisal
that is being conducted in this company.
 All respondents agreed, the performance appraisal system is essential
in the organization.
 All respondents were evaluated in the earlier years.
 The company is conducting the performance appraisal when there is a
need only
 Majority of the employees are agreed to the performance appraisal
system helping you in improving the performance and remaining to
condemn that.
 Majority of employees are being appraised by the department head
and the remaining respondents are being appraised through self-
assessment because of the various departments in the organization.
 Only less no. of employees do have a set of clearly established
goals/objectives and the remaining don’t have this. So, the senior
management failed to allocate this.
 Half of the employees have been satisfied with the current appraisal
method and remains are not satisfied.
 Majority of the employees said that results meet their expectations and
the remaining are not met the results with their expectations.

74
 SUGGESTIONS

1. Set of clear established goals/objectives:

The departments’ heads have not set the goals for their employees. So the employees
have no idea about what to achieve. By this the employee may dissatisfy about the
job.
The following is the remedy for this problem

 The management has to transfer the clear set of goals to each and every dept. and they
have to transfer goals to the employees through written form for the particular time
period.

2. Satisfied with the present appraisal method:

Majority of the employees are dissatisfied about the present appraisal method. Because
the appraisal is not taken place regularly i.e. yearly. The present appraisal method is
confidential report. This method does not provide the how they ranked, how much to
improve. So it has to be changed.
The following is the remedy for this problem

So it will be better to adopt MBO method by this it will solve the problems of
confidential report.

3. Feed back about the strengths and weaknesses

Maximum numbers of the employees were not getting the information from their
department heads that where they lack and where they have good at work. So this may
cause to the dissatisfied about the job.
The following is the remedy for this problem
 It is better to conduct to the post appraisal programs like any counseling and any
classes for the discussion with the each and every employee.

75
4.Provide the data performance v/s targets:
There is no information about the employee who have achieved the targets and up to
where he has achieved. if the targets were not set, employees may feel their performance
will not consider then the employee may not do the work efficiently.
The following is the remedy for this problem
 The departments heads have to announce about the employees achievements, provide
the forms that include the performance v/s targets and also give any rewards, awards
for the good performance.

5. Facilitate the career opportunities:

The company does not facilitate the career opportunities for the efficient employees.
Because they consider the only the seniority for the promotions.
The following is the remedy for this problem

 The company does consider the other factors like education, skills, knowledge. Also
the company may select the succession strategy for the placement.

6.Opinion about the change to new method:

Here the half of the employees are very clear that the method has to be modified.
The following is the remedy for this problem
 The management may follow the following the appraisal methods that takes care of
the present appraisal method.

1. MBO method (management by objectives)

2.3600 appraisal method.
7. The company has to conduct the performance appraisal annually that will improve the
productivity of the employees.

8. The advices/suggestions have to be given to the employees to improve the

incapabilities and weaknesses.

9. The awards or rewards have to be given to the employees for good performance.

10. The company has to give the participation certificates to the employees. It will
encourage them to give their performance regularly.

76
CONCLUSION

HRD Strategies, Inc. is a performance based organizational

effectiveness firm dedicated to providing value-added products and services
to client organizations. Our focus and commitment is to provide innovative
solutions customized to client needs through the integration of social and
technical systems. Change is inevitable and business change is paradoxically
a constant. Organizational development activities provide a means for
adapting to constant change. Perhaps more importantly, organizational
development provides an avenue for initiating business change rather than
merely reacting to environmental influences. Organizational development
provides the business, management and employees with the tools to meet the
challenges of the present and the future.

77
 QUESTIONNAIRE

1. Training is to be given adequate importance in the organization. [ ]

a) Yes b) No

2. The trainees are informed about the training program before. [ ]

a) General objectives b) Professional growth

c) Improving solving problem d) Promotion of purpose

3. The trainees are informed about the objectives of the training program. [ ]

a) Excellent b) Good

c) Poor d) Very good

4. The duration of the training program is sufficient [ ]

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

5. Leave travel concession is provided properly [ ]

a) Excellent b) Good

c) Satisfied d) Poor

6. The environment at the training place is properly set every time [ ]

a) To large extent b) To some extent

c) To little extent

7. Sufficient reading material is provided during the training program [ ]

a) To large extent b) To some extent

c) To little extent

78
8. The trainees are getting motivated through the training program [ ]

a) Employees T&D b) Department nominates

c) Supervisor nominates d) Personally take initiative

9. The training program is useful for future needs. [ ]

a) Yes b) No

10. The trainees have the freedom and right to express their ideas and doubts during the

training program [ ]

a) No b) Outside consultants

c) T&D team trainees d) Management Institutes

e) Specialist companies

11. Since how long have you been working in this company? [ ]

a) <1year b) 1-3years

c) 3-6years d) above 6years

12. Do you aware of the performance appraisal system? [ ]

a) Yes b) No

13. Is performance appraisal essential in the organization? [ ]

a) Yes b) No

14. Was your performance evaluated earlier? [ ]

a) Yes b) No

15. How often is the performance appraisal done? [ ]

a) Annually b) Every 6months

c) When there is need only d) Can’t say

79
16. Is the appraisal system helping you to improve your performance? [ ]

a) Yes b) no

17. Who does appraise you? [ ]

a) Self b) Superior

c) Department head d) Subordinates

18. Do you have a set of clearly established goals/objectives/performance criteria?

[ ]

a) Yes b) No

c) Can’t say d) Any other (please specify)

19. Satisfaction level regarding the present appraisal method? [ ]

a) High satisfaction b) Satisfaction

c) Dissatisfaction d) Can’t say

20. Does the result meet your expectations? [ ]

a) Yes b) no

80
 BIBLIOGRAPHY

BOOKS

 V.K. Kapoor - Human Resource management

 V.S.P. Rao – Research Methodology
 T.Subba Rao - Human Resource management
 K.ASWATHAPPA- Human resource management-5TH Edition-Tata Mc
Graw Hill publishing Ltd.
 DR.P.SUBBARAO- Personnel and Human Resource Management-
Himalaya Publishing House
 ARUN MONAPPA-Industrial Relations- Tata Mc Graw Hill publishing
Ltd.
 C.B.MAMORIA, S.V.GANKAR-Personnel Management-Himalaya
Publishing House-2009.
 A.M.SHARMA-Personnel and Human Resource Management- Himalaya
Publishing House-2009.
 HRM Review Magzine-Worklife Balance, IUP Publications.

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