A STUDY ON EMPLOYEE RELATIONSHIP MANAGEMENT AT KCP

SUGARS
PROJECT REPORT
Submitted to the UNIVERSITY OF MADRAS
In partial fulfillment of the requirement for the award of the degree
Of
BACHELOR OF BUSINESS ADMINISTRATION
BY

SANGEETHA S
REGISTER NUMBER: 2013321096023
Under the guidance of
Tmt. C.S.JAYALAKSHMI

Department of Business Administration

Ethiraj College for Women

Chennai-600008

2022-2023
 DECLARATION

I hereby declare that this project entitled “A STUDY ON EMPLOYEES REALATIONSHIP

MANAGEMENT AT KCP SUGARS” has been prepared by me during the year 2022-23
under the guidance of Tmt. C.S.Jayalakshmi I also declare that this project report has not
been submitted to any other university or institution for award of any degree or diploma.

PLACE: CHENNAI

DATE:

SIGNATURE OF THE
STUDENT
 BONAFIDE CERTIFICATE

Ethiraj College for Women

Ethiraj Salai

Chennai-600008

Phone no: 28279187/28271166

Fax: 14-28282014

Email- ethiraj_princy@yahoo.com

This is to certify that MISS SANGEETHA.S , 2013321096023, a student of final year B.B.A
has prepared a project report titled “A STUDY ON EMPLOYEES RELATIONSHIP
MANAGEMENT AT KCP SUGARS” as a partial fulfillment of degree for the academic
year 2022-23.

Signature of External Examiner Signature of the

HOD
 ACKNOWLEDGEMENT

I praise and thank the almighty who has been an unfailing source of strength, comfort and
inspiration.

I profusely thank our beloved Principal Dr.Uma Gowrie who gave me an opportunity to
undergo training as a part of the curriculum.

I am extremely grateful to our Head of the Department Dr. G. RAJALAKSHMI and my

project guide Tmt. C.S.Jayalakshmi for giving me this excellent prospect to undergo training
at KCP SUGARS and for her valuable guidance, suggestions and encouragement from time
to time throughout the project.

I would also like to thank the other faculty members of the Department
Tmt. M. PADMAJA, Tmt. R.BHUVANESHWARI, Dr. M. VANISHREE and
Dr.S.SHARMILA, Dr.S.GAYATHRI, Dr.R.LATHA, Ms N. SANGEETHA for their
support and advice throughout the study.
 TABLE OF CONTENTS

CHAPTER NO TITLE PAGE NO

1 INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
1.2 INDUSTRIAL PROFILE
1.3 COMPANY PROFILE
1.4 NEED FOR THE STUDY
1.5 OBJECTIVES OF THE STUDY
1.6 SCOPE OF THE STUDY
1.7 LIMITATION OF THE STUDY
2 LITERATURE SURVEY
2.1 CONCEPTUAL REVIEW
2.2 REVIEW OF LITERATURE
3 RESEARCH METHODOLOGY
4 DATA ANALYSIS AND INTERPRETATION
FINDINGS AND SUGGESTIONS
5 SUMMARY AND CONCLUSION
BIBLIOGRAPHY
ANNEXURE
 LIST OF TABLES
Table No Particulars Page No
4.1.1 Table showing the age of the respondents
4.1.2 Table showing the Experience of the
respondents
4.1.3 Table shows the Education Qualification
of the respondents
4.1.4 Table shows the Marital Status of the
respondents.

4.1.5 Table showing whether the day to day

responsibilities are clearly defined.
4.1.6 Table showing whether the manager
communicates with the employees well.
4.1.7 Table showing whether there is a clear
link between the employee work and the
organisation objectives

4.1.8 Table showing the opinion on what is

needed to do to be successful in their job.

4.1.9 Table showing whether the management

decisions are transparent and explained.
4.1.10 Table showing the opinion on whether the
organisation is competiting effectively in
its sectors.
4.1.11 Table showing the opinion on the
effective competition of the organisation
in its sector
4.1.12 Table showing whether the employees
getting recognition from their manager.
4.1.13 Table showing the opinion on the sense of
connection with their manager.
4.1.14 Table showing the opinion on whether the
managers shows personal interest
towards the employees.
4.1.15 Table showing the opinion on whether the
respondents are comfortable to provide
feedback to their manager.
4.1.16 Table showing the opinion on whether the
manager values the employees feedback.
4.1.17 Table Showing whether the feedback of
the survey will be used to make
improvements
4.1.18 Table showing whether the manager full
aware of employees skills and abilities.
4.1.19 Table showing the respondents access to
learning and development for their job.
4.1.20 Table showing whether the manager
inspire the respondents.
4.1.21 Table showing whether the manager
supports the respondents.
4.1.22 Table showing the opinion on whether
there is opportunities in the organnisation.
4.1.23 Table showing the opinion of the
respondents whwther they see
themselves working here in one year
time.
4.1.24 Table showing the opinion on
Whether management promotes a positive
work environment.
4.1.25 Table showing the opinion on whether the
management encourage an inclusive
culture.
4.1.26 Table showing the opinion on whether
you are encouraged authentic self at work
4.1.27 Table showing the opinion on whether the
management actively try to close gender
pay
4.1.28 Table showing the opinion whether the
organisation’s vision motivates the
employees.
4.1.29 Table showing the opinion on whether the
respondents have a confidence with
senior management
4.1.30 Table showing the opinion on whether the
respondents are proud to work in this
organisation
4.1.31 Table showing the opinion on whether the
respondents would recommend a friend
to apply for any open position.
 LIST OF CHARTS
Chart No Particulars Page No
4.1 Chart showing the age of the
respondents
4.2 Chart showing the Experience of the
respondents
4.3 Chart shows the Education Qualification
of the respondents
4.4 Chart shows the Marital Status of the
respondents.
4.5 Chart showing whether the day to day
responsibilities are clearly defined.
4.6 Chart showing whether the manager
communicates with the employees well.

4.7 Chart showing whether there is a clear

link between the employee work and the
organisation objectives

4.8 Chart showing the opinion on what is

needed to do to be successful in their
job.
4.9 Chart showing whether the management
decisions are transparent and explained.
4.10 Chart showing the opinion on whether
the organisation is competiting
effectively in its sectors.
4.11 Chart showing whether the employees
getting recognition from their manager.

4.12 Chart showing the opinion on the sense

of connection with their manager. .
4.13 Chart showing the opinion on whether
the managers shows personal interest
towards the employees.
4.14 Chart showing the opinion on whether
the respondents are comfortable to
provide feedback to their manager.
4.15 Chart showing the opinion on whether
the manager values the employees
feedback. .
4.16 Chart showing the whether the feedback
of the survey will be used to make
improvements.
4.17 Chart showing showing whether the
manager full aware of employees skills
and abilities.
4.18 Chart showing the respondents access
to learning and development for their
job.
4.19 Chart showing the opinion whether the
manager inspire the respondents.
4.20 Chart showing the opinion on whether
the manager supports the respondents.
4.21 Chart showing the opinion on whether
there is opportunities in the organisation.
4.22 Charts showing the opinion of the
respondents whether they see
themselves working here in one year
time.
4.23 Chart showing the opinion on whether
management promotes a positive work
environment.
4.24 Chart showing the opinion on the
opinion on whether the management
encourage an inclusive culture..
4.25 Chart showing the opinion on whether
you are encouraged authentic self at
work
4.26 Chart showing the opinion on whether
the management actively try to close
gender pay
4.27 Chart showing the opinion on whether
the organisation’s vision motivates the
employees.
4.28 Chart showing the opinion on whether
the respondents have a confidence with
senior management
4.29 Chart showing the opinion on whether
the respondents are proud to work in this
organisation
4.30 Chart showing the opinion on whether
the respondents would recommend a
friend to apply for any open position.

CHAPTER – I
INTRODUCTION
1.1 INTRODUCTION
Employee relationship management means which manages the relation between the employee
and management. The relation can be between the employee and employer as well as relation
between employees at the same level. The employees will collectively contribute their efforts
towards the realization of common goal. No conflicts can be accomplished if the individual
are engaged in constant conflicts and misunderstandings. The targets of the organization will
be accomplished and achieved at a much faster if the employees work together and maintain
good relationship with each other. Employees must be comfortable with each other to deliver
their best and enjoy their work. Management is nothing but is a technique which brings the
employees together on a common platform guides them to achieve a common goal without
fighting together. Employee relationship management includes different activities which a
organization can adopt by superiors or the management to develop an healthy and friendly
relationship between the employees and extracts the best out of each team member. The
employee relationship management will helps to strengthening the bond among the
employees and ensures that each employee is connected and building an healthy relation with
each other.

The purpose of this final year project is to examine the relationship between the employee
and the management. The aim of the study is to improve the employee relationship
management and it leads the employees to be engaging in their work. It also focuses on the
factors like communication, engagement, trust of the employees. The effective employee
relations enhances positive communication and attitude between management and employees
1.2 INDUSTRIAL PROFILE

The history of manufacturing can be traced back to the Industrial Revolution during the 19th
century, where raw materials were converted into finished goods. The period marked the
transition from human labour technology into machinery and chemical manufacturing
processes, turning artisans into wage laborers. Previously, outputs of handmade goods
dominated the market.

Today, rapid technological changes are boosting efficiency in the manufacturing sector. In
particular, product life cycles are becoming increasingly shorter without compromising
quality. Also, the flexibility and responsiveness of technology help boost employee
productivity.

The manufacturing industries convert raw materials into finished goods. This industry makes
use of machinery or labour to manufacture finished goods. The economic might of a nation is
measured by the development of manufacturing industries. This article will provide an
overview of manufacturing industries.

Manufacturing Industries – Location

The location of manufacturing industries is dependent on various factors. The location of

manufacturing industries is dependent on the availability of suitable land at the desired price,
proximity to the market, and availability of adequate labour, power, and capital. Good
connectivity through roadways, railways, etc. is also another important factor.

Impact and Measure of Manufacturing in the Economy

Historical evidence points to the association between manufacturing and economic growth.
Economists advance two sets of explanations for manufacturing as the engine of economic
growth.

The first explanation centers on the special properties of manufacturing, while the second one
looks at how the properties influence returns and economic growth. In the first case,
manufacturing provides relatively broader opportunities for intensification and capital
accumulation.
Also, manufacturing exploits economies of scale induced by technical indivisibilities and
large-scale production. The higher learning opportunities offered in manufacturing
production enhances technological advancement.

Manufacturing Industries Clusters in India

The manufacturing industries clusters in India are located in the states of Karnataka,
Maharashtra, Tamil Nadu, Andhra Pradesh, Gujarat, Telangana, and Uttar Pradesh.

There are different manufacturing association in india. Some of them are the Indian Specialty
Chemical Manufacturers’ Association, Alkali Manufacturers Association of India, Indian
Chemical Council, Telecom Equipment Manufacturers Association (TEMA), and Electronics
Industries Association of India (ELCINA).

Manufacturing Industries – Classification

The classification of manufacturing industries is done based on the following:

• Based on Ownership
• Based on the weight and bulk of raw materials and finished products ● Based on
capital investment
• Based on their role
• Based on the raw materials used.

Classification of Manufacturing Industries – Based on the Weight and Bulk of Raw

Materials and Finished Products

Examples of such manufacturing industries are light industries and heavy industries.
Manufacturing heavy engineering and construction equipment, the iron and steel industries
would be classified as heavy industries. Manufacturing light electrical goods are examples of
light industries of the manufacturing segment.

Classification of Manufacturing Industries – Based on Capital

Based on capital investment, manufacturing industries can be classified as small-scale

industries, medium-scale industries, and large-scale industries.

Classification of Manufacturing Industries – Based on Ownership

Based on ownership, manufacturing industries can be classified as cooperative sector
industries, joint sector industries, private sector industries, and public sector
companies.

Examples of public sector companies are Steel Authority of India Limited (SAIL), Coal India
Limited (CIL), Oil & Natural Gas Corporation (ONGC), Hindustan Aeronautics Limited
(HAL), etc. These public sector companies can be further classified into Maharatna
companies, Navaratna companies, and Miniratna companies.

Classification of Manufacturing Industries – Based on the Raw Materials Used

Based on raw materials used, manufacturing industries can be classified as mineral-based

industries and Agro-based industries. Aluminium, iron & steel, and petrochemicals are
examples of mineral-based industries. The sugar industry, tea industry, coffee industry, jute
industry, cotton industry, etc. are examples of agro-based industries.

Classification of Manufacturing Industries – Based on Role

Such manufacturing industries can be classified as consumer industries or basic industries.

Basic industries will provide the raw materials for the manufacturing of finished goods.
Industries manufacturing the finished products for consumers are consumer industries.
Examples are paper, sugar, etc.

The manufacturing process is often taken for granted, but not by manufacturers. They
understand the time and effort that goes into making the most complex or simple project.
Let’s take a moment to look at the big picture of manufacturing, and then zero in on what the
manufacturing process is.

Steps of the Manufacturing Process

While there are many manufacturing processes, they must all follow a shared path from idea
to finished product. What are the steps that take an idea and turn it into a reality? It’s not an
easy trip, but these eight steps help make it possible

Develop the Product Vision

The product vision is the seed the finished goods will grow from. Even if you don’t have an
idea, you can develop one by brainstorming with your team. Things you’ll want to discuss
include:
Who is the target audience?

What size is the market?

Is there a need for the product or does it solve a problem? Are there competitors and, if so,
who are they?

Are there trends around similar products?

Do you have the funding necessary to make the product? What’s your product roadmap?

Related: 10 Free Manufacturing Templates for Excel

Research the Vision

Once you have a product vision, you need to do some deep research before devoting the time
and money necessary to manufacture your product. Part of the research is exploring the
questions asked in the first step. For example, if there’s a product on the market that will
compete with yours, ask yourself:

Is my product better?

Will consumers have a different experience with your product over the competition?

How does your project improve what is already available?

How do you intend to market your product?

Should you use contract manufacturing?

Design the Product

With the idea and the research behind you, next is product development. You should always
keep the end user’s needs at the forefront and make sure your product is user-friendly. Some
things to keep in mind during this step are the function of your product, such as how it’ll be
used, what resources are needed to make it and its lifespan. Along those lines, will you have a
warranty, how much with it cost to manufacture while allowing you to make a profit and will
it need accessories or batteries? Also, don’t forget about designing the packaging, too.

Finalize the Design

Once you’ve answered the questions in the previous step, you can begin to create a final
design of your product. At this point, there can’t be any gray
areas. If you still have questions or user stories that have not been fully answered, then it’s
here where you’ll need to come up with concrete answers to them. At this point, you’ll also
need to marshal the resources necessary for manufacturing your project or a working
prototype.

Test the Prototype

Before you can move into manufacturing the product at scale, you need to test your prototype
to make sure it works and meets the needs of your target audience. Better to find the kinks in
the design and smooth them out at this point than when you’re in mass production of the final
product. Be thorough, the worst thing is to have to stop production to fix an issue that you
could have resolved during the test stage.

Manufacture the Product

Once testing has been completed to your satisfaction, you can begin to manufacture the
product in earnest. This is when you’ll develop pricing strategies for the product and
calculate your manufacturing costs. You’ll need to decide on the raw materials necessary to
make your product, and how long it will take to assemble them into the finished goods.

Get Feedback and Do More Testing

Before you release your product on the marketplace, you need to get feedback or do further
testing to ensure that you’re delivering the best possible product. Feedback can come from
focus groups, but also from your team, friends and family. The more, the better. If you can
improve the product, do so before the official release. Be sure to listen and ask questions
without leading people to get the most honest responses.

Official Release

After all that work, you’re ready to release the product on the market. This should be done
with a product marketing campaign to let your customers know about your product and why
they will want one. This can be done through various channels, from press releases to public
launches, social media and more traditional media platforms.
Types of manufacturing process

In general, you can divide the manufacturing process into five types. Manufacturing has
come a long way since the assembly lines and noisy machinery. These processes are found in
industries as varied as food manufacturing, textile product mills, apparel manufacturing,
wood product manufacturing, chemical manufacturing and computer and electronic product
manufacturing.

1. Repetitive Manufacturing

This is for manufacturing that runs all day and night, all year round, producing the same or
similar product. There is little setup and changeover and production speed can be sped up or
slowed down as needed to meet demand.

2. Discrete Manufacturing

Here is another assembly or production line type of manufacturing. Because the products can
be similar or different in design, there are various setups and frequent changeovers. Discrete
manufacturing can be found in factories that make automobiles, furniture, airplanes, toys and
smartphones.

3. Job Shop Manufacturing

Instead of an assembly line, job shop manufacturing is made up of various production areas
that produce smaller batches of custom products. These are either made to order or make to
stock. By organizing these workstations, manufacturers can make one version of a custom
product or more in batches. This is good for bespoke products and work that is project-to-
project.

4. Batch Process Manufacturing

Similar to discrete and job-shop manufacturing, the batch process depends on consumer
demand. After a batch is produced, the equipment is cleaned and prepared for the next batch,
which is usually continuous. Product materials tend to be similar and the production process
is more diverse.

5. Continuous Process Manufacturing

Like repetitive manufacturing, this one also runs 24/7. But the raw materials make this a
different manufacturing process, as they are gases, liquids, powders or slurries. However, in
mining, the raw materials can be granule materials. This type of manufacturing occurs in
industries such as oil refining, metal smelting and some food productions, such as peanut
butter.
1.3 COMPANY PROFILE

K.C.P SUGAR & INDUSTRIES CORPORATION LIMITED

K.C.P Sugar and Industries Corporation Ltd is one among the leading sugar manufacturing
companies in India . Its allied business consists of manufacturing and marketing of Rectified
Spirit, Extra Neutral Alcohol, Ethanol, Incidental Cogeneration of Power, Organic Manure,
Mycorrhiza Vam, Calcium Lactate and CO2. Company has two sugar factories located in
Krishna District AndhraPradesh having an aggregate crushing capacity of 11,500 tons per
day. Late Shri. Velagapudi Rama Krishna ICS, had conceived the idea of promoting agro
based industries, when he was director of industries, Madras state. By virtue of his position as
director of industries, he had exposure to the industrial sector which prompted him to take
over the sugar industry in 1941 at Vuyyuru which was not doing well. The sugar factory was
of 600 TCD and it was christened as The K.C.P Limited. He was a source of inspiration to
many entrepreneurs to setup sugar industries in Andhra Pradesh. Some of them are Andhra
Sugars, Sarvaraya Sugars and Deccan Sugars. The K.C.P Ltd never looked back from the
year 1941 and gradually by stages it had expanded to 7500 TCD which is the present
capacity. The K.C.P Ltd., consequent to diversified operations had, over the years became a
conglomerate with multi locational and multi product units, each the size of an independent
company.

The company has also envisaged plans to setup different projects which required focused
attention and substantial resources. Therefore, it had been decided to reorganize The K.C.P
Ltd., into two companies. With this objective a new company, under the name and style of
K.C.P. Sugar and industries corporation Ltd., has been incorporated in the year 1995.
Through a scheme of arrangement duly approved by the Hon’ble High Court of Madras the
following manufacturing units along with certain corporate assets and liabilities of The K.C.P
Ltd have been vested with the K.C.P.Sugar and Industries Corporation Ltd., with effect from
!st April 1996.

Late Shri. V.M. Rao a visionary had taken over the reins of K.C.P. Sugar and Industries
Corporation Ltd., as the first Chairman and Managing Director. He was instrumental in
revamping the company with his foresight by introducing technological innovations and right
sizing the man power for increasing the production and productivity in the organization. He
took several bold steps to start allied products like Bio-Products,Acetic Acid and several
other projects viz. Co-Gen, Calcium Lactate, Bio-Fertilizers, Ethonal and Mycorrhiza. The
legacy of late Shri.V.Ramakrishna and Late Shri.V.M. Rao is being arduously followed by
Smt. Irmgard Velagapudi M. Rao Managing Director, Shri. Vinod Sethi Executive Chairman
and Smt. Kiran Rao. Executive Director.

K.C.P. Sugar and Industries Corporation Ltd., is all through with there continued unrelenting
efforts of all the three stewards striving to excel the predominant and eminent position
enjoyed over years among share holders and business associates.

K.C.P's Vision & mission

To emerge as a leading sugar manufacturing unit in the state, creating growing value for
Indian economy and company’s stakeholders.

● To achieve international standards of excellence in all aspects of sugar manufacture and

diversified business with focus on customer.

● To maximize creation of wealth, value and satisfaction for the stakeholders.

● To attain leadership in developing, adopting and assimilating state-of-the-art technology

for competitive advantage.

● To foster a culture of participation and innovation for employee growth and contribution. ●
To cultivate high standards of business ethics and Total Quality Management for a strong
corporate identity and brand equity.

● To help enrich the quality of life of the community and preserve ecological balance and
heritage through a strong environment conscience.

Services offered

Agri

Preamble

Sugarcane productivity has been enhanced by virtue of improved varieties and chemical
fertilizers. Over the years this sea change not maintained or improved, on the contrary, the
yield of sugarcane in many areas shown declining trend. Important reasons for reduction in
cane yield are:

● Adverse effects of various biotic and a biotic stresses on cane crop

● Use of imbalance and over / under use of chemical fertilizers

● Un-controlled and faulty irrigation schedules and methods

● Deterioration of soil physical conditions due to Ill drainage / no drainage systems for
sugarcane fields

● Less / no use of organic manures in sugarcane cultivation

● Less emphasis on use of bio-agents in the sugarcane cropping System ● Use of poor quality
cane seeds

● Adoption of unscientific agronomic practices

Strategies adopted at KCP Sugar were:

● Training to cane field staff

● Training to farmers by way of lectures and field demonstrations

● Supply of important inputs like Cane seeds Bhumilabh(bio-compost), Fertilizers, Plant

protection chemicals, bio-fertilizers etc., to participating farmers.

● Supply of relevant cane production manual / operation chart to the Participating farmers. ●
Continuous monitoring the program by field visits, discussions etc.

Chemical

K.C.P is completely integrated R&D, technology and engineering capabilities that enable us
to be the cost effective partners on a sustainable basis. They offer their customers, services

related to research & development and manufacturing of key building blocks, intermediates,
advance intermediates and fine chemicals for in – market products and for NCEs from
discovery to commercialization stage The dedicated research and development center focuses
on contract research, new product development, kilo quantity production in the pilot plants.

Core Strengths

Custom Research and Manufacturing Services of KCP Sugars combines:

● More than 60 Years of unmatched experience in Renewable resource utilization. ● Broad

range of chemical reaction expertise and technology platforms
● Strong R&D, Engineering & Manufacturing capabilities across the scale of operation ●
Strong financials support

● High concern for Environment, Health and Safety ● Focused regulatory support

● A strong logistics and supply chain

● A strong team of professionals to manage projects to ensure timely completion of projects

in terms of customer’s expected time, cost and quality, leading to complete customer
satisfaction.

Information technology

A research and development activity in an area of activity like an agro-based industry (Sugar
Industry) involves decision-making, which is often best with uncertainty and risk especially
from the point of view of increasing the availability of desirable raw material and its
management. This risk can be minimized only if decisions are based on sound and reliable
information on different aspects.

The generation of reliable information however, depends on sound statistical programs for
generation of data, their processing and storage on computers as well as their interpretation
and communication to a variety of user agencies. The generation of information as a
production process has assumed the role of a technology, where in commodity produced is
information, which is essential input to the decision, making process and therefore has the
implications for the design of information system itself.

The value of information increases as the uncertainty or risk in the decision process increases
and can therefore act as powerful tool in the hands of various decision-making agencies.
Further, interfacing of this information through GIS and remote sensing can greatly add to the
many advantages of information.

KCP Sugar has invested time and energy to Implement IT into the system to bring life into
the productivity,employees and to enable good and prompt service to the customers and
vendors.

KCP Sugar has ERP system(SAP) implemented across the units of KCP Sugar along with
Sugar cane Management system and HRM.IT sector has provided technology to use smart
cards to the farmers for better service and fast payment. Palm tops are used for data entry
across the cane area for faster update.

Products offered

Sugar

Sugar Unit – 1

K.C.P. Sugar and Industried Corporation Ltd (KSICL) has its first sugar factory situated in
Krishna District in Andhra Pradesh. The plant was established with a crushing capacity of
600 TCD under cooperative sector. In the year 1941, when the cooperative venture failed the
KCP Ltd, acquired the sugar factory from the co-operative sector as a going concern.
Presently the plant can crush 7500 TCD after undergoing a serious of expansion and
modernisation.

The plant operates generally during December to April in a year totalling to about 152 days
of operation. The plant is supported by fertile sugar cane command area. The plant produces
high quality L30,M30 and S30 grades of sugar which are well accepted in Andhra and west
bengal markets and enjoys a premium for the past serveral decades.

Sugar Unit-2

K.C.P. Sugar and Industried Corporation Ltd (KSICL) has its Second sugar factory at
Lakshmipuram, Krishna District, Andhra Pradesh. The plant was established with a crushing
capacity of 800 TCD. Presently the plant can crush 4000 TCD after undergoing a serious of
expansion and modernisation.

Energy

Sugar Industries are self sufficient in their requirement of electric power, water, steam, fuel,
etc., and does not make use of other conventional sources of fuels. By producing steam at
high pressures and using more efficient turbines, sugar plants can produce electricity in
excess of their own requirements. The world over, co-generation has been recognized as a
reliable way of generation of electricity. Considering the thrust given by the Government of
India, realizing the potential available for Co-generation plants and their contribution, K.C.P.
Sugar and industries corporation limited, had installed Co-generation plants in its Sugar units
at Vuyyuru and Lakshmipuram, Krishna District, Andhra Pradesh respectively in the year
2005. Surplus power generated in these Co-generation plants are being exported to the
APTRANSCO grid.

Calcium Lactate

Calcium lactate is a white crystalline salt made by the action of lactic acid and calcium
carbonate. It is produced by fermentation process. Realizing the good potential with regards

to it’s usage in Pharma and Food processing industries as a bulk drug and as food
preservative, a Calcium Lactate division had been promoted K.C.P. Sugar and Industries
Corporation Ltd. (KSICL) at it’s sugar complex in Vuyyuru, Krishna District , Andhra
Pradesh with an initial capacity of 250 M.T per annum in the year 2006 and the present
capacity of the plant is 500 M.T per annum.

APPLICATIONS

● It has got multiple applications in Pharmaceutical, Food and Animal Health Care products
by virtue of its bio availability and compatibility with other molecules.

● It is obtained as an intermediary product during lactic acid manufacturing.

● It is used for calcium deficiency therapy as recommended by National Academy of

Sciences Institute of Medicine for individual age groups every day intake should be as
follows

Ethanol

The Company is a pioneer in south india to put up its 10 KLPD Ethanol plant in its distillery
at Vuyyuru, Krishna District, Andhra pradesh way back when Ethanol dopping was
introduced in India. Ethanol produced in this plant was rated as a premium product and well
accepted by all the major oil producing Companies in India.

When the Company installed its new 50 KLPD distillery plant in the year 2005, the facility
for producing Ethanol had also been added and the Company continued to supply ethonal to
oil Companies.

Carbon Credits
The Company had installed two bagasse-based Incidental Cogeneration Projects at its Sugar
Complex at Vuyyuru and Lakshmipuram with a capacity of 15 MW and 5 MW respectively
in the year 2005.

The power generated in these plants is consumed for in-house operations and surplus, if any,
is exported to Grid. The export of surplus electricity generation displaces an equivalent
amount of electricity that would otherwise have been generated in fossil fuel intensive grid
connected power plants and thereby reduces equivalent amount of Green House Gases
(GHGs) from these power plants.

These project activities had been registered with United Nations Framework Convention on
Climate Change (UNFCCC) as a CDM Project Activity Ref: No. 1472 for Vuyyuru on
11.09.2008 and 1571 for Lakshmipuram on 13.06.2008.

The Carbon Emission Reduction achieved in these projects prior to registration, viz, Verified
Emission Reduction (VER) have been voluntarily verified and banked with APX VCS
Registry, USA. The process of verification of Carbon Emission Reduction achieved post-
registration is under progress.

Both these plants are estimated to reduce carbon emission to the extent of 20,000 MT per
season.
1.4 NEED OF THE STUDY

The aim of the study is to examine the Employee relationship Management. An

agency cannot perform by myself with the assist of chairs, tables, fanatics or other
non-living entities. it's miles essential that people work collectively and perform to
attain the goal and targets of the corporation. employees are the primary capital of an
business enterprise. The fulfillment and failure of any organization is without delay
proportional to the work completed by means of each of the personnel. employees
need to have a terrific courting with every different and paintings tough to attain the
purpose of the business enterprise. every character in the place of business stocks a
certain relation with their managers & peers.

1.5 OBJECTIVES OF THE STUDY

• The Primary Objective of the study is to examine the Employee relationship Management
at KCP Sugars.

• The Secondary Objective is to identify ways of enhancing healthy relationship between

Employees and Management in an organization.

• To examine the effects of communication between the employees and the management.

• To explore the characteristics of how to improve the efficiency of management to the

employees.

• To promote the engagement of employees in the organisation.

1.6 SCOPE OF THE STUDY

The Study was conducted on KCP Sugars Employees, Chennai branch to examine the
Employee relationship Management. Employee relationship Management is essential in every
organisation which helps to actively achieves the goals of the organisation. Thus the study
leads to understand how the Employee relationship Management makes the employees to
work effectively and efficiently in the organisation.

1.7 LIMITATIONS OF THE STUDY

• This study concerns only the Employee relationship with the management at the KCP
sugars& co company.

• The research conclusion depends on the accuracy of the data provided by the employees.

• Data are collected by employing the method of structured questionnaire; other methods
could have been used for collecting data.
 CHAPTER – II

LITERATURE REVIEW
2.1 CONCEPTUAL REVIEW

Employee relationship management (ERM) manages the relation between the various
employees within an organization and is considered to be a specific field of Human Resource
Management. ERM is the process of adopting controlling methods and practices to regulate
employee relations. One of the main goals associated with employee relationship
management focuses on establishing and retaining productive relationships of employees
within a company.

Goals of ERM

ERM aim to produce successful world-class organisations through relationship-building with

and amongst its employees. High-performing organisations have a few common employee
relations practices, but this being an inexact science at best, a simple, do-it-yourself formula
fitting all situations does not exist. There are also clearly identifiable organisational issues
that are responsible for productivity gaps. Employee relations, therefore, tries to inculcate
characteristics that render an organisation a success, and at the same time, proactively
sensitises itself to the organisational issues that can retard productivity. It is a given that
change is inevitable (and essential for survival and growth), and employee relations
management is increasingly geared towards increasing productivity, returns and
competitiveness. ERM aims towards building and maintaining commitment, morale and trust
so as to create a productive and secure workplace environment

ERM goals are summarised in the following points

1.Establishing a link and a congruency between employee contract and the employment
relationship through a psychological commitment.

2. Terms and conditions of employment to be based on the principle of fairness and ensuring
the organisational objectives as well as individual needs and aspirations are fulfilled.

3. Developing policies, procedures, rules and regulations that are fair just and conform to the
basic objectives as well as individual needs and aspirations are fulfilled.

4. Defining and clarifying performance management expectations and standards to enable

employees to strategize and plan for the achievement of tasks and targets set for their job
positions
5. Developing effective communication channels and systems that ensure the information
needs of employees are met.

Importance of ERM

It is desirable for an organisation to have proper and effective ERM since this enables the
personalising of Employee Relations. Good Employee Relationships contributes significantly
to the success of the organisation. The importance of ERM is summarized in the following
point

1.ERM promotes commitment, morale and trust in the organization. It establishes a link and
congruency through psychological commitment between employees contract and
employment relationship. It also aims at principle of fairness and ensures that organizational
objectives as well as employee needs are fulfilled.

2. ERM facilitates employees in achievement of organizational objectives. It further tries to

help employees in achieving tasks and targets set for their job positions and helps in
developing effective communication channels and systems so that information needs of
employees are met. It emphasises on performance, growth and development of employees for
creating competitive advantage.

3. It helps in improving working conditions, administrating effective Human Resource

policies, establishing healthy relations among employees; it inculcates a sense of
belongingness among employees. They develop mutual responsibility which enhances
performance, productivity, morale and empowers them and also encourages them to improve
organisations pride.

4. ERM minimises workplace conflict, increases trust.

5. It is important as it promotes and develops employer-employee relationship, it minimizes

workplace conflict, at individual level, inter group team and intra group team levels. In the
current scenario where respect and trust are losing its level everywhere, ERM helps to secure
the highest possible level of mutual understanding and respect.

6. ERM Motivates Employees, it provides motivational incentives and benefits to employees

and establishes democratic systems.

7. It improves the quality of work life and minimizes stress. Advantages of ERM
ERM have many advantages to the organisations, it doesn’t only foster high level of
performance. Other documented positive effect in organisations include:

1.Strengthens corporate communication and culture.

2. Fosters learning - about company products, services and customers.

3. Provides real time access to company training.

4. Targets information to employees based on their interests and needs – user personalization.
5. Streamlines performance management.

6. Manages resources creatively.

7. Frees the HRM department to concentrate on more strategic tasks.

8. Raises productivity.

9. Encourages innovation levels.

10. Reduces turnover.

11. Reduces recruitment and training costs.

12. Affords effective and consistent rewarding.

ERM Components

From the models above the researcher took the research variables (ERM components) which
related to the employees performance.

1.HR Practices: HR Practices is crucial function of Human Resource Management which can
bring change status of ERM in the organisation as this function could be quantified and
resulted in statistical data to prove its importance in enhancing ERM status in the
organisation. Hence improved quality and productivity linked to motivation can be achieved
through Training, Job rotation, Job Satisfaction, Participative Management, Performance
Appraisal, Career planning and development. Better training policies and assessment can
improve Satisfaction of employees in the organization hence improving ERM status in the
organisation. For Job satisfaction the result concluded is that if the employees are satisfied
through different determinants, it increases their level of satisfaction. This will definitely
improve ERM status in the organisation. The results on Participative Management suggest
that organisation do not take much interest in knowing their problems and suggestions hence
their level of satisfaction is not very high hence ERM status gets affected in such case. The
results on Performance Appraisal imply that for better satisfaction of employees need to have
variable pay performance system as Government pay scales to judge the performance of
employees hence needs to have proper performance appraisal system for better ERM status in
the organisation. This makes employees more satisfied and can improve employee’s
performance the organisation

2. Trust: Trust is a critical variable influencing the performance, effectiveness, and efficiency
of the organization Trust is considered one of the most influential variables on organizational
performance. Trust may grow, decline, or even remerge over the course of a relationship. As
the length of a relationship increases, people have more opportunities to observe and learn
about each other and the judgment about a given actor can be concluded as either trustworthy
or untrustworthy . A majority of researchers posit trust as consisting of two elements;
integrity and reliability. In employee employer relationship trust is the level of reliance one
can place upon the information received from another person and confidence

in the relationship partner. As such, trust is a key relationship element. If employees do not
trust their managers, the flow of upward communication will be compromised (or simply will
not happen); likewise, if managers do not trust the employees who work for them, the
downward flow of communication will be negatively affected

3. Communication: Communication is important in organisation. It serves as the coordination

link between people and organisational functions. Ongoing, frequent two way communication
is one of the most important components of a comprehensive employee relations strategy.
Interactive communication both giving a message and actively listening to what is being said
in response builds trust between employees and their managersCommunication in the
institution refers to the extent to which the institution informs employees about important
issues in the organisation. Such important issues include business policies, values, mission,
strategies, competitive performance, events, and changes that affect the institution and
employees. Institutional communication can be done either formally through formal
structures or informally by means of unstructured procedures. However informal
communication is more credible than the formal one as it allows team flexibility, open
discussion, better flow of ideas and greater efficiency and productivity. Communication with
employees strengthens their identification with the institution and creates institutional
solidarity due to trust among employees or between different departments Communication
allows interaction among team members and this can happen in various ways that consist of
face-to-face meetings, telephone, e- mails and others. Communication in the organization is
important because employees well informed in order to perform well and share ideas with
their colleagues

4. Leadership Style: Leadership is considered a factor that has a major influence on the
performance of organisations, managers and employees Leadership style, often called
‘management style’, describes the approach managers use to deal with people in their teams.
There are many styles of leadership. Leaders can be classified in extremes as follows

a.Charismatic/non-charismatic. Charismatic leaders rely on their personality, their

inspirational qualities and their ‘aura’. They are visionary leaders who are achievement-
oriented, calculated risk takers and good communicators. Non-charismatic leaders rely
mainly on their know-how (authority goes to the person who knows), their quiet confidence
and their cool, analytical approach to dealing with problems.

b. Autocratic/democratic. Autocratic leaders impose their decisions, using their position to

force people to do as they are told. Democratic leaders encourage people to participate and
involve themselves in decision taking.

c. Enabler/controller. Enablers inspire people with their vision of the future and empower
them to accomplish team goals. Controllers manipulate people to obtain their compliance.

d. Transactional/transformational. Transactional leaders trade money, jobs and security for

compliance. Transformational leaders motivate people to strive for higher-level goals.

5. Shared Goals and Values: In the business context, a goal is most commonly viewed as
something that a firm “values” and the extent to which employee’s value the same goal
provides a sharing of something of value between employees and the firm. Shared values is
defined as the extent to which partners have beliefs in common about what behaviours, goals,
and policies are important or unimportant, appropriate or inappropriate, and right or wrong

The essence of a shared goal is that it is a reflection of connection among employees and
management towards an important undertaking . The coherence help employees understand
how work is related across all the departments, levels and units in the institution as well as
aligning the work of employees with the institution’s strategic direction and priorities Sharing
common goals enables employees to direct their efforts to the achievement of that particular
goal, but for that to happen there should be interdependence and collaboration among
employees. Sharing common goals can positively impact on employee performance and
organisational outcome.
2.2 REVIEW LITERATURE

A Study on Employee relationship Management at Rays Technology and Business

Solutions by J. Hemalatha (2019) The Research Study the importance of employee
relationship with the management. A Healthy relation among the employees promotes a
tremendous ambience on the vin-city and employees sense happy. They look ahead to going
to workplace day by day and also work hard to recognise their crew as company’s dream. Its
far essential that employees-percentage a wholesome relation with every other on the work
area as a way to have a clean going for walks of the organisation with the maximum crucial
assests for its company. The main objective of the study is to perceive numerous employee
relation practices and its impact on the productiveness of an company. The study found out
that employee family member practices affects productiveness through employee morale,
different findings consists of diverse challenges that employees face at place of business and
diverse approaches to enhance healthy dating among personnel and their employers in the
employer. The maximum precious advice given is to deal with personnel with excellent care.

Employee relationship Management by Nisren Osama Al-Khozondar (2015) The

Research study investigates the effect of Employee Relationship Management (ERM) on the
employees performance. ERM main components are Human Resource Practices,
Communication, Trust, Shared goals and values, and leadership styles. The Study also aims
to identify differences with statistical coefficients in the employees attitudes towards the
effect of ERM on employees performance resulted from the demographic characteristics of
the study population. The Objective of the study is to investigate the importance of Employee
Relationship Management. The research study found out that Employee Relationship
Management components have positive effect on the employees performance. Employee
Relationship Management builds and enhances relationships, commitments and improves
employee’s performance. Sharing gaols and values have the greatest effect on the employee’s
performance. Applying Human Resource practices helps the employees perform their jobs
very well.

Employee relationship Management by Dr.D.S. Chaubey (2017) The Study aims to

identify the need for an Employee Relationship Management System within the enterprise is
critical today and the reason behind this growing size of the organisation. This system helps
the organisation to stratezise the overall growth of the organization which includes the
growth of every individual in the organisation. ERM is not a product, or a technology rather it
is an approach or a blueprint that aims to bring conversation into newer avenues within an
organization. Today most of the organizations focus on technology for improving employee
relationships such as HR system, Salary disbursal system, HRIS, Performance Management,
electronic mail for improving communication, training and development program etc. These
technologies have enhances efficiency rather than relationships. If the management does not
adopt employee centered values, the aforesaid technologies can result in spreading negative
and low morale rather than having a positive impact on attitude and morale of the employees.
ERM tools abolishes the dependency on control systems and hierarchical command while
introducing more of a self organized culture of employees that is inter-networked to
cooperate on the points of need. Employee relations have become the driving force of
competitive organizations in the global business environment. Maintaining good
interrelationships among various stakeholders is the critical aspect that determines
organizational performance.

Study on Employee relationship Management by Akshata . A. Watka (2016) The

Research study aims to study the employee relationship with the management and its effect
on employee productivity. A healthy relations among employees and promotes a positive
ambience at the workplace and employees feel satisfied to work. It is important that the
employees shares a healthy relations among each other at work place in order to have a
smooth running of the organisation is the most important asset for its development. Employee
Relationship Management is differs from organisation to organisation even though there is a
laws and statues regulating management of employee relationships.

Employee relationship Management by N. Rajeshwari, A. Sownthariya (2022) The

Research Study examines the Employee Relationship with Management. The relation can be
between the employee and employer as well as relation between employees at the same level.
The employees will collectively contribute their efforts towards the realization of common
goal. No conflicts can be accomplished if the individual are engaged in constant conflicts and
misunderstandings. The targets of the organization will be accomplished and achieved at a
much faster if the employees work together and maintain good relationship with each other.
In this study graphic plan and basic irregular testing was utilized. The populace size was
180.The example size was 123.The essential information was taken with the assistance of
survey for the review .It is found out the greater part of the respondents are concur that they
are glad to work in the association.

Research on Employee relationship Management Innovation of SMEs China by

Jindzang (2021) The Research study aims to explore the characteristics of how to improve
the efficiency and effectiveness of management by researching the innovative employee
relationship management applied in some small and medium sized enterprises (SMEs) at
present in China. This paper also highlight the role of job satisfaction towards inspiring good
relationships. To extend the qualitative data a relationship survey was designed business
owners and employees opinions about relationship and its significant role towards the success
of the business. Also the survey measured the employee relationship with the management.
The study found that business owners shared goals and values plays an important role
towards the employee relations to the management.

Employee relationship Management by A.MANI (2017) The study aims to improve the
employee and employer relationship at management. Employee relationship management has
focuses on enabling to corporate on typical managerial tasks with the employees. The study
found that business owners shared a positive notion that relationships play an important role
towards their business as these contribute to the growth of their business.

Importance of Employer Employee relationship towards growth of the business by

Richard HANNIS ANSAH1, Jane OSEI2, Shahryar SOROOSHIAN3*, Daniel O.
AIKHUELE4 The aim of this research is to present evidence-based information to readers
on theimportance of the employer-employee relationship towards the growth of a business.
The paper also highlights therole of job satisfaction towards inspiring good relationships
between these two parties and recommends guidelineson how the relationship can be
managed. To extend the qualitative data, a relationship survey was designed toassess
Ghanaian business owners and employees’ opinions about relationships, and its significant
role towards thesuccess of their businesses. Also, the survey measured job satisfaction of the
employees. From the results, jobsatisfaction was identified as the accurate indicator of good
relationships between employers and employees. The study found that business owners
shared a positive growth of business by practicing relationship between employee and
management.
Study on Employee relationship management by K.Lothith Kumar, K.Manjula (2015) The
study aims to identify the employee management relationship. Employee relationship
management means which manages the relations between the employee and the management.
Nowadays employee relations appear everywhere, from small companies to the big
organisations all over the world. Thestudy haveseenthat the importance of employee relations
and how effective. This study have explained that how employee relations is relevant today,
its role in supporting business to support business to improve performance. The study found
that the methods of employee relationship practices to achieve the success of the business.

Employee Relationship Management and its significance by Girish Prasad das and
Narayana Maharana The Study is mainly dealing with the systemic review of different
studies carried out on the subject of employee relationship management and its impact on
organisation development and other human resources related benefit. The study incorporates
a critical review of literature ranging from a wide range of countries. The main objective of
the study is to perceive numerous employee relation practices and its impact on the
productiveness of an company. The scope of employee relationship management is vast and
as such, standardising ERM strategies across industries and business environment is a critical
task. The study simply attempts to gather information to provide some input to the
researchers and academicians regarding the different trends in Employee relationship
management practices.

EMPLOYEE RELATIONSHIP MANAGEMENT BY JAIBERU HAILE (2019) The

Research Studyinvestigates the effect of Employee Relationship Management (ERM) on the
employees’ performance in the case of selected export-import private companies operating in
Addis Ababa. ERM’s main components considered in this study include HRM practices,
communication, trust, shared goals and values, and leadership styles). The data of the
research was collected using a questionnaire which was distributed to 200 employees (males,
females with different age, education and years of employment) who were selected from
Yanet Trading PLC, BEAEKA General Business PLC and EUREKA Industrial Supplies
PLC. The Study found out that there is a statistical significant relationship between employee
relationship management components and the employee’s performance at 0.05 level. These
showed that effective ERM in Export-Import Sectors has a positive value impact on the
performance of the employees. Thus the researcher recommends that the companies should
pay special attention to ERM components by carefully incorporating them into their strategy
to develop and maintain the employees’ skills, abilities, motivation, etc. to enable them
carryout their duties and tasks effectively and efficiently.

A Study on Employee relationship Management in Insurance Sector by Yalew

Alemayehu (2019) The study focuses on the Effect of employee relationship management on
Employee‘s performance in Ethiopian insurance sector. It provides background information
on the topic under study, the statement of the problem, general and specific objectives of the
study, research question, research hypothesis, scope of the study, study area, significance of
the study and organization of the paper. The major objective of this study is to examine and
understand the effect of Employee‘s relationship management and its components on
Employee‘s performance in Ethiopian Insurance Sector. The Study found out that employee
relationship management has significant positive effect on employee’s performance in
Ethiopian insurance sector and further recommendations forwarded for management and
stakeholders of the sector to strategically re- consider their practice of communication,
conflict management, leadership style, shared goal/value and trust variables that predicted to
determine the quality of employee relationship management and consequently affect the
performance of employees in the sector.

A Study on Employee relationship Management by Dr. P. Parvatham (2019) The study

focuses on a systematic analysis of several studies on the issue of employee relationship
management and its impact on organisational development as well as other Human Resource-
related benefits. The research includes a comprehensive examination of literature from a
variety of countries and industries. Employee engagement and development research has
become increasingly important in recent years from the perspective of human resources.

Employee relationship Management Stroh Meier, S. (2013) The study said that worker
relationship management (ERM) constitutes an rising fashion of dealing with human assets
thru constructing and retaining individualized and collectively precious relationships with
personnel based totally on data technology. As a result, a primary popular define of an
exciting and ambitious idea is offered. based at the outline, essential implications for
similarly conceptual elaboration, theoretical basis and empirical assessment of ERM are
derived to indicate guidelines for destiny research

Employee Relationship Management Rhee, Y. (2004) The Study aims at dissertation

examined the important roles that personnel play in an enterprise's dating-constructing system
with its publics. by using undertaking an in-depth enterprise’s exemplary community
relations applications, the researcher explored links amongst three focal principles:
employee- corporation relationships, employee-public relationships, and enterprise- public
relationships. discipline studies changed into performed over the course of 7 weeks. Records
had been accrued via long interviews, player observations, and document evaluation. based
totally at the findings of this have a look at, a normative public relations principle of
integrative internal and outside organizational dating management turned into proposed.
 CHAPTER – III

RESEARCH METHEDOLOGY
Research Design

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions; collecting, organising and evaluating data;
making deductions and reaching conclusions; and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.

RESEARCH METHODOLOGY

Research Methodology attempts to identify practical answers through the application of

systematic methods. It covers the following

• Research Design

• Sampling

• Research Instruments

• Data Collection

• Data Analysis

RESEARCH DESIGN

The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research project, popularly known as the “research design”.
Decisions regarding what, where, when, how much, by what means concerning an inquiry or
a research study constitute a research design. “A research design is the arrangement of
conditions for collection and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure.” In fact, the research design is the
conceptual structure within which research is conducted; it constitutes the blueprint for the
collection, measurement and analysis of data. As such the design includes an outline of what
the researcher will do from writing the hypothesis and its operational implications to the final
analysis of data.

TYPES OF RESEARCH DESIGN

There are various research design such as

• Descriptive research design

• Correlation research design

• Experimental research design

• Diagnostic research design

• Explanatory research design

Descriptive Research Design: In a descriptive research design, the researcher can choose to
be either a complete observer, an observer as a participant, a participant as an observer, or a
full participant. For example, in a supermarket, a researcher can from afar monitor and track
the customers’ selection and purchasing trends.

Experimental Research Design: Experimental research is a study conducted with a

scientific approach using two sets of variables. The first set acts as a constant, which you use
to measure the differences of the second set. Quantitative research methods, for example, are
experimental.

Diagnostic Research Design: Diagnostic research determines the root cause of a problem
and finds the most effective solution. It is often used in marketing to identify areas of
improvement or potential opportunities for growth.

The research design used for this study is Descriptive research design.

Sampling

Sampling means the process of selecting a part of population. A population is a group of

people that are studied in research. It is difficult for a researcher to study the population as a
whole , due to limited resources. The participation of the entire population of interest is not
possible, so smaller group is relied upon for data collection. Sampling from the population is
often more practical and allows data to be collected faster and at lowest cost than attempting
to reach every member of the population. However, because the sample will be used to make
inferences about the population, understanding how the data arrived in the database is an
important aspect of analysis and drawing conclusions from that data.

SAMPLING UNIVERSE

The first step in developing any sample design is to clearly define the sets of objects,
technically called the universe to be studied. The Universe can be finite or infinite. The
population or universe represents the entire group of units which focuse of the study. Thus
the population could consists of all the persons in the country, those in particular
geographical locations or a specific ethic or economic group depending on the purpose and
coverage of the study.

The Sampling universe for this study is the employees of KCP Sugars & co Company.
Sample size.

The Sample size for this study is 100 respondents.

Sample unit

A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit
may be a geographical one such as state, district, village, etc., or a construction unit such as
house, flat, etc., or it may be a social unit such as family, club, school, etc., or it may be an
individual. The researcher will have to decide one or more of such units that he has to select
for his study.

Each respondent selected for the sample is the Sampling unit

SAMPLING TYPES

PROBABILITY SAMPLING

Probability sampling is also known as ‘random sampling’ or ‘chance sampling.’ Under this
sampling design, every item of the universe has an equal chance of inclusion in the sample.
The various types of probability samples are:

• Random Sampling

• Systematic sampling

• Stratified Sampling

• Cluster Samples

• Quota Sampling

• Area Sampling

• Multiple Stage sampling

• Sequential Sampling
NON PROBABILITY SAMPLING

These Method do not give every unit a chance to be part of sample. The various types of Non
Probability Sampling methods are

• Convenience Sampling

• Judgement Sampling

• Consecutive Sampling

• Snowball Sampling

Simple random sampling A simple random sample is a randomly selected subset of a

population. In this sampling method, each member of the population has an exactly equal
chance of being selected. This method is the most straightforward of all the probability
sampling methods, since it only involves a single random selection and requires little advance
knowledge about the population. Because it uses randomization, any research performed on
this sample should have high internal and external validity and be at a lower risk for research
biases like sampling bias and selection bias.

The type of sampling used in this study is Simple Random Sampling

DATA COLLECTION

The process of gathering and analysing accurate data from the various sources to find
answers to research problems, to evaluate possible outcomes is known as Data collection.
The task of data collection begins after a research problem has been defined and research
design/ plan chalked out. While deciding about the method of data collection to be used for
the study, the researcher should keep in mind two types of data viz., primary and secondary.
The researcher would have to decide which sort of data he would be using (thus collecting)
for his study and accordingly he will have to select one or the other method of data collection.

PRIMARY DATA

The primary data are which is collected for the first time and thus happen to be original in
character. These are several methods of collecting primary data . The various methods of
primary data collecting methods are:

1) Observation method:

o Structured and Unstructured observation

o Participate, Non Participant and disguised Observation o Controlled and Uncontrolled
observation

2) Interview method:

o Personal, Direct and Indirect interview o Telephone interview

3) Questionnaire Method

A questionnaire is a research tool featuring a series of questions used to collect useful

information from respondents. These instruments include either written or oral questions and
comprise an interview-style format. Questionnaires may be qualitative or quantitative and can
be conducted online, by phone, on paper or face-to-face, and questions don’t necessarily have
to be administered with a researcher present. Questionnaires feature either open or closed
questions and sometimes employ a mixture of both. Open-ended questions enable
respondents to answer in their own words in as much or as little detail as they desire. Closed
questions provide respondents with a series of predetermined responses they can choose
from.

4) Schedules

The Questionnaire method has been adopted in the current study to collect primary
data

SECONDARY DATA

A Research can obtain Secondary data from various sources. It may either be published or
unpublished data.

• Internet
• Technical journals
• Statistical or historical document or Public records

Unpublished data may found in letters, diaries and unpublished biographies or work.

For the study, secondary data has been taken from Internet and various websites and
books.
RESEARCH INSTRUMENT

A Research instrument is a tool used to collect, analyse and measure data related to the
subject . Research instruments can be tests, surveys, scales , questionnaires or even
checklists.

Questionnaire was the research instrument used.

QUESTIONNAIRE

A Questionnaire is the list of questions or items used to gather data from respondents about
their attitudes, experiences or opinions. Questionnaire can be used to collect quantitative or
qualitative information. Questionnaires are commonly used in a market research as well as in
the social and the health sciences. They are distributed to the respondents. They can be open
ended or closed ended questions.In a open ended questions no options will be given to the
respondents. They are asked to write down the answers and more details will be gathered.
While in a closed ended questionnare options will be given to the respondents and the
answers are choosed. But the information collected would be comparatively less. They are
generally distributed by the posts but sometimes they may be handed in person. One of the
main problems with the questionnaire method is that it is very time consuming and responses
rate will be very less comparatively.

In this study, the questionnaire was circulated to the employees at KCP Sugars

DATA ANALYSIS

Data analysis is the process of cleaning, changing, and processing raw data and extracting
actionable, relevant information that helps businesses make informed decisions. The
procedure helps reduce the risks inherent in decision-making by providing useful insights and
statistics, often presented in charts, images, tables, and graphs. A simple example of data
analysis can be seen whenever we make a decision in our daily lives by evaluating what has
happened in the past or what will happen if we make that decision. Basically, this is the
process of analyzing the past or future and making a decision based on that analysis.

PERCENTAGE ANALYSIS

Percentage Analysis which represents the raw streams of data as a percentage for a better
understanding of collected data. Percentage analysis is applied to create a contingency table
from the frequency distribution and represent the collected data for better understanding.
Percentage of the respondents(%) = (Number of respondents/ Total number of respondents) *
100

CORRELATION ANALYSIS

Correlation Analysis is statistical method that is used to discover if there is a relationship

between two variables/datasets, and how strong that relationship may be. In terms of market
research this means that, correlation analysis is used to analyse quantitative data gathered
from research methods such as surveys and polls, to identify whether there is any significant
connections, patterns, or trends between the two.

PIE CHART

The “pie chart” is also known as a “circle chart”, dividing the circular statistical graphic into
sectors or sections to illustrate the numerical problems. Each sector denotes a proportionate
part of the whole. To find out the composition of something, Pie-chart works the best at that
time. In most cases, pie charts replace other graphs like the bar graph, line plots, histograms,
etc. A pie chart is a type of graph that represents the data in the circular graph. The slices of
pie show the relative size of the data, and it is a type of picture representation of data . A pie
chart requires a list of categorical variables and numerical variables. Here, the term “pie”
represents the whole, and the “slices” represent the parts of the whole.
 CHAPTER – IV

PERCENTAGE ANALYSIS
4.1. Percentage Analysis

4.1.1 TABLE SHOWING THE AGE OF THE RESPONDENTS

S.NO AGE NO.OF.RESPONDENTS PERCENTAGE

1 18-25 38 38
2 25-40 34 34
3 40-60 13 13
4 Above 60 14 14
Total 100 100

Source: Primary data

Interpretation: From the above table it is interpreted that 38% of respondents are fall in
between the age of 18-25, 34% of the respondents are fall in between the age of 25-40, 13% of
the respondents are fall in between the age of 40-60, 14% of the respondents are fall in between
the age of above 60.
Inference: Most of the respondents are between the age of 18-25
4.1.1 CHART SHOWING THE AGE OF THE RESPONDENTS.

ABOVE 60
40-60 14
13

18-25
38

25-40
34

18-25 25-40 40-60 ABOVE 60

4.1.2 TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS

S.NO EXPERIENCE NO OF PERCENTAGE

RESPONDENTS
1 Less than 1 year 36 36
2 Less than 3 years 30 30
3 3-5 years 15 15
4 More than 5 years 19 19
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 36% of respondents have
less than one year of experience, 30% of the respondents have less than three years of
experience, 15% of the respondents have 3-5 years of experiences, 19% of the respondents
have more than 5 years of the experience.
INFERENCE: Most of the respondents have less than one years of experience.
4.1.2 CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS

19%

36%

15%

30%

Less than 1 year Less than 3 year 3-5 YEARS More than 5 years
4.1.3 TABLE SHOWING THE EDUCATIONAL QUALIFICATIONS OF THE
RESPONDENTS

S.NO EDUCATIONAL NO OF PERCENTAGE

QUALIFICATION RESPONDENTS
1 UG 54 54
2 PG 27 27
3 Diploma 8 8
4 Others 11 11
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 54% of the respondents have
completed UG, 27% of the respondents have completed PG, 8% of the respondents have
completed Diploma, 11% of the respondents have belong to others.
INFERENCE: Most of the respondents are graduated.
4.1.3 CHART SHOWING THE EDUCATION QUALIFICATION OF THE
RESPONDENTS

11%

PG 56%
28%

UG PG Diploma Others
4.1.4 TABLE SHOWING THE MARTIAL STATUS OF THE RESPONDENTS

S.NO MARTIAL NO OF PERCENTAGE

STATUS RESPONDENTS OF RESPONSE
1 Married 58 58%
2 Unmarried 42 42%
Total 100 100%

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 58% of the respondents are
married and 42% of the respondents are unmarried.
INFERENCE: Most of the respondents are Married.
4.1.4 CHART SHOWING THE MARTIAL STATUS OF THE RESPONDENTS

42%

58%

Married Unmarried
4.1.5 TABLE SHOWING WHETHER THE DAY TO DAY RESPONSIBILITIES ARE
CLEARLY DEFINED

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENDENTS
1 Strongly Agree 23 23
2 Agree 47 47
3 Neutral 23 23
4 Disagree 6 6
5 Strongly Disagree 1 1
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 23% of the respondents are
strongly agreed with the day to day definition of their responsibilities, 47% of the respondents
are agreed with the with the day to day definition of their responsibilities, 23% of the
respondents are neutral with the day to day definition of their responsibilities, 6% of the
respondents are disagreed with the with the day to day definition of their responsibilities, 1%
of the respondents are strongly disagreed with the day to day definition of their responsibilities.
INFERENCE: Majority of the respondents agree that the day to day responsibilities are clearly
defined.
4.1.5 CHART SHOWING WHETHER THE DAY TO DAY RESPONSIBILITIES ARE
CLEARLY DEFINED

1%

6%

23%

23%

47%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.6 TABLE SHOWING WHETHER THE MANAGER COMMUCATES WITH THE
EMPLOYEES WELL

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 22 22
2 Agree 56 56
3 Neutral 15 15
4 Disagree 5 5
5 Strongly Disagree 2 2
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted the 22% of the respondents are
strongly agreed with the response on how well the manager communicates with the
employees, 56% of the respondents are agreed with the response on how well the manager
communicates with the employees, 15% of the respondents are neutral with the response on
how well the manager communicates with the employees, 5% of the respondents are
disagreed with the response on how well the manager communicates with the employees, 2%
of the respondents are strongly disagreed with the response on how well the manager
communicates with the employees.
INFERENCE: Majority of the respondents agree that the manager communicates with the
employees well.
4.1.6 CHART SHOWING WHETHER THE MANAGER COMMUCATES WITH THE
EMPLOYEES WELL

2%

5%
22%
15%

56%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.7 TABLE SHOWING WHETHER THERE IS A CLEAR LINK BETWEEN THE
EMPLOYEES WORK AND ORGANISATION’S OBJECTIVES

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 24 24
2 Agree 40 40
3 Neutral 28 28
4 Disagree 7 7
5 Strongly Disagree 1 1
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 24% of the respondents are
strongly agreed with the clear link between the employees work and the organisation’s
objectives, 40% of the respondents are agreed with the clear link between the employees work
and the organisation’s objectives, 28% of the respondents are neutral with the clear link
between the employees work and the organisation’s objectives, 7% of the respondents are
disagreed with the clear link between the employees work and the organisation’s objectives,
1% of the respondents are strongly disagreed with the clear link between the employees work
and the organisation’s objectives.
INFERENCE: Majority of the respondents agree that there is a clear link between the
employees work and the organisations objectives.
4.1.7 CHART SHOWING WHETHER THERE IS A CLEAR LINK BETWEEN THE
EMPLOYEES WORK AND ORGANISATION’S OBJECTIVES

1%

7%

24%

28%

40%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.8 TABLE SHOWING WHETHER THE RESPONDENTS KNOW WHAT IS
NEEDED TO BR SUCCESSFUL IN THEIR JOB.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 25 25
2 Agree 42 42
3 Neutral 21 21
4 Disagree 9 9
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 25% of the respondents are
strongly agreed with the need to do to be successful in their job, 42% of the respondents are
agreed with the need to do to be successful in their job, 21% of the respondents are neutral with
the need to do to be successful in their job, 9% of the respondents are disagreed with the need
to do to be successful in their job, 3% of the respondents are strongly disagreed with the need
to do to be successful in their job.
INFERENCE: Most of the respondents agree with the need to be successful in their job.
4..18 CHART SHOWING WHETHER THE RESPONDENTS KNOW WHAT IS
NEEDED TO BR SUCCESSFUL IN THE JOB.

9%

25%

21%

42%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.9 TABLE SHOWING WHETHER THE MANAGEMENT DECISIONS ARE
TRANSPERENT AND EXPLAINED

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 12 12
2 Agree 45 45
3 Neutral 24 24
4 Disagree 16 16
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 12% of the respondents are
strongly agreed with the management decisions are transparent and explained, 45% of the
respondents are agreed with the management decisions are transparent and explained, 24% of
the respondents are neutral with the management decisions are transparent and explained, 16%
of the respondents are disagreed with the management decisions are transparent and explained,
3% of the respondents are strongly disagreed with the management decisions are transparent
and explained.
INFERENCE: Most of the respondents agree with the management decisions are transparent
and explained.
4.1.9 CHART SHOWING WHETHER THE MANAGEMENT DECISIONS ARE
TRANSPERENT AND EXPLAINED

3%
12%
16%

24%
45%

Strongly agree Agree Neutral Disagree Strongly Disagree

4.1.10 TABLE SHOWING WHETHER THE ORGANISATION IS EFFECTIVELY
COMPETING WITH ITS SECTOR

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 19 19
2 Agree 44 44
3 Neutral 24 24
4 Disagree 8 8
5 Strongly Disagree 5 5
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 19% of the respondents are
strongly agreed with the organisation effective competition in its sector, 44% of the
respondents are agreed with the organisation effective competition in its sector, 24% of the
respondents are strongly neutral with the organisation effective competition in its sector, 8%
of the respondents are disagreed with the organisation effective competition in its sector, 5%
of the respondents are strongly disagreed with the organisation effective competition in its
sectors.
INFERENCE: The Majority of the respondents agree with the organisation effectively
competing with its sector.
4.1.10 CHART SHOWING WHETHER THE ORGANISATION IS EFFECTIVELY
COMPETING WITH ITS SECTOR

5%
8% 19%

24%

44%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.11 TABLE SHOWING WHETHER THE EMPLOYEES GET RECOGNITION
FROM THEIR MANAGER FOR THEIR WORK.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 16 16
2 Agree 37 37
3 Neutral 33 33
4 Disagree 9 9
5 Strongly Disagree 5 5
Total 100 100

Source: Primary Source

INTERPREATATION: From the above table it is interpreted that 16% of the respondents are
strongly agreed with the recognition from their manager for their work, 37% of the respondents
are agreed with the recognition from their manager for their work, 33% of the respondents are
strongly agreed with the recognition from their manager for their work, of the respondents are
neutral with the recognition from their manager for their work, 9% of the respondents are
disagreed with the recognition from their manager for their work, 5% of the respondents are
strongly disagreed with the recognition from their manager for their work.
INFERENCE: Most of the respondents agree that they get recognition from their manager for
their work.
4.1.11 CHART SHOWING WHETHER THE EMPLOYEES GET RECOGNITION
FROM THEIR MANAGER FOR THEIR WORK.

5%
9% 16%

33%
37%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.12 TABLE SHOWING THE RESPONDENTS SENSE OF CONNECTION WITH
THEIR MANAGERS.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly agree 17 17
2 Agree 42 42
3 Neutral 28 28
4 Disagree 9 9
5 Strongly Disagree 4 4
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 17% of the respondents are
strongly agreed with the sense of connection with their manager, 42% of the respondents are
agreed with the sense of connection with their manager, 28% of the respondents are neutral
with the sense of connection with their manager, 9% of the respondents are disagreed with the
sense of connection with their manager, 4% of the respondents are strongly disagreed with the
sense of connection with their manager
INFERENCE: Most of the respondents agree that there is a sense of connection with their
managers.
4.1.12 CHART SHOWING THE RESPONDENTS SENSE OF CONNECTION WITH
THEIR MANAGERS.

4%
9% 17%

28%

42%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.13 TABLE SHOWING WHETHER THE MANAGERS HAVE A PERSONAL
INTEREST TOWARDS THE EMPLOYEES

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 9 9
2 Agree 30 30
3 Neutral 32 32
4 Disagree 18 18
5 Strongly Disagree 11 11
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 9% of the respondents are
strongly agreed with the managers personal interest towards them, 30% of the respondents are
agreed with the managers personal interest towards them, 32% of the respondents are neutral
with the managers personal interest towards them, 18% of the respondents are disagreed with
the managers personal interest towards them, 11% of the respondents are strongly disagreed
with the managers personal interest towards them.
INFERENCE: Most of the respondents agree that the managers shows personal interest
towards them.
4.1.13 CHART SHOWING WHETHER THE MANAGERS HAVE A PERSONAL
INTEREST TOWARDS THE EMPLOYEES.

11% 9%

18%

30%

32%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.14 TABLE SHOWING THE COMFORTABILITY OF RESPONDENTS TO
PROVIDE FEEDBACK TO THE MANAGER.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 24 24
2 Agree 35 35
3 Neutral 24 24
4 Disagree 11 11
5 Strongly Disagree 6 6
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 24% of the respondents are
strongly agreed with the comfortability of providing feedback to the manager, 35% of the
respondents are agreed with the comfortability of providing feedback to the manager, 24% of
the respondents are neutral with the comfortability of providing feedback to the manager,
11% of the respondents are disagreed with the comfortability of providing feedback to the
manager, 6% of the respondents are strongly disagreed with the comfortability of providing
feedback to the manager.
INFERENCE: Most of the respondents agree that they are comfortable to provide feedback
to their manager.
4.1.14 CHART SHOWING THE COMFORTABILITY OF RESPONDENTS TO
PROVIDE FEEDBACK TO THE MANAGER.

6%

11% 24%

24%

35%

Strongly agree Agree Neutral Disagree Strongly Disagree

4.1.15 TABLE SHOWING WHETHER THE MANAGERS VALUE EMPLOYEES
FEEDBACK.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONSE
1 Strongly Agree 15 15
2 Agree 41 41
3 Neutral 21 21
4 Disagree 19 19
5 Strongly Agree 4 4
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 15% of the respondents are
strongly agreed with the managers values towards the employees feedback, 41% of the
respondents are agreed with the managers values towards the employees feedback, 21% of
the respondents are neutral with the managers values towards the employees feedback, 19%
of the respondents are disagreed with the managers values towards the employees feedback,
4% of the respondents are strongly disagreed with the managers values towards the
employees feedback.
INFERENCE: Most of the respondents agree with the managers values the employees
feedback.
4.1.15 CHART SHOWING WHETHER THE MANAGERS VALUE EMPLOYEES
FEEDBACK.

4%
15%

19%

21%
41%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.16 TABLE SHOWING WHETHER THE FEEDBACK THE SURVEY WILL BE
USED TO MAKE IMPROVEMENTS

S.NO PARTICULARS NO OF PERCENTAGE

RESPONSE
1 Strongly Agree 7 7
2 Agree 33 33
3 Neutral 32 32
4 Disagree 15 15
5 Strongly Disagree 13 13
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 7% of the respondents are
strongly agreed with the feedback from this survey will be used to make improvements, 33%
of the respondents are agreed with the feedback from this survey will be used to make
improvements, 32% of the respondents are neutral with the feedback from this survey will be
used to make improvements, 15% of the respondents are disagreed with the feedback from
this survey will be used to make improvements, 13% of the respondents are strongly
disagreed with the feedback from this survey will be used to make improvements.
INFERENCE: Most of the respondents agree that the feedback from the survey will be used
to make improvements.
4.1.6 CHART SHOWING WHETHER THE MANAGERS VALUES EMPLOYEES
FEEDBACK.

7%
13%

15%
33%

32%

Strongly agree Agree Neutral Disagree Strongly Disagree

4.1.17 TABLE SHOWING WHETHER THE MANAGERS FULLY AWARE OF
EMPLOYEES SKILLS AND ABILITIES

S.NO PARTICULARS NO OF PERCENTAGE

RESPONSE
1 Strongly Agree 11 11
2 Agree 42 42
3 Neutral 30 30
3 Disagree 13 13
4 Strongly Disagree 4 4
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 11% of the respondents are
strongly agreed with the manager is fully aware of employees skills and abilities, 42% of the
respondents are agreed with the manager is fully aware of employees skills and abilities, 30%
of the respondents are neutral with the manager is fully aware of employees skills and
abilities, 13% of the respondents are disagreed with the manager is fully aware of employees
skills and abilities, 4% of the respondents are strongly agreed with the manager is fully aware
of employees skills and abilities.
INFERENCE: Most of the respondents agree with the managerS fully aware of employees
skills and abilities.
4.1.17 CHART SHOWING WHETHER THE MANAGERS FULLY AWARE OF
EMPLOYEES SKILLS AND ABILITIES

IF THE MANAGER IS FULLY AWARE OF EMPLOYEES SKILLS

AND ABILITIES

4% 11%
13%

30% 42%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.18 TABLE SHOWING WHETHER THE RESPONDENTS HAVE ACCESS TO
LEARNING AND DEVELOPMENT FOR THEIR JOB.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONSE
1 Strongly Agree 19 19
2 Agree 48 48
3 Neutral 22 22
4 Disagree 7 7
5 Strongly Disagree 4 4
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 19% of the respondents are
strongly agreed with the access to learning and developing to do job properly, 48% of the
respondents are agreed with the access to learning and developing to do job properly, 22% of
the respondents are neutral with the access to learning and developing to do job properly, 7%
of the respondents are disagreed with the access to learning and developing to do job
properly, 4% of the respondents are strongly disagreed with the access to learning and
developing to do job properly
INFERENCE: Most of the respondents have access to learning and development for their
job.
4.1.18 CHART SHOWING WHETHER THE RESPONDENTS HAVE ACCESS TO
LEARNING AND DEVELOPMENT FOR THEIR JOB.

4%
7%
19%

22%

48%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.19 TABLE SHOWING WHETHER THE MANAGER INSPIRE THE
RESPONDENTS.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONSE OF RESPONSE
1 Strongly Agree 11 11
2 Agree 45 45
3 Neutral 33 33
4 Disagree 8 8
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 11% of the respondents are
strongly agreed with the manager inspire them better, 45% of the respondents are agreed
with the manager inspire them better, 33% of the respondents are neutral with the manager
inspire them better, 8% of the respondents are disagreed with the manager inspire them
better, 3% of the respondents are strongly disagreed with the manager inspire them better.
INFERENCE: Most of the respondents agree that their managers inspire them.
4.1.19 CHART SHOWING WHETHER THE MANAGERS INSPIRE THE
RESPONDENT.

3%
8% 11%

33%

45%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.20 TABLE SHOWING WHETHER THE MANAGER SUPPORTS THE
RESPONDENTS

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 16 16
2 Agree 40 40
3 Neutral 27 27
4 Disagree 14 14
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 16% of the respondents
strongly agreed that supported by their manager, 40% of the respondents agreed that
supported by their manager, 27% of the respondents neutral that supported by their manager,
14% of the respondents disagreed that supported by their manager, 3% of the respondents
strongly disagreed that they are supported by their manager.
INFERENCE: Most of the respondents agree that they feel supported by their manager.
4.21 CHART SHOWING WHETHER THE MANAGER SUPPORTS THE
RESPONDENTS.

3%
16%
14%

27%

40%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.21 TABLE SHOWING WHETHER THERE IS A CAREER OPPORTUNITIES IN
THE ORGANISATION.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 27 27
2 Agree 30 30
3 Neutral 25 25
4 Disagree 10 10
5 Strongly Disagree 8 8
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 27% of the respondents
strongly agree that they feel that there is a solid career opportunities at this organisation, 30%
of the respondents agree that they feel that there is a solid career opportunities at this
organisation, 25% of the respondents neutral that they feel that there is a solid career
opportunities at this organisation, 10% of the respondents disagreed that they feel that there is
a solid career opportunities at this organisation, 8% of the respondents strongly disagree that
they feel that there is a solid career opportunities at this organisation.
INFERENCE: Most of the respondents agree that they feel that there is a solid career
opportunities at the organisation.
4.1.21 CHART SHOWING WHETHER THERE IS A CAREER OPPORTUNITIES IN
THE ORGANISATION.

8%

10% 27%

25%

30%

Strongly A Agree Neutral Disagree Strongly Disagree

4.1.22 TABLE SHOWING WHETHER THE RESPONDENTS SEE THEMSELVES
WORKING HERE IN ONE YEAR TIME

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 31 31
2 Agree 37 37
3 Neutral 16 16
4 Disagree 7 7
5 Strongly Disagree 9 9
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 31% of the respondents
strongly agreed on do you see yourself working here in two months time, 37% of the
respondents agreed on do you see yourself working here in two months time, 16% of the
respondents neutral on do you see yourself working here in two months time, 7% of the
respondents disagreed on do you see yourself working here in two months time, 9% of the
respondents strongly disagreed on do you see yourself working here in two months time.
INFERENCE: Most of the respondents agree that they see themselves working here in one
year time.
4.1.22 CHART SHOWING WHETHER THE RESPONDENTS SEE THEMSELVES
WORKING HERE IN ONE YEAR TIME

9%

7%
31%

16%

37%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.23 TABLE SHOWING WHETHER MANAGEMENT PROMOTES A POSITIVE
WORK ENVIRONMENT.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 17 17
2 Agree 45 45
3 Neutral 29 29
4 Disagree 7 7
5 Strongly Disagree 2 2
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 17% of the respondents
strongly agreed that their management promotes a positive work environment, 45% of the
respondents agreed that their management promotes a positive work environment, 29% of the
respondents are neutral that their management promotes a positive work environment, 7% of
the respondents disagreed that their management promotes a positive work environment, 2%
of the respondents strongly disagreed that their management promotes a positive work
environment.
INFERENCE: Most of the respondents agree that their management promotes a positive work
environment.
4.1.23 CHART SHOWING WHETHER THE MANAGEMENT PROMOTES A
POSITIVE WORK ENVIRONMENT

2%

7%
17%

29%

45%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.24 TABLE SHOWING WHETHER THE MANAGEMENT ENCOURAGES AN
INCLUSIVE CULTURE

S.NO OPTION NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 23 23
2 Agree 42 42
3 Neutral 22 22
4 Disagree 12 12
5 Strongly Disagree 1 1
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 23% of the respondents are
strongly agreed with the response on does your management encourage an inclusive culture,
42% of the respondents are agreed with the response on does your management encourage
an inclusive culture. 22% of the respondents are neutral with the response on does your
management encourage an inclusive culture, 12% of the respondents are disagreed with the
response on does your management encourage an inclusive culture, 1% of the respondents are
strongly disagreed with the response on does your management encourage an inclusive
culture.
INFERENCE: Most of the respondents agree that the management encourages an inclusive
culture.
4.1.24 CHART SHOWING WHETHER THE MANAGEMENT ENCOURAGES AN
INCLUSIVE CULTURE

1%

12%
23%

22%

42%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.25 TABLE SHOWING WHETHER THE RESPONDENTS ARE ENCOURAGED
TO BE AUTHENTIC SELF AT WORK

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 16 16
2 Agree 47 47
3 Neutral 28 28
4 Disagree 7 7
5 Strongly Disagree 2 2
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 16% of the respondents are
strongly agreed with that they are encouraged to be authentic self at work, 47% of the
respondents are agreed with that they are encouraged to be authentic self at work, 28% of the
respondents are neutral with that they are encouraged to be authentic self at work, 7% of the
respondents are disagreed with that they are encouraged to be authentic self at work, 2% of the
respondents are strongly disagreed with that they are encouraged to be authentic self at work.
INFERENCE: Most of the respondents agree that they are encouraged to be authentic self at
work.
4.1.25 CHART SHOWING WHETHER THE RESPONDENTS ARE ENCOURAGED
TO BE AUTHENTIC SELF AT WORK

2%

7%
16%

28%

47%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.26 TABLE SHOWING WHETHER THE MANAGEMENT ACTIVELY TRY TO
CLOSE THE GENDER PAY GAP

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 23 23
2 Agree 46 46
3 Neutral 20 20
4 Disagree 6 6
5 Strongly Disagree 5 5
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 23% of the respondents are
strongly agreed with that the management actively try to close the gender pay gap, 46% of the
respondents are agreed with that the management actively try to close the gender pay gap, 20%
of the respondents are neutral with that the management actively try to close the gender pay
gap, 6% of the respondents are disagreed with that the management actively try to close the
gender pay gap, 5% of the respondents are strongly disagreed with that the management
actively try to close the gender pay gap.
INFERENCE: Most of the respondents agree with that the management actively try to close
the gender pay gap.
4.1.26 CHART SHOWING WHETHER THE MANAGEMENT ACTIVELY TRY TO
CLOSE THE GENDER PAY GAP

5%
6%
23%

20%

46%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.27 TABLE SHOWING WHETHER THE ORGANISATION’S VISION
MOTIVATES THE EMPLOYEES

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 17 17
2 Agree 52 52
3 Neutral 23 23
4 Disagree 5 5
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 17% of the respondents are
strongly agreed with the organisation’s vision motivates employees, 52% of the respondents
are agreed with the organisation’s vision motivates employees, 23% of the respondents are
neutral with the organisation’s vision motivates employees, 5% of the respondents are
disagreed with the organisation’s vision motivates employees, 3% of the respondents are
strongly disagreed with the organisation’s vision motivates employees.
INFERENCE: Most of the respondents agree that the organisation’s vision motivates
employees.
4.1.27 CHART SHOWING WHETHER THE ORGANISATION’S VISION
MOTIVATES THE EMPLOYEES

5% 3%
17%

23%

52%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.28 TABLE SHOWING WHETHER THE RESPONDENTS HAVE CONFIDENCE
WITH THE SENIOR MANAGEMENT.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 15 15
2 Agree 51 51
3 Neutral 24 24
4 Disagree 9 9
5 Strongly Disagree 1 1
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 15% of the respondents are
strongly agreed with the response on I have a confidence in our senior management, 51% of
the respondents are agreed with the response on I have a confidence in our senior management,
24% of the respondents are neutral with the response on I have a confidence in our senior
management, 9% of the respondents are disagreed with the response on I have a confidence in
our senior management, 1% of the respondents are strongly disagreed with the response on I
have a confidence in our senior management.
INFERENCE: Most of the respondents agree that they have a confidence with senior
management.
4.1.28 CHART SHOWING WHETHER THE RESPONDENTS HAVE CONFIDENCE
WITH THE SENIOR MANAGEMENT

.
1%

9%
15%

24%

51%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.29 TABLE SHOWING WHETHER THE RESPONDENTS ARE PROUD TO
WORK IN THEIR ORGANISATION’

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 22 22
2 Agree 40 40
3 Neutral 29 29
4 Disagree 3 36
5 Strongly disagree 6 6
Total 100 100

Source: Primary Data

INTERPRETATION: From the above table it is interpreted that 22% of the respondents are
strongly agreed with the response on Are you proud to work in this organisation, 40% of the
respondents are agreed with the response on Are you proud to work in this organisation, 29%
of the respondents are neutral with the response on Are you proud to work in this organisation,
3% of the respondents are disagree with the response on Are you proud to work in this
organisation, 6% of the respondents are strongly disagree with the response on Are you proud
to work in this organisation.
INFERENCE: Most of the respondents agree that they are proud to work in this organisation.
4.1.29 CHART SHOWING WHETHER THE RESPONDENTS ARE PROUD TO
WORK IN THEIR ORGANISATION

3%
6%

22%

29%

40%

Strongly Agree Agree Neutral Disagree Strongly Disagree

4.1.30 TABLE SHOWING WHETHER THE RESPONDENTS WOULD
RECOMMEND A FRIEND TO APPLY FOR ANY OPEN POSITION.

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS
1 Strongly Agree 28 28
2 Agree 36 36
3 Neutral 21 21
4 Disagree 9 9
5 Strongly Disagree 6 6
Total 100 100

Source: Primary Data

Interpretation: From the above table it is interpreted that 28% of the respondents are
strongly agreed with the recommending a open position to a friend, 36% of the respondents
are agreed with the recommending a open position to a friend, 21% of the respondents are
neutral with the recommending a open position to a friend, 9% of the respondents are
disagreed with the recommending a open position to a friend, 65 of the respondents are
strongly disagreed with the recommending a open position to a friend.
Inference: Most of the respondents agree that they would recommend a open position to a
friend.
4.1.31 CHART SHOWING WHETHER THE RESPONDENTS WOULD
RECOMMEND A FRIEND TO APPLY FOR ANY OPEN POSITION.

6%
9%
28%

21%

36%

Strongly Agree Agree Neutral Disagree Strongly Adisagree

FINDINGS

1. Most of the respondents are between the age of 18-25

2. Most of the respondents have less than 3 years of experience.
3. Most of the respondents have completed Graduation.
4. Most of the respondents are married.
5. Majority of the respondents agree that their day to day responsibilities are clearly
defined.
6. Majority of the respondents agree that their managers communicates with them well.
7. Majority of the respondents agree that there is a clear link between their work and the
organisation objectives
8. Most of the respondents agree that the need to be successful in their job.
9. Most of the respondents agree that the management decisions are transparent and
explained.
10. Majority of the respondents agree that the organisation competing effectively in its
sector.
11. Most of the respondents agree that they get recognition from the managers for their
work.
12. Majority of respondents are agree that there is a connection with their managers.
13. Most of the respondents agree that the managers shows personal interest towards them.
14. Most of the respondents agree that they are comfortable to provide feedback to their
managers.
15. Most of the respondents agree that the manager values their feedback.
16. Most of the respondents agree that the feedback from the survey will used to make
improvements.
17. Most of the respondents agree that the manager is fully aware of their employees skills
and performance.
18. Most of the respondents have access to learning and development to do their job.
19. Most of the respondents agree that the manager inspire them better.
20. Most of the respondents agree that they feel supported by their manager.
21. Most of the respondents agree that there is career opportunities at the organisation.
22. Most of the respondents agree that they see themselves working in one year time.
23. Most of the respondents agree that their management promotes a positive work
environment.
24. Most of the respondents agree that the management encourage an inclusive culture.
25. Most of the respondents agree that they are encouraged to be authentic self at work.
26. Most of the respondents agree that the management try to close gender pay gap.
27. Most of the respondents agree that the organisation’s vision motivates them.
28. Most of the respondents agree that they have a confidence with senior management.
29. Most of the respondents agree that they are proud to work in this organisation.
30. Most of the respondents agree that they would recommend a open position to a friend.

SUGGESTIONS

• It suggests that the managers should focus more on the personal interest of the
employees.
• The Company can improve the career opportunities.
• Most of the respondents agree that they are proud to work in the organisation
• It suggests that the feedback from the survey will be used to make improvements.
• It also suggests that the manager should aware of employees skills and abilities.
• The respondents agree that their managers inspire them.
\

CHAPTER-V
SUMMARY & CONCLUSION
 SUMMARY AND CONCLUSION

Based on the study on Employee relationship Management in Sugar Manufacturing Industry

it can be concluded that the healthy relationship among the employees and the management
will leads to a positive work environment. The Study found the several factors that leads to
positive work environment such as communication, trust, engagement and inclusive work
culture.

Descriptive research design is used in this study. The primary data for the study was obtained
by circulating questionnaires and undertaking simple random sampling with a sample size of
100. All these respondents are the Employees of the KCP Sugar and co company. Secondary
data also used in this study

In conclusion, the study was able to examine the Employee relationship Management and it
can be stated that there is a good relationship between the employees and the management.
The suggestion is that the relationship between the employees and the management improves
the positive work culture and work engagement of the employees.
BIBLIOGRAPHY
BOOKS

• C.R. Kothari, Research Methodology, New Age Publishers, New Delhi, 2015.

• Donald H. Mc.Burney, Research Methods, Thomson Asia Pvt. ltd. Singapore 2002

• Dr. C B. Gupta, Human Resource Management, Sultan Chand & Sons, New Delhi, 2018

LINKS

http://lrc.acharyainstitutes.in:8080/jspui/bitstream/123456789/3505/1/A%20Study%20on%20
Employee%20Relationship%20Management%20at%20Ray%20Technology%20and%20Busi
ness%20Solutions.pdf

https://www.researchgate.net/publication/340731448_Employee_Relationship_Management_
ERM_and_its_Significance-_A_Systematic_Review

https://www.academia.edu/23563784/A_PROJECT_REPORT_ON_Study_Of_Employee_Re
lations_And_Its_Effect_On_Employee_Productivity_At_Imasion

https://www.academia.edu/44668863/EMPLOYEE_RELATIONSHIP_MANAGEMENT_JY
OTI_NIVAS_COLLEGE_AUTONOMOUS_1_Introduction

https://www.researchgate.net/publication/340731448_Employee_Relationship_Management_
ERM_and_its_Significance-_A_Systematic_Review

https://elibrary.tucl.edu.np/bitstream/123456789/11487/1/Kajal%20Udas.pdf

https://library.iugaza.edu.ps/thesis/116745.pdf

https://www.scribd.com/document/372799311/Mba-Project-on-Employee-Relationship-
Management#
ANNEXURE
‘A STUDY ON EMPLOYEE RELATIONSHIP AT MANAGEMENT AT KCP Sugars’

QUESTIONNARE

Demographic Profile

1. Age
• 18-25
• 25 - 40
• 40 – 60
• Above 60
2. Experience
• less than 1 year
• less than 3 years
• 3-5 years
• more than 5 years

3.Educational Qualification

• UG
• PG
• Diploma
• Others

4.Marital Status

• Married
• Unmarried

Questionnare

5. Are your day-to-day responsibilities clearly defined to you?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
6. Does your manager communicate well with you and your colleagues about projects?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

7. Can you see a clear link between your work and the organization’s objectives?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

8. Do you know what you need to do to be successful in your job

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

9. Are management decisions transparent and explained

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

10. Is the organization competing effectively in its sector

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
11. Do you get recognition from your manager when you do a good job

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

12. Do you have a sense of connection with your manager

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

13. Does your manager show a personal interest in you

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

14. Are you comfortable providing feedback to your manager

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

15. Do you feel like your manager values your feedback?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
16. Do you believe that feedback from this survey will be used to make improvements

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

17. Does your manager show a personal interest in you

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

18. Do you feel like your manager is fully aware of your skills and abilities?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

19. Do you have access to the learning and development you need to do your job properly

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

20. Does your manager inspire you to be better?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
21. Do you feel supported by your manager

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

22. Do you feel like there are solid career opportunities for you at this organization

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

23. Do you see yourself working here in 12 months' time

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

24. Does your management promote a positive work environment

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

25. Do you feel like your manager respects you and your team members

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
26. Does your management encourage an inclusive culture

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

27. Are you encouraged to be your authentic self at work

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

28. Does your management actively try to close the gender pay gap?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

29. Does the organisation’s vision motivate you?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

30, Does senior management model your values?

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
31. I have confidence in our senior management
• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

32.Are you proud to work at this organization

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

33.Would you recommend a friend to apply for any open position

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly Disagree