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“Performance Management System” undertaken at Shree Renuka Sugars Limited TABLE OF CONTENTS

S.NO.

TITLE

1

Executive Summary

2

Company Profile

3

History of Sugar Industry

4

Sugar Industry Scenario

5

Company Vision, Mission and Work Culture

6

Organization Structure and Chart

7

Ownership Pattern

8

Infrastructure

9

Product Profile

10

Area of Operations

11

Introduction Performance Management System

12

Need of Performance Appraisal

13

Scope and Objective of the study

14

Design of Study

15

Analysis and Interpretation

16

Findings

17

Suggestions & Conclusion

18

Annexure

EXECUTIVE SUMMARY Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Shree Renuka Sugars Limited has been incorporated as a public limited company on 25 th October 1995. MURKUMBI

family of Belgaum with the participation of over 4500+

farmer shareholders has promoted the company.

It is an integrated manufacturing

company with strategic focus on Sugar and its allied products in Power and Ethanol. The Company's registered office is in Belgaum, Karnataka and Corporate Office is at Mumbai. The company is working on acquisitions, expansions and lease opportunities to strengthen its existing strong fundamentals and growth prospects. The project titled “Performance Management System” is one of the major task which includes all elements of the organizational process that affect how well employees perform, The performance management process involves goal setting, worker selection and placement, performance appraisal, compensation, training and development and career management. The study here is mainly focused on the topic of Performance Appraisal at Shree Renuka Sugars Limited, Belgaum. The methodology used was survey method that includes questionnaire and interviews with the HR executives. A sample size of 50 employees were taken for the study. The observation showed that the employees performance is consistent that’s the reason that the organization is making huge profits. Employee’s knowledge of work & skills is very optimal. They do have the required skills to do their job as required by their employer. The main issue is the salary what the employee is getting; most of them feel that they are not paid enough which may be one of the reasons which may affect the performance of an employee. My study was done to know how they would rate on the different parameters which are actually used for appraising an employee.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Based on the analysis and observations, recommendations are made to the Management for taking corrective actions to improve the performance of an employee. To conclude, we can say that managing the performance of the employees is not a simple task; it becomes very difficult to manage all the factors equally. But due consideration should be given so that all the resources are managed well to meet the organizational goals effectively and efficiently.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

COMPANY PROFILE

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

COMPANY PROFILE

Shree Renuka Sugars Limited has been incorporated as a public limited company on 25 th October 1995 . MURKUMBI family of Belgaum with the participation of over 4500+ farmer shareholders has promoted the company.

It is an integrated manufacturing

company with strategic focus on Sugar and its allied products in Power and Ethanol. The Company's registered office is in Belgaum, Karnataka and Corporate Office is at Mumbai. The company is working on acquisitions, expansions and lease opportunities to strengthen its existing strong fundamentals and growth prospects. Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Shree Renuka Sugars initially acquired a sick sugar mill with a capacity of 1,250 TCD of Nizam Sugars Limited, a Government of Andhra Pradesh undertaking, situated in Hindapur in Andhra Pradesh. This unit’s asset base was moved to its own location in Munoli and exoanded its capacity to 2500 TCD with 11.2 MW cogeneration plant. The commissioning and trial production took place in November 1999. A distillery and ethanol plant of 60 kl per day capacity was added in 2002. The sugar refinery was set up to process raw sugar to produce refined sugar meeting European specification; the current capacities of SRSL are as per the table below:

Unit

Cane

Cogeneration

Distillery Refinery(TPD)

(TCD) (MW)

(KLPD)

Munoli, Karntaka Athani, Karntaka Havalgah, Karntaka Ajara, Maharashtra Arag, Maharashtra Aland, Karntaka Haldia, West Bengal

7,500 6,000 4,000 2,500 4,000 1,250 -

150 150 150

Total

25,250 103.5

35.5 38

1,000 1,000

15 15

2,000

450

4,000

Shree Renuka Sugars is operating on lease a co-operative facility in Ajara, South Maharashtra which is a 2500 TCD plant. Further the company is operating on lease a cooperative facility in Mohan nagar in Sangli district of Maharshtra, which has a capacity of 4000 TCD. The company’s merchant export division is the second largest sugar exporter out of India in 2006-2007 in its current export campaign. This fiscal year it is the largest raw sugar importer into India. The company manufactured and traded over 250,000 MT of sugar in 2002-03 and 350,000 MT in 2004-05. Total trade flow puts the Company in the top 10 of sugar producer\marketers in India. SRSL has also acquired a standalone distillery of 100 KLPD from Dhanuka Petrochem located a Khopoli, Maharashtra. The company has set up a wholly owned subsidiary viz: Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Shree Renuka Biofuels Holdings FZE in Sharjah International Free Zome (Saif Zome) for its overseas investments. Renuka Sugars has set up a wholly owned subsidiary of the company known as “Renuka Commodities DMCC” BUSINESS BACKGROUND:-

Incorporated in 1995, Shree Renuka Sugars is the largest sugar and ethanol producer in coastal India. Being an integrated manufacturing company with strategic focus on sugar , bio fuels and allied products of renewable energy, the company is currently the leader in fuel ethanol in the country. The key manufacturing facility of the company is in Munoli, Athani & Havalgah , Karnataka and it also operates in three leased facilities at Ajara, & Arag in Maharashtra and at Aland in Karnataka. The company manufacturers EC II grade refined sugar conforming to European standards with negligible sulphuric content which is preferred by industrial buyers and generally commands premium over plantation white sugar. Corporate sales constitute more than two thirds of the company’s total sugar sales to customers like Coca- cola, Nestle, Cadbury etc. The company’s merchant export division is the second largest sugar exporter out of India riding on the benefit of being on a coastal location. INDUSTRY OUTLOOK:The Indian sugar industry has by far been under turmoil being a politically sensitive sector. The industry has been facing problems due to highly controlled sugarcane prices and low sugar realizations, on the flip side the ethanol and cogeneration revenues have been the major reason behind the profitability of the companies. The sugar sector seems to witness a revival once the government comes out with the plan to decontrol the industry once and for all from the price curbs and controls and letting the market forces Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited play their role in determining the prices. The industry is banking on prices to climb in 2009, as low cane planting and lower sugar production globally will reduce the excess supply. Also, with crude oil prices hovering around $ 120 / barrel , the ethanol industry in Brazil may consume more cane than the sugar factories. Such a scenario would make it easier for Indian mills to compete more efficiently, without any likelihood of a steep fall in sugar prices. INVESTMENT RATIONALE:Sugar is no longer a household product; its use in the industrial sector has outpaced its use as a sweetner. The company has been working on to increase its ethanol production capacity to 900 KLPD in order to boost the share of ethanol and co generation revenues to 50 %. Volume as well as high margin growth in co-generation and distilleries business has improved the profitability and has provided stability to revenues going forward. The company has under implementation numerous projects to increase the existing capacities. The company has under its belt an alcohol expansion project costing Rs 150 million enhancing the capacity of the company by 60 KLS/day. Another cogeneration project which would add on 15 MW electricity units is under implementation with a total cost outlay of Rs 100 crores.

NATURE OF THE BUSINESS CARRIED

Basically it is an agro-based industry. At Shree Renuka Sugars Limited sugar-cane is used as main input/raw material. Sugar-cane is converted into refined sugar as a main product and Ethanol, alcohol, co-generation (electricity), bio-fertilizers as a by-product.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited They also import raw sugar and convert it into refined sugar. They are also involved in sugar commodity trading business. The sugar produced by these mills is both refined confirming to EC-II grade with negligible sulphur content as well as plantation grade white sugar. The EC-II grade sugar meets the European standards of refined sugar (color of less than 45-IU). It is used for direct consumption in African countries as well by corporates for Industrial Usage. SRSL has two integrated refineries each at the Munoli and the Athani Plant. It is also in the last stages of commissioning a stand alone refinery at Haldia, West Bengal. This reinforces our focus on value and products and an export oriented outlook

HISTORY OF SUGAR INDUSTRY:-

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Sugar is one of the oldest commodities in the world and traces its origin in 4 th century Ad in India and China. In those days sugar was manufactured only from sugarcane. But both countries lost their initiatives to the European, American and Oceanic countries, as the eighteenth century witnessed the development of new technology to the global sugar industry along with Brazil in terms of production. Give n the growing sugar production and the structure changes witnessed in Indian sugar industry. India is all set continue its domination at the global level. Indian Sugar Industry is highly fragmented with organized and unorganized players. The unorganized players mainly produce Gur and Khandasari, the less refined form of sugar. The government had a controlling grio over the industry, which has slowly and steadily given way to liberalization. The production of sugarcane is cyclical in nature. Hence the sugar production is also cyclical as it’s depends on the sugarcane.

INDUSTRY PROFILE Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

GLOBAL SCENARIO FOR SUGAR MARKET

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“Performance Management System� undertaken at Shree Renuka Sugars Limited SUPPLY AND DEMAND:During the 2006/07 crop cycle, production exceeded consumption by over 10 mln tons. Global cane sugar production shot up to 131 mln tons from 110 mln tons in 2005/06, a jump of 19%. World sugar production totaled 162.6 mln tons, balance contributed by Beet Sugar. Global consumption grew by 5.3 mln tons to 152.4 mln tons. The year on year consumption growth increased to 3.5% from 1.8% in 2005/06. 2006/07 saw a major swing from deficit to surplus, with much of the growth in production coming from the Asian countries, especially India which turned into an exporter in January, 2007 and has thus swung the world sugar balances in the other direction.

India and Brazil continue to dominate the global sugar production followed by China, Thailand Mexico and Australia. In SY 2006-07 India and Brazil together contributed more than 60 mln MT out the total 131 mln MT of sugar produced from cane. Top ten countries produced more than 80% of the total production.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

Currently 69% of the world’s sugar is consumed in the country of origin whilst the balance is traded on world markets. India is the largest consumer of sugar and consumption has grown faster in Asia than across the world. Long-term potential for consumption growth, particularly in Southern African countries, remains positive. Consumption growth in China has increased as a result of the buoyant economic conditions currently being experienced in that country.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

2007/08 Estimates

According to the International Sugar Organization (ISO) said that 2007-2008 sugar production would reach 165.6 million tons, up 3 million tons on the year. It also said the 2007-2008 surpluses would be around 10.8 million tons. World consumption is projected at 156.8 million tons, up 2.3% from 2006- 2007. The ISO also predicted that India would become the world’s largest sugar producer in 2007-2008, replacing Brazil. They forecast India’s production at a record 33.15 million tons, up 2.55 million tons on the year.

World Sugar Prices Higher world market prices during the past two years provided the incentive amongst sugar producers worldwide to expand their cane and beet sugar crops. The resultant increased sugar availability has served to dampen world market prices which have fallen from US20 cents/lb in February 2006 to less than 9.5 US cents/lb at the end of July 2007.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Globally sugar is standardized as either raw sugar, which is traded on the NYBOT or Refined Sugar traded on the LIFFE exchange, London. There are a lot of other regional exchanges in Major producing countries like Brazil and India, but liquidity and participation remains dominant in the NYBOT and the LIFFE.

Recent Developments:1.

Preferential prices in the EU and US remain at a significant premium to the world sugar price. In terms of the EU Sugar Regime reform, a uniform price is now being paid for ACP (African, Caribbean and Pacific) and EBA (Everything But Arms) sugar protocol exports.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited 2.

The EU sugar regime has changed from the year 2006/07 with most of the preferential quota being abolished by the April 2005 WTO ruling. This created a glut of refined sugar globally in March – May 2007 leading the prices rally to more than 400$ per tonne.

3.

A lot of standalone refineries have been announced to fill the gap left by the exit of the European Sugar which have again depressed the world refined sugar prices to the lows of 270$ per tonne in August 2007.

DOMESTIC SCENARIO:Indian Sugar Industry - 2006-07

India is the largest consumer and second largest producer of sugar in the world (Source: USDA Foreign Agricultural Service). In SY 2006/07 India produced 28.5 mln tons and consumed 20 mln tons of sugar. India has exported around 1.5 mln tons of sugar after the ban on sugar exports was lifted in January, 2007. With an opening stock of 4 mln tons in 2005-06, India will end the year with stocks of more than 11 mln tons. The following table shows the supply demand balances since 2000. India has swung itself from a net importer to a potentially big exporter in a matter of 2 years. This shows the cyclicity of the Sugar industry in India.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

The Indian sugar industry has a turnover of Rs. 700 billion per annum and it contributes almost Rs. 22.5 billion to the central and state exchequer as tax, cess, and excise duty every year (Source: Ministry of Food, Government of India). It is the second largest agro-processing industry in the country after cotton textiles. With more than 600 operating sugar mills in different parts of the country, Indian sugar industry has been a focal point for socio-economic development in the rural areas. About 50 million sugarcane farmers and a large number of agricultural labourers are involved in sugarcane cultivation and ancillary activities, constituting 7.5% of the rural population. Besides, the industry provides employment to about 2 million skilled/semi skilled workers and others mostly from the rural areas. (Source: ISMA)

Production In 2006/07, India produced 28.5 mln tons of sugar. UP and Maharashtra together contributed more than 67% to the total production. Maharashtra overtaking UP became the largest producer of sugar. Maharashtra’s production increased from 5.9 mln tons to 9.6 mln tons this year. Higher yields and greater cane acreage contributed to this increase. Following table shows region wise distribution of production.

Current Industry Status In 2005/06, there were 581 installed sugar mills in the country with a production capacity of 190 lakh MTs of sugar, of which only 455 are working. These mills are located in 18 states of the country. Around 312 of the total installed mills are in the cooperative sector, Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited 205 in the private sector and 64 in the public sector (Source: Directorate of Sugar). The no. of factories in the private sector has increased by more than 15% which shows the corporatization of sugar production. But majority of the industry is still fragmented with more than 50% of the industry represented by the co operatives. Maharashtra has been the most enterprising of the states in starting new factories which increased from 102 in 2004/05 to 142 in 2005/06.

Sugarcane Availability

Sugarcane occupies about 4.2% of the total kharif area under cultivated area and it is one of the most important cash crops in the country. The area under sugarcane has gradually increased from 2.7 million hectares in 1980-’81 to 4.3 million hectares in 2005-06, mainly because of much larger diversion of land from other crops to sugarcane by the farmers for economic reasons. From a level of 154 MMT in 1980-1981, the sugarcane production increased to 241 MMT in 1990-1991 and further to 297 MMT in 2006-2007 (Sugar India Yearbook).

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Production Mix Most of the sugar in India is manufactured and sold as “Plantation White Sugar” which is produced by Double Sulphitation Process, while the norm in developed and emerging nations is refined sugar which is produced by the Phosphoflotation Process. Plantation White Sugar” is generally between 100 to 150 ICUMSA which is a middle range product between the Raw Sugar and the Refined Sugar. This colored sugar has good demand in India for domestic consumption, but it cannot be used by corporate for industrial usage. Therefore the EC –II grade sugar which is refined sugar matching EU norms is in greater demand across the world. Most of the mills in India are not equipped to make refined sugar. Mills which are designed to produce refined sugar can manufacture sugar not only from sugarcane but also from raw sugar which can be imported. Therefore, such mills can run their production all the year round, as opposed to single stage mills which are dependent upon the seasonal supply of sugarcane Due to good demand and bulk requirement, a lot of millers have shown interest in producing Raw Sugar this year. It is to be seen if this latent demand can be converted into an opportunity and India can establish itself as a bulk exporter of Raw Sugar.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited GOVERNMENT’S CONTROL OVER SUGAR INDUSTRY:PRICING OF SUGARCANE: Government of India regulates and controls the rates of sugarcane supplied to the mills bu farmers. The rates are fixed based on the Bhargava committee recommendations. The Statutory Minimum Price [SMP} announced by the Government of India year on year is used as a benchmark by the State Government to fix their State Advised Proce [SAP]. The SAP could be a recovery linked average or just a flat rate. From the last few years all the state government has been using SAP as tool for fixing of sugarcane price i.e.; 20-22% above the Statutor Minimum Price.

SUGAR DISTRIBUTION PRICE: Government enforces a dual pricing policy for the sugar industry. Presently 15% of the production is sold at a fixed price to the government which is used for public distribution system and other market operations. The new and expanded sugar mills are exempted from the levy quota for a period of five to eight years, which makes the new sugar nits more profitable. But mills under levy are free to sell the remaining 85% of sugar in the open market at the market –determined price. Before the levy percentage was 40 %. The Government controls supply of sugar in the open market through monthly sugar release notifications based on market conditions and thus influencing the open market prices to a great extent. Though, the incentive scheme has achieved the objective of attracting more players, due to better margin than existing players, the return for older unit reduces substantially due to low increase in levy prices for controlling fiscal deficits. However new units face the problem of procuring sugarcane from the farmers and sometimes end up paying a premium to State Advised Price [SAP]. Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

IMPORT EXPORT POLICY: The sugar export promotion act 1958, governed sugar exports, which stipulates that the Government can use 20% of the country’s total production for sale abroad. Till a very recent past imports and exports were routed through Indian Sugar and General Industry Export Import Corporation Limited (ISGIEC), a consortium of apex organizations of private and co-operative sugar mills and government agencies in India. The imports and exports are mainly resorted to when there is mismatch in domestic sugar production. The government de-canalized exports in 1997, allowing private parties to export sugar. The government has also put sugar imports on Open General License (OGL) allowing private parties to import sugar. The imported sugar has been subjected to a customs duty of 20% from January 1999, so as to provide a level playing field to the domestic industry, which stoolies sugar at very prices to Government of India for PDS supply.

EXCISE AND TAXES FOR SUGAR IN INDIA: Some of the State government imposes purchase cess on the sugarcane purchases made by the sugar mills, which varies from state to state. The government of India charges a higher excise duty on free sale of sugar in comparison to levy quota. So as to recover the Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited subsidy provided for PDS supply. In addition under the sugar cess act 1982, a cess is charged to sugar sold in the domestic market, which directly goes to Sugar development Fund[SDF]. Currently the government levies an excise duty of Rs 380/- per ton on levy sugar and Rs 710/- per ton on free sale sugar. In addition Rs 140/- per ton is levied as cess for domestic sale of sugar.

STRUCTURE OF INDIAN SUGAR INDUSTRY:Indian Sugar Industry can be broadly classified into two sub sectors, the organized sector i.e, Sugar- factories and the unorganized sector i.e manufacturers of traditional sweeteners like Gur and Khandasari. The latter is considered to be a rural industry and enjoys much greater freedom than sugar mills. The co-operative sugar mills own and operate in the largest chunk of the industry’s total capacity. They are concentrated primarily in the states of Uttar Pradesh, Maharashtra, and North Karnataka. Out of 453 operating sugar mills in the country, 252 are in the cooperative sector, 134 are in private sector and 67 are in the public sector. Besides 136 units in the private sector are in various stages of implementation. A few such units are under implementation in the co-operative sector as well. But no new units have been proposed in the public sector. The average capacity of the sugar mills in the industry has considerable moved up from 644 TCD in the year 1930-31 to 2750 TCD. But still the growth in the Indian Sugar industry was driven by horizontal growth (increase in number of units) compared to the vertical growth witnessed in other countries (increase in average capacity).

COMPANY VISION MISSION AND WORK CULTURE:-

VISION Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited “The Company’s vision is to become the most efficient processor of sugar and the largest marketer of sugar and its allied products in the country”.

MISSION “Its mission in meeting these objectives are to expand its installed capacity, achieve endto-end integration for all its plant to improve margins and reduce cyclicality of business, achieve greater raw material security, increase its focus of corporate and high value customers to reduce price-risk in sugar by hedging, maintain a strong presence in export market and expand a market for ethanol”.

WORK CULTURE •

To practice integrity (honesty, commitment, making and keeping promise)

To promote teamwork.

To value leadership (result oriented, innovative, positive attitude)

To have a passion for excellence (competing with global standards).

To reward and recognize talent.

ORGANIZATION STRUCTURE:-

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“Performance Management System� undertaken at Shree Renuka Sugars Limited In Shree Renuka Sugars Limited the centralized functional division structure uses to control the entire organizational workflow. It implemented top down management system to handle the workflow of entire organization so as to bring the systematic relationship among different parts of the organization. It sets out formal reporting relationships, mode of communication, their respective roles and rules and regulations for carrying out their different tasks. Shree Renuka Sugars Limited has one registered office at Belgaum, one corporate office at Mumbai and its fully owned overseas subsidiary for fulfilling their all the official and clerical operation.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited THE FOLLOWING CHART SHOWS THE FORMAL STRUCTURE OF THE ORGANIZATION

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“Performance Management System� undertaken at Shree Renuka Sugars Limited 2) Mgr Sales

:

Manager Sales

3) Dy. Mgr Sales

:

Deputy Manager Sales

4) Sr. Godown Keeper

:

Senior Godown Keeper

5) G. D. K

:

Godown Keeper

6) Dir. Comm.

:

Director Commercial

7) CFO

:

Chief Finance Officer

8) Co. Sec

:

Company Secretary

9) DGM

:

Deputy General Manager

10) HR

:

Human Resource

11) Asst Mgr Comm.

:

Assistant Manager Commercial

12) GM

:

General Manager

13) Mgr A/C

:

Manager Accounts

14) Dy. Mgr

:

Deputy Manager

15) Sr Ac Off

:

Senior Accounts Officer

16) Ac Officer

:

Accounts Officer

17) ED 1

:

Executive Director 1

18) ED 2

:

Executive Director 2

19) GM 1

:

General Manager 1

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“Performance Management System” undertaken at Shree Renuka Sugars Limited 20) GM 2

:

General Manager 2

21) GM 3

:

General Manager 3

22) GM 4

:

General Manager 4

23) GM 5

:

General Manager 5 Distillery

24) C. Eng

:

Chief Engineer

25) C. Chem.

:

Chief Chemist

26) C.E.Eng.

:

Chief Electrical Engineer

27) Dy GM Cane

:

Deputy General Manager Cane

28) Dy Cane Mgr

:

Deputy Cane Manager

29) Cane Off

:

Cane Officer

30) Asst. Cane Off

:

Assistant Cane Officer

31) Mgr. Dist

:

Manager Distillery

32) Lab I/C

:

Laboratory In charge

POWERS AND RESPONSIBILITIES OF HEAD DEPARTMENTS

Ensuring a high morale of personnel working in their department by responsible decisions and personal example.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited •

Based on the projected sales, to set specific targets for the development and to ensure these targets are achieved.

Keep up-to-date on technical and management methods by extensive reading and study. Ensure customer requirements are met with the aim of enhancing customer satisfaction.

Ensure observance of all rules and regulation with specific reference to the provisions of company’s standing orders.

Train and upgrade technical administrative skills of the employees, serving in their departments.

Assist the marketing section in maintaining good customer relation through timely deliveries, quality and after sales service and technical support during marketing activities.

Ensure economy in their operations, so as to enhance profitability.

Maintain the factory premises, ensure discipline is maintained.

BOARD OF DIRECTORS & MANAGEMENT The main promoters of the Company are Mrs. Vidya Murkumbi (Executive Chairperson), Mr. Narendra Murkumbi (Managing Director) and associates. Mr. Narendra Murkumbi is an engineer and has a Post Graduate Diploma in Management from Indian Institute of Management, Ahmedabad. The Board comprises eminent persons of rich corporate and industry experience. They are:  Mrs. Vidya M. Murkumbi, , Co-Founder and Chairperson Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Eminent Industrialist from Karnataka, Former President of the South India Sugar Mills Association.  Mr. Narendra Murkumbi, Co-founder and Managing Director MBA from IIM - Ahmedabad (1994)  Mr. Nandan V. Yalgi, Director (Commercial) Handles Company’s International Business

 Mr. S. M. Kaluti- President Currently responsible for all sugar projects of the company  Mr. S. R Nerlikar - Executive Director (Cane) Over 27 years of experience in cane related activities  Mr. Dwarkanath Acharya (CFO) Over 20 years of experience in Finance and Accounting

 Mr. Nitin Puranik - Executive Director (Haldia) Varied experience in setting up of new plants and plant operations in Polymer and Chemicals Industries

 Mr. Abhay Deshpande (VP Biofuels & Sales) Extensive experience in Sales and Marketing at Alfa Laval  Mr. Surender Kumar Tuteja - Independent Director

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Former Secretary -Govt. of India in the Dept. of Food & Public Distribution and former Chairman of the Committee on Revitalisation of the Sugar Industry. Current Chairman of the Central Warehousing Corporation.  Dr. B.P. Baliga - Independent Director A prominent food technologist and retired Director of Research at Tata Oil Mills.  Mr. J.J. Bhagat - Independent Director Mission Director, Sugar Technology Mission of Govt. of India  Mr. Sanjay K. Asher - Independent Director Solicitor, Partner at M/s. Crawford Bayley & Co.  Mr. Robert Taylor, Independent Director Director and Co-Founder of Agrinergy Limited, UK, a Carbon Credit consulting firm. Mr. Taylor earlier headed Sugar and Market analysis, at Tate & Lyle Ltd. Europe's largest refiner.  Mr. Jonathan Kingsman – Independent Director World leading commentator and analyst on sugar and bio-fuels market  Mr. Hrishikesh Parandekar – independent Director Former Managing Director at Morgan Stanley & Consultant with Mckinsey & Co.

JOB DESCRIPTION Vidya M. Murkumbi, Chairperson: Look after all the activities of the Organization, Administration, Operation Production and Sales. Narendra M. Murkumbi, Managing Director: Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited He looks after all the activities and general affairs of the company including Finance, Corporate Affairs, Operations, and Sales etc. Sidram M. Kaluti, President: He looks at Project Implementation for new projects. Also looks at day to day Operations and Management. S. R. Nerlekar, Executive Director He is the head of Maharashtra Plant and takes care of Procurement of cane for all the Units. Nitin Puranik, Executive Director (Haldia) He is in charge of sourcing of capital assets, Supply, Follow-up & commissioning. This Plant is still in the implementation stage. Mr. Ramamurthy, Golden Sinha, V. Ramaraju are working under Mr. Nitin Puranik.

Nandan Yalgi, Director Commercial Looks at Exports & Imports, Human Resource, Administration, Recruitment, Training & other aspects related to HR.

A.P.Deshpande, General Manager (Sales) He looks at all the products & all the units’ i.e. Sugar, Power & Ethanol. Also looks at Recovery, Supply, and Logistics & Dispatch.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Abhay Agarwal, General Manager (Distillery) He is the Head of Distillery for all the units and takes care of Production, Operations, and Maintenance & Sales of all the plants.

W. Gururaj Rao, General Manager Accounts He is the head of Accounts for all the plants and takes care of all the aspects related to accounts. He Monitors, Evaluates & Follows up all the data related to accounts of all the plants. C. G. Mane, General Manager (Engineering) He is in charge of Athani Unit and takes care of Production & Maintenance. This plant is still in the implementation stage. R.V. Huligol, General Manager (Production & Quality Assurance) He takes care of the Munoli plant and looks at Production & Operations of the Unit.

R. Ramamurthy, Deputy General Manager (Plant Head) He is the head of the Aland Plant. He places order for new machinery and makes negotiations for the prices of the machineries, quantity to be procured, the suppliers for whom the machineries have to be procured. Arun Tulshan, Head Export Sourcing He is mainly in charge of export of cane. He takes care of procurement of sugar for export. He selects the Suppliers & the quantity of sugar to be exported.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Chief Financial Officer, C. Dwarka Nath He is the Group Head of Finance, Accounts & Corporate Affairs. Gautam Watve, Senior Manager (Strategy & Planning) He takes care of new ventures, their expansion & diversification. He is the coordinator for all the institutional investors. He provides them the required information for investment. Nitin Bhandare, Manager Futures He is the Future’s Manager & takes care of Futures Trading for both domestic as well as the International Market. A. V. Turambekar, Head Biofertilizers Division He is in charge of the Biofertilizers Division. He takes care of preparation of Biofertilizers from the waste of cane. Also takes care of its Distillation to reduce the Effluents.

Rajshekhar Charantimath, Manager Finance He is the Head of Finance for all the units. Takes care of Fund Management, Raising of Funds, Utilization, and Implementation of Funds for new Projects. Also takes care of Working M. Kulandaivel, Deputy General Manager Process He is also in charge of the Processing Department and takes care of all the activities relating to the Processing Department. N. S. Mugalkhod, Deputy General Manager (Cane) Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited He takes care of East Zone. Basically in charge of the Cane Department, Cane Procurement, Cane Supply. I. S. Patil, Deputy General Manager (Cane) He takes care of East Zone. Basically in charge of the Cane Department, Cane Procurement, Cane Supply. S. G. Medikeri, Deputy General Manager (Procurement & Quality Assurance) He is in charge of Procurement & Quality Assurance. Also takes care of Production & Operations. Joseph Fernandez, Senior Commercial Manager He is the Coordinator of the Purchase Department for all the units. He takes care of day today Operations & Administration at Mumbai Corporate Head Office.

J. N. Bhaumik, Senior Manager Process He is in charge of the Processing Department and takes care of all the activities relating to the Processing Department. S. Bashetti, Senior General Manager (Technical) He is the Head of Havalgoan Plant & takes care of Operations, Productions, day today management. He basically handles technical issues.

Mohan M. Hiremath, Senior Manager (Accounts & Administration) Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited He takes care of day today Administration of the Havalgoan Plant. He manages the Accounts, day today Billing & Cash Management. R. H. Sadekar, Company Secretary He takes care of Corporate Affairs, Shareholders, Investors, and Statutory Obligations. D. S. Sudhir, Assistant General Manager (Personnel & Administration) He is in charge of Personnel, Human Resource, and Recruitment of Prospective Candidates for respective jobs, Training & Development them. Shantanu Mookerjee, Assistant Manager (Corporate Affairs & Personnel) He is in charge of Corporate Affairs, Finance, Accounts, Personnel, Administration & day today operations. Dakshinamurthy Iyer (Assistant Company Secretary) He takes care of the corporate affairs & keeps a track of all the day activities of the Company. Ashok Banhatti, Cane Manager (H & T) He takes care of Cane Development & Cane Procurement. Rajesh A. Yaligar, Manager (Cane, Accounts & Administration) He takes care of day today Administration. He is in charge of maintaining Cane Accounts, Farmers Accounts, and their Payments. S. R. Chougale, Cane Manager He is working at Taluka Level & takes care of the Cane Development, Cane Procurement. Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited J. D. Balwan, Cane Manager He is working at Taluka Level & takes care of the Cane Development, Cane Procurement. Narayan S. Sansare, Chief Engineer He is in charge of the maintenances of the machines in the unit where he is working. He is also concerned with the repairs of the machineries, oiling, and greasing.etc. R. D. Patil, Deputy General Manager He takes care of the Ajara Plant. He is technically in charge for Production & Operations. A Muralee, Chief Engineer He is in charge of the maintenance of the machines in the unit where he is working. He is also concerned with the repairs of the machineries, oiling and greasing etc.

P. D. Margur, Chief Engineer He is in charge of the maintenance of the machines in the unit where he is working. He is also concerned with the repairs of the machineries, oiling and greasing etc. Alphonseraj, Chief Chemist He takes care of the percentage of Chemicals to be mixed & maintained. Gururaj B. Kulkarni, Manager Electrical He is Electrical Manager for the Munoli Plant. He takes care of the day today maintenance of Electricity of the Power Plant. He is also in charge for keeping track of the generation of electricity, its supply & consumption. Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Govind P. Misale, Distillery Manager He is Electrical Manager for the Munoli Plant. He is basically in charge of Production, Operations, and Maintenance & Sales. Girme Pravin Vasantrao, Chief Engineer He is in charge of the maintenance of the machines in the unit where he is working. He is also concerned with the repairs of the machineries, oiling and greasing etc. William C. D. Manager Project Takes care of supply for all the units except the Haldia unit. Books for orders & is mainly in charge of Capital Assets.

Sudhir Ganapatrao Genge, Manager Distillery Basically in charge of the Distillery unit. He is in charge for Production of Ethanol from Molasses.

Bahadur Bandopadhyay, Manager Personnel (Administration & Safety) He takes care of day today activities, in charge of Logistics, Erection & Human Safety during Production & other activities. H. K. Jagadal, Cane Manager

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“Performance Management System” undertaken at Shree Renuka Sugars Limited He is working at Taluka level & takes care of the Cane Development, Cane Procurement. Golden Sinha, Regional Manager (Kolkata) He places orders for new machinery & makes negotiations for the prices of the machineries, quantity to be procured, the suppliers from whom the machineries have to be procured. Prashant Niranjan, Accounts Manager He works under General Manager Accounts. He draws Profit & Loss Account, Balance Sheet, day today reporting, Preparation of Quarterly Financial Reports. P. Balasubramanyam, Manager Project (Power Plant/ Sugar Plant) He makes negotiations for the purchase of new machines. He selects the Suppliers & the Machineries to be purchased. S. S. Kittad, Deputy Cane Manager He takes care of the Cane Procurement & Cane Development. OWNERSHIP PATTERN: The main promoters of the company are Mrs. Vidya M. Murkumbi (Executive Chairperson),Mr .Narendra M. Murkumbi (Managing Director) and Associates. The Board comprises of eminent persons of rich corporate and industry experience. They are:•

Mrs. Vidya M. Murkumbi

Executive Chairperson

Mr. Narendra M. Murkumbi

Managing Director

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Dr. B. P. Baliga

Director

Mr. J. J. Bhagat

Non-Executive Director

Mr. Sanjay K Asher

Non-Executive Director

Mr. Surendra Tuteja

Additional Director

Mr. Nandan V. Yalgi

Director- Commercial

Mr. S.M. Kaluti

President

Mr Robert Taylor

Non-Executive Director

Mr. Jonathan Kingsman

Director

Mr. Hrishikesh Parandekar

Director

INFRASTRUCTURE:

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

Owned facility at Munoli, Karnataka: The capacity of the sugar plant is currently 7,500 TCD and 1000 MT of raw sugar per day. The cogeneration power plant is a 35.5 MW plant. The distillery produces 150KL ethanol per day. The command area of sugar cane procurement is about 15,000 acres spread over 150 villages and the supporting base of over 8000 farmer shareholders who are the backbone of our company and part of our success story.

Owned facility at Athani, Karnataka:

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“Performance Management System” undertaken at Shree Renuka Sugars Limited The capacity of the sugar plant is 6000 TCD which commenced operations in the year 06 –07.It has a cogenartion capacity of 38 MW and a distillery with a capacity to produce 150 KLPD of ethanol.

Owned facility at Havalgah, Karnataka: The capacity of the sugar plant is 4000 TCD which commenced operations in the year 06 –07.It has a distillery with a capacity to produce 150 KLPD of ethanol.The command area of sugar cane procurement is about 12,000 acres spread over 149 villages and the supporting base of over 6000 farmers.

Leased facility at Ajara, Maharashtra: The capacity of the sugar plant is currently 2,500 TCD plant with a command area of over 9500 acres spread over 104 villages with a planned average recovery of about 12%.

Leased facility at Arag, Mohannagar, Maharashtra: The capacity of the sugar plant has been enhanced to 4000 TPD from 2500 TPD and a 15 MW cogeneration plant with a command area of over 9500 acres spread over 67 villages with a planned average recovery of about 12%.

Leased facility at Aland, Karnataka:

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“Performance Management System” undertaken at Shree Renuka Sugars Limited In SY 06 –07 the company has taken on lease a factory in Aland, Karnataka with sugarcane crushing capacity of 1,250 TPD.

Haldia Refinery, West Bengal: It is a 2000 TPD refinery which will be commissioned in sugar year 2007–08. It has a cogeneration capacity of 15 MW. It is a port based refinery which gives it easy access to international markets for export of refined sugar as well as import of raw sugar. The east coast refinery also gives it chance to cater to the untapped markets of the eastern states of India

Integrated Sugar Manufacturing facility: As opposed to a conventional sugar mill where the primary product is sugar and the byproducts, bagasse and molasses are sold to third parties, an integrated sugar mill is able to extract the maximum value out of sugarcane by being able to produce value added products like Ethanol, Electricity, and Biofertilisers from molasses, bagasse and press mud respectively.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

PRODUCT PROFILE

PRODUCTS

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

Product profile:

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“Performance Management System” undertaken at Shree Renuka Sugars Limited SUGAR Sugars produces EC II grade refined sugar which confirms to EU norms (Less than 45 ICUMSA). SRS uses phosphorisation process which produces sulphur less sugar. It is considered a higher end product mostly used for direct consumption in European and African countries as well by corporates for Industrial usage. SRSL has two integrated refineries each at the Munoli and the Athani Plant. It is also in the last stages of commissioning a stand alone refinery at Haldia, West Bengal. This reinforces our focus on value and products and an export oriented outlook.

The following grade of sugar is produced by SRSL – refined and fine grain sugars are: S- 30 M-30 L-30

POWER In the process of crushing of sugar cane, Bagasse, a fibrous by-product is produced which is used in the boilers to generate steam. We produce power from bagasse, which is used in the manufacturing process as well as sold to the state electricity boards. Further this bagasse based cogeneration plant is eligible for carbon credit compensation under the Kyoto protocol.

ETHANOL

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

We produce alcohol from the molasses (Molasses is the brown coloured residue after sugar has been extracted from the juice. Molasses still contains some quantity of sugar, but this sugar cannot be extracted by usual technology) left after the extraction of sugarcane juice, which can be used both for potable purpose as well as an Industrial chemical. Further this alcohol can be again purified to produce fuel grade ethanol that can be blended with petrol.

BIO-FERTILIZERS

The residue product from distillery operations blended with chemicals is being sold as bio-fertilizers

AREAS OF OPERATION :-

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

THE FOLLOWING ARE THE LIST OF OFFICES AND FULLY INTEGRATED PLANTS OF SHREE RENUKA SUGARS LIMITED Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

1 Registered Office

Belgaum [Karnataka]

2 Corporate Office

Mumbai [Maharashtra]

3 Overseas Office

Dubai DMCC [Middle East](Subsidiary)

4 Plant I

Munoli [Belgaum Dist, Karnataka]

5 Plant II

Ajara [Kolhapur Dist Maharashtra]

5 Plant III

Mohan Nagar [ Sangli Dist, Maharashtra]

6 Plant IV

Kokatnur [Belgaum]

7 Plant V

Havalgoan [ Gulbarga, Karnataka]

8 Plant VI

Haldia [ West Bengal]

Plant no IV , V and VI are under construction among that Plant IV and Pkant V will start trial operations in Sugar Cane crushing season of 2006—7. And Plant VI will start its commercial production in January 2008. In Munoli Plant I Company is providing with posh housing facilities to its permanent employees.

PERFORMANCE MANAGEMENT SYSTEM Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

INTRODUCTION Performance Management refers to managing all elements of the organizational process that affect how well employees perform. The performance management process may thus encompass goal setting, worker selection and placement, performance appraisal, compensation, training and development and career management-in other words all those parts of the HR process that affect how an employee performs. One firm renamed the function responsible for appraisal, compensation, training and management development to “Performance Management and Rewards.” It did so to refelect the firm’s new focus on performance management. “We were too nice in our desire not to hurt people’s feelings……..Our forced turnover was less than 1.5%and we had too few occurrences of people getting an MP-a marginal performer rating. We were terrific at managing mediocrity. We needed to learn how to manage and reward excellence. Performance management thinking should produce an integrated performance management-oriented system. With this system management designs all the firm’s HR functions-from job design to recruiting, selecting, training, compensating and then appraising employees-with the specific aim of improving employee performance relative to the company’s overall goals. Performance management starts in a sense, at the end and works back to the beginning: Top management says, “What is our strategy and what are our performance goals?” and then, “What does this mean for how we recruit and select and compensate employees and for the standards and tools and process we use to appraise them?” Performance management can be especially valuable when the employees are far away, since the company’s goals can serve as the glue that keeps far-flung units working in unison.

PERFORMANCE MANAGEMENT INVOLVES:•

Identifying the parameters of performance and stating them very clearly.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited •

Setting performance standards

Planning in participative ways where appropriate, performance of all constituents.

Identifying competencies and competency gaps that contribute/hinder to the performance level.

Planning performance development activities.

Creating ownership

Recognizing and promoting performance culture.

OBJECTIVES OF PERFORMANCE MANAGEMENT SYSTEM:•

Establish standards for individual performance.

Establish uniform measurement and evaluation process to identify performance levels across division more objectively.

Enable employee gauge his performance and understand what actions need to be taken in order to increase performance standards.

Encourage thorough, thoughtful and timely feedback on performance to ensure highest quality of output.

Counsel

individuals

on

strengths,

weakness,

development

needs

and

opportunities. •

Make personal development plans for each individual.

Identify high performers capable of addressing future organizational and business needs and develop career plans.

Generate performance data that would aid in various HR initiatives such as Compensation, Reward & Recognition and Career Progression.

Build strong and effective relations with and among employees in the organization.

Human Resource Development has five main components-training, appraisals which includes performance appraisal and potential appraisal, organization development which Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited includes research and system development, rewards and career planning. In each of these five components, the line manager has distinct responsibilities of his/her own. The article compares responsibilities of the line managers against that of the HR department. Handling those responsibilities not only helps in creating a climate highly conducive to HRD in the organization but also increases the manager’s competence to deal with many human problems in other areas of their work. Development of the employees requires certain conditions like:•

The employee should be aware of the capabilities he or she needs to develop.

The employee should perceive that acquiring new capabilities helps in fulfilling his/her psychological needs.

The employee should have the means to assess his/her own rate of growth.

The employee should enjoy the process of growth itself.

The employee should perceive opportunities for acquiring such capabilities.

PERFORMANCE APPRAISAL

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“Performance Management System” undertaken at Shree Renuka Sugars Limited One of the widely debated Human Resource Development (HRD) mechanisms that could go a long way in systematically improving the performance level of an individual as well as organization is the Performance Appraisal System. Performance Appraisal means evaluating an employee’s current or past performance relative to the person’s performance standards. Appraisal involves: 1.

Setting work standards

2.

Assessing the employee’s actual performance relative to these standards

3.

Providing feedback to the employee.

BENEFITS OF PERFORMANCE APPRAISAL:-

Appraisals provide information upon which promotion and salary decision are made.

They provide an opportunity for the employer and the employee to review his/her work deficiencies the appraisal might have unearthed.

The appraisal is part of the firm’s career-planning process.

Appraisals help in better management and improve the firm’s performance.

THE SUPERVISOR’S ROLE

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Appraising performance is both a difficult and an essential supervisory skill. The supervisor-not HR-usually does the actual appraising, and a supervisor who rates his or her employees too high or too low is doing a disservice to them, to the company, and to him-or herself. Supervisors must be familiar with basic appraisal techniques, understand and avoid problems that can cripple appraisals and know how to conduct appraisals fairly. The HR department serves a policy-making and advisory role. In one survey, about 80% of the firms responding said the HR department provides advice and assistance regarding the appraisal tool to use, but leaves final decisions on procedures to operating division heads. In the rest of the firms, HR prepares detailed forms and procedures and insists that all departments use them. HR is also responsible for training supervisors to improve their appraisal skills. Finally, HR is responsible for monitoring the appraisal system and particularly for ensuring that the format and criteria being measured comply with EEO laws and aren’t outdated. In one survey half the employees were in the process of revising their appraisal programs, while others were conducting reviews to see how well their program working. STEPS IN APPRAISING PERFORMANCE The performance appraisal process contains three steps: define the job, appraise performance, and provide feedback, defining the job means making sure that you and your subordinate agree on his or her duties and job standards. Appraising performance means comparing the subordinate’s actual performance to the standards that have been set; this usually involves some type of rating form. Third, performance appraisal usually requires one or more feedback sessions. When appraisals fail, they do so for reasons that parallel these three steps-defining the job, appraising performance and providing feedback. Some fail because subordinates don’t know ahead of time exactly what you expect in terms of good performance. Others fail because of problems with the forms or procedures used to actually appraise the performance; a lenient supervisor might take as “high”, for instance, subordinates who Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited are actually substandard. Other problems, like arguing and poor communication, undermine the interview-feedback session.

APPRAISAL METHODS Performance appraisal method has been mainly classified into traditional and modern methods. The traditional methods emphasizes on the rating of the individual’s personality traits such dependability, integrity, intelligence, judgment and leadership potential, organizing ability etc. On the other hand, modern methods play more emphasis on the evaluation of work results job achievements than on personality traits. I. Traditional Methods:- These methods were mainly used in the start of the era when the employees were appraised. It had many pros and cons by itself. It has been divided in some of the following sub-groups:-

Straight Ranking Method:- This is one of the oldest and the simplest method where the employee and his performance are considered as entity by the rater. The whole man is compared with whole man that is ranking the employee is done in a work group against that of another. The relative position of each employee is evaluated in terms of his numerical rank. The employees are actually tested in the order of merit and placed in a simple grouping.

Grading Method:- Under this method the rater considers certain features and marks them according to a scale. Analytical ability features are selected like dependability, co-operation, judgment, job knowledge, organizing ability, selfexpression, leadership, etc. They may be ‘A’- Outstanding, ‘B’ – Good, ‘C’ – Average, ‘D’ – Fair, ‘E’ – Poor. The actual performance of an employee is than compared with these grading definitions and he/she is allotted the grades which describes his/her performance best.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Graphic or Linear Scale Method:- It is one of the most common evaluation tool used today, a printed is used for each rate. These factors are employee’s characteristics and his contribution in work. Co-operation, dependability, initiative, attitude, loyalty and decisiveness are the characteristics which are looked upon and contribution includes the quantity and quality of work, responsibility assumed, specific goals achieved etc. This method permits a statistical tabulation of scores. These scores indicate the worth of every individual.

Group Appraisal Method:- Under this method the employees are rated by an appraisal group consisting of their supervisor and three or four other supervisors who know about the performance of the employee. The group discusses the standard of performance for a job and the actual performance of the job holder. The cause of particular level of performance and offers suggestion for future improvements.

Forced Distribution Method:- Under this system it is assumed that it is possible and desirable to rate only two factors, viz. Job performance and promotability. For this purpose a five point performance scale is used without any descriptive statement. Employees are placed between two extremes of good and bad job performance. This force distribution method assumes that of distributed in the five grades. In addition to job performance, employees are rated for promotability a three point scale is often used for this purpose.

Check List Method:- Under this method the rater does not evaluate employees performance. He supplies report about it and the final rating is done by the personnel department. A series of questions are presented concerning on

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“Performance Management System” undertaken at Shree Renuka Sugars Limited employee is positive or negative. The value of each question may be weighted equally or certain questions may be weighted heavily than others. •

Free Essay Method:- Under this method the supervisor makes a free form, openended appraisal of an employee in his own words and puts downs his impression about his employees. The description is as factual and as concrete as possible. No attempt is made to evaluate an employee in a quantitative manner.

II. Modern Appraisal Methods: - Modern methods of appraisal have been devised to bring about a balance between the task and the worker’s personality.

Management By Objective (MBO):- MBO is potentially a powerful philosophy of managing and an effective way for operationalising the evaluation process. It involves goal setting, giving the feedback and participation. All this enhances the performances. Employees are judged on the basis of achievement of targets, this method is largely applied to technical, professional, supervisory or executive, personnel and not to hourly paid workers, because their jobs are usually too restricted.

Assessment Center Method:- Under this method, many evaluators judge jointly, the employees performance in several simulated situations with the use of variety of criteria. The assessment is done situational exercises; these assessment centers generally measure interpersonal skills with aim of selecting for supervisory positions. The most important feature of this method is job related simulations.

Behaviorally Anchored Rating Scales (BARS):- This is done on a job to job basis and is specific for individual jobs. Multiple performance dimensions and unambiguous standard presenting good or poor performance levels on each

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“Performance Management System” undertaken at Shree Renuka Sugars Limited dimension are identified and the rating scale is developed. It is both timeconsuming and expensive.

OBJECTIVES OF PERFORMANCE APPRAISALS – This situation exists today in most organizations because of lack of understanding of the potential use of performance appraisal by everyone and improper designing of performance appraisal. The appraisal systems in most organizations are designed today to meet the following objectives:•

To control employee behaviour by using it as an instrument for rewards, punishments and threats.

To make decisions regarding the salary increase and promotions.

To place people to do the right kind of jobs.

To identify the training and developmental needs of the employees.

To help each employee to understand more about his role and become clear about his own functions and duties.

To help in preparing employees for performing higher level jobs by continuously reinforcing the development of behaviors and qualities required for higher level positions in the organization.

Providing legal defensibility for personal decisions

Improving the overall organizations performances.

Origin Of Performance Appraisal

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“Performance Management System” undertaken at Shree Renuka Sugars Limited There are many references to performance appraisal in America going back over hundred years. The federal Civil Services Commission’s merit rating system was in place in 1887. Lord and Taylor introduced performance appraisal in the year 1914. Many companies were influenced by Frederick Taylor’s “Scientific Management” efforts of the early 20 th century and a great importance was given to the concept of performance system so as to manage the performance of the employees. The Performance Appraisal form The design and construction of the form varies from one organization to another, five elements should appear in every performance appraisal form:1.

Organizational Core Competencies:- One of the hallmark of an up-to-date of performance management system is that it includes specific competencies that the organization expects all of its members to display. Competencies are the umbrella term that is used for all of the elements of performance that co-relate with superior job execution and are predictive of success in organizational life. The term competencies include behavior, skills, traits, technical knowledge, proficiencies, attributes and abilities.

2.

Job Family Competencies:- Although there may be hundreds of different job within one company, there are only a small numbers of job families. Eg. Managerial/Supervisory, Sales, Professional/Technical and operational all are job families.

3.

Key Job Responsibilities:- The competencies part of appraisal form focuses on how the persons go about the job-the skills and proficiencies. The key job responsibilities section of the appraisal form focuses more specially oon what the individual is expected to do. If the organization has well constructed job descriptions, these key responsibilities appear on each person’s job description. More frequently the language in job description is less specific than is useful for performance appraisal purposes. In this case, the manager and the individual

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“Performance Management System” undertaken at Shree Renuka Sugars Limited determine what the individual’s key responsibilities are during the performance planning discussion. 4.

Project and Goals:- These are the individual’s activities that are beyond the tasks and specific tasks and duties outlined on a job description.

5.

Major Achievements:- Every performance appraisal form should require the manager to identify the major accomplishments that the individual was responsible for over the course of the year. This section is frequently the place where the connection is made between the individual’s performance and the organization’s missions or vision or values.

How to have an effective Performance Management System? 1.

Active participation of the top level management.

2.

Establishing the criteria of an ideal system.

3.

Appointing an implementation team.

4.

Designing the form first.

5.

Building up of values and core competencies into the form.

6.

Ensuring ongoing communication.

7.

Training all the appraisers.

8.

Orienting all appraisers.

9.

Use of the result.

10.

Monitoring and revising the program as and when required.

Based upon the above criteria the performance management system should be established. The total management development experiences conventional classroombased appraiser training for manager requires between half day and sometimes even one full day. Although the objectives and content of the training vary depending on the structure of the organization. TITLE OF THE PROJECT

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“Performance Management System� undertaken at Shree Renuka Sugars Limited A Study on Performance Management System at Shree Renuka Sugars Ltd.

STATEMENT OF THE PROBLEM Managing the performance of the employees is one of the important roles for the efficient performance of any organization. The main area of concern is to address this issue of evaluating and managing the performance system in the organization. SCOPE THE STUDY The scope of survey is limited to the middle level employees working in Shree Renuka Sugars Ltd. OBJECTIVES OF THE STUDY 1.

To study the performance management system at Shree Renuka Sugars Ltd.

2.

The main concentration is to evaluate the performance appraisal format..

3.

To know the employees preferences of the criterias used for evaluating the performance, what is actually followed by the organization.

4.

To know the work environment prevailing in the organization.

DESIGN OF THE STUDY Research design of the study is nothing but the arrangement of data in such a manner that it gives the clear picture of the main purpose of collecting the data. The research design consists of the following NEED FOR THE STUDY

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“Performance Management System� undertaken at Shree Renuka Sugars Limited The employees are surveyed to know how the performance of the employees is managed through performance appraisal mode. The information is obtained through questionnaire and personal interview to understand the different views and suggestions. RESEARCH DESIGN Research Design is the specification of the whole procedure as to how the data is collected and analyzing the data necessary to help in identifying a problem. The main objective here is to obtain the accuracy and the expected value of the information associated with each level of accuracy is almost 100% true. SITUATIONAL ANALYSIS Performance Management System is one of the important factors in any organization. It involves managing all elements of the organizational process that affect how well employees perform. The performance management process may thus encompass goal setting, worker selection and placement, performance appraisal, compensation, training and development and career management-in other words all those parts of the HR process that affect how an employee performs. Here the main focus is given in performance appraisal system which plays a key role in managing the performance of the employees. Managing the performance helps in motivation, increments in salary, promotion etc.

RESEARCH METHODOLOGY SOURCES OF DATA COLLECTION: Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

PRIMARY DATA:- The primary source of data collected is from the respondents. Data is collected through questionnaire and personal interview. SECONDARY DATA:- The secondary data is collected through Company’s website and their annual reports. Research Approach: Survey Method Research Instrument: Questionnaires Sample Size: 50 Sampling Method: Frequency Distribution Data Analysis: Data is analyzed by using the SPSS software *NOTE – The survey is restricted to the middle level employees only.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

FINDINGS & ANALYSIS

I. KNOWLEDGE OF WORK & SKILL

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Frequency

Percent

Valid Percent Cumulative Percent

Good

17

34.0

34.0

34.0

Very Good

21

42.0

42.0

76.0

Exceptional

12

24.0

24.0

100.0

Total

50

100.0

100.0

Exceptional 24.0%

Good 34.0%

Very Good 42.0%

Interpretation :- From the above chart we can see out of the 50 employees, 24% says that the knowledge of work & skills required to perform the job is exceptional, 43% says that it is very good and the rest of them agree that it is good. INTEREST IN WORK/SINCERITY

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

Frequency

Percent

Valid Percent Cumulative Percent

Good

17

34.0

34.0

34.0

Very Good

24

48.0

48.0

82.0

Exceptional

9

18.0

18.0

100.0

Total

50

100.0

100.0

Exceptional 18.0% Good 34.0%

Very Good 48.0%

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation:- Regarding the interest in work or the sincerity level of the employee the highest percent is 48% who say its very good, 34% of the employees say its good and 18% thinks that it is exceptional. Employees are very sincere in performing their job to the fullest and also take their personal interest in performing the job allotted to them. PROBLEM SOLVING ABILITY Frequency

Percent

Average

5

10.0

Good

20

40.0

40.0

50.0

Very Good

20

40.0

40.0

90.0

Exceptional

5

10.0

10.0

100.0

Total

50

100.0

100.0

Exceptional 10.0%

Very Good 40.0%

Valid Percent Cumulative Percent 10.0 10.0

Average 10.0%

Good 40.0%

Interpretation :- The problem solving ability among the employee is very good as we can be seen in the above chart. 40% of the employees believe that its very good, 40% Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited says its good. But 10% of the employee thinks that the problem solving ability among the employee is average which amounts to 10%. TEAM WORK

Frequency

Percent

Average

6

12.0

Good

16

32.0

32.0

44.0

Very Good

19

38.0

38.0

82.0

Exceptional

9

18.0

18.0

100.0

Total

50

100.0

100.0

Exceptional 18.0%

Valid Percent Cumulative Percent 12.0 12.0

Average 12.0%

Good 32.0% Very Good 38.0%

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Interpretation :- The team work among the employee is very good which is also shown in the above diagram. We can see that 38% of the employee says that the team work is very good, 32% says that its good and only 12% says that it is average.

WILLINGNESS TO LEARN/ACCEPT NEW IDEAS

Frequency

Percent

Poor Average Good Very Good Exceptional

3 11 18 15 3

6.0 22.0 36.0 30.0 6.0

Total

50

100.0

Valid Percent Cumulative Percent 6.0 6.0 22.0 28.0 36.0 64.0 30.0 94.0 6.0 100.0 100.0

Exceptional 6.0% Very Good 30.0% Poor 6.0% Average 22.0%

Good 36.0%

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation :- From the chart we can interpret that the willingness to learn or accept new ideas is good. 30% says that its very good, 38% believe that its good, 6% says its exceptional. There are also some of the employee believe that its average which amounts to 22% and some thinks that its poor which is reflected by 6% in the above chart. CONDUCT/INTEGRITY/HONESTY Frequency

Percent

Valid Percent

Average Good Very Good Exceptional

9 15 16 10

18.0 30.0 32.0 20.0

18.0 30.0 32.0 20.0

Total

50

100.0

100.0

Exceptional 20.0%

Cumulative Percent 18.0 48.0 80.0 100.0

Average 18.0%

Good Very Good

30.0%

32.0%

Interpretation :- From the above chart we can see that the conduct/integrity/honest among the employee is very consistent.20% of the employee says that its exceptional, 32% of the employees says that its very good. There is also some small percent it 18% Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited which says its average. But in all what we can interpret that the employees code of conduct, integrity and honest is good. ATTENDANCE

Frequency

Percent

Valid Percent

Cumulative Percent

Poor

6

12.0

12.0

12.0

Average

20

40.0

40.0

52.0

Good

17

34.0

34.0

86.0

Very Good

7

14.0

14.0

100.0

Total

50

100.0

100.0

14.0%

12.0% Poor

Very Good

34.0% Good

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40.0% Average

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation:-From the above the chart we can say that the attendance is quite low which is shown by the response. Almost 52% of the employees think that the attendance rate is not good. Only 48% of them think that the attendance rate is good.

DISCIPLINE Frequency

Percent

Valid Percent Cumulative Percent

Poor Average Good Very Good

4 7 12 17

8.0 14.0 24.0 34.0

8.0 14.0 24.0 34.0

8.0 22.0 46.0 80.0

Exceptional

10

20.0

20.0

100.0

Total

50

100.0

100.0

Poor Exceptional 20.0%

8.0% Average 14.0%

Good Very Good

24.0%

34.0%

Interpretation:-Talking about the discipline level among the employee we see that they are much disciplined, same is reflected from the above chart. 20% say that the discipline Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited level is exceptional. 34% say that it is very good and 24% its good. There is a small amount of employee who believe that its average which is reflected by 14% and 8% believe it’s poor. In all we can say that the employee are more disciplined. II WORK ENVIRONMENT 1. Do you think that pressure groups are more powerful than individual employees?

Frequency

Percent

Valid Percent

Cumulative Percent

Yes

26

52.0

52.0

52.0

No

24

48.0

48.0

100.0

Total

50

100.0

100.0

No 48.0%

Yes 52.0%

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation:- From the above we can interpret that 52% of the employees believe that pressure groups are powerful that an individual employee whereas 48% say that individual employee is more powerful than the pressure group. 2. How would you like to take the decisions?

Frequency

Percent

Valid Percent Cumulative Percent

Group

29

58.0

58.0

58.0

Individual

21

42.0

42.0

100.0

Total

50

100.0

100.0

Individual 42.0%

Group 58.0%

Interpretation:- The employees believe that the decision which is taken in a group is more prominent than the decision taken on single handedly. To be exact 58% says that the decision taken by a group is more preferred than individual decision. Though 42% Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited believe that individual or personal decision making is what they prefer rather than group decision . 3. Do you like to develop personal relations with your colleagues & seniors? Frequency

Percent

Valid Percent

Cumulative Percent

Yes

27

54.0

54.0

54.0

No

23

46.0

46.0

100.0

Total

50

100.0

100.0

No 46.0%

Yes 54.0%

Interpretation:-From the above we can say that employee do believe in developing personal relation with their colleagues to have a better atmosphere in their work Babasabpatilfreepptmba.com

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“Performance Management System� undertaken at Shree Renuka Sugars Limited environment. 54% of them do say that they would prefer in developing personal with other employees but the other 48% believe in being more professional rather than interfering in others life. 4. Your success of failure in the organization largely depends on what?

Frequency

Percent

Valid Percent Cumulative Percent 24.0 24.0

With whom you work

12

24.0

Your capabilities

18

36.0

36.0

60.0

Your Behaviour

14

28.0

28.0

88.0

Your initiativeness Total .

6

12.0

12.0

100.0

50

100.0

100.0

Your initiativeness 12.0%

With whom you work

Whom w ith you w ork 24.0%

Your Behaviour 28.0%

Your capabilities 36.0%

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“Performance Management System” undertaken at Shree Renuka Sugars Limited Interpretation:- From the above chart we can interpret that the employees success or failure in the organization largely depends on one capabilities. 36% believe that one’s own capabilities matters a lot in obtaining the success/failure. Some employees say that the behaviour in the work place plays a significant role which constitutes to 28%. 5. Do you like working in a group/team?

Frequency

Percent

Valid Percent

Cumulative Percent

Yes

31

62.0

62.0

62.0

No

19

38.0

38.0

100.0

Total

50

100.0

100.0

No 38.0%

Yes 62.0%

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation:- Employees in Renuka Sugars prefer working in a group which is inferred from the response. 62% want to work in a group and the other 38% of the employees does not want in a group. We can infer from the above that many would prefer working in a group rather than on individual basis.

6. Are your ideas or suggestions are accepted by the senior or colleagues? Frequency

Percent

Valid Percent Cumulative Percent

Yes

39

78.0

78.0

78.0

No

11

22.0

22.0

100.0

Total

50

100.0

100.0

No 22.0%

Yes 78.0%

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Interpretation:-From the above chart we can say that the ideas or suggestions by the employees are accepted by their senior or colleagues, 78% agree that yes their ideas and suggestion are looked upon and also worked upon. Though 22% of the employees say that sometimes their ideas are not accepted by their seniors or colleagues. 7.

What do you expect from the organization?

Frequency

Percent

Valid Percent

Cumulative Percent

Recognition

12

24.0

24.0

24.0

Good Career

14

28.0

28.0

52.0

Promotion

17

34.0

34.0

86.0

Salary Total

7 50

14.0 100.0

14.0 100.0

100.0

Salary 14.0%

Recognition 24.0%

Promotion 34.0% Good Career 28.0%

Intrepretation :- The employees expectation from the organization is to get promotion which will automatically increase the salary and people will recognize them more easily. The same is represented by the above chart wherein 34% expect promotion, 28% expect a Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited good career, 24% wants recognition and the rest of them expect a good salary from the organization.

FINDINGS 

Employee’s knowledge of work & skills is very optimal. They do have the required skills to do their job as required by their employer.

The attendance is comparatively low which is hampering the performance of the organization as a whole.

From the survey it was found that the willingness to learn or accept new ideas is good, employees are flexible enough to take on the challenges. Though some of the employees are reluctant to cope up with the changes.

The employees are very much disciplined in their work environment. They give due importance to time. Self-discipline is what most of them believe in performing any job.

The problem solving ability is also very consistent among the employees.

Employee do feel that working in a group yields good result and some feel working as an individual helps not to the organization but also for themselves.

Most of the employees feel that the success/failure depends mainly on one’s own capabilities.

Employee’s expectation from the organization is to get promotion and some feel that for a good career in future they are working here.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

SUGGESTIONS

The company should conduct counseling sessions to the employees for the under performers so that their performance come to the par with the other employees.

Adequate training should be given to the employees as and when a change occurs in the work environment.

Performance appraisal should be conducted on regular basis so as to keep the record of performance of the employees. It will help in managing the performance and awarding the one who is performing well.

Employees should be given the information regarding the external world through seminars, workshops etc. It will help in facing the competitors in more prominent manner.

Employees should be given due increments and promotion on performing well so that it will serve as one of the criteria to perform well.

The mode of appraising an employee should be an unbiased one which will motive the employee to perform well. It will also help in reducing the labour turnover which is of great concern in today’s competitive world.

Employees should be encouraged to work as a team which will help in solving the crisis (if any) in a significant manner.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

LIMITATIONS

The questions asked to employees were answered hesitantly or sometimes it was completely.

There may be some possibility of errors as the respondents were biased towards some of the question which was asked to them.

Due to busy time schedule it was difficult to meet the employees.

Time constraint was another cause for not getting the information.

The study was just limited to Shree Renuka Sugars Limited.

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

CONCLUSION

It can be concluded that managing the performance of the employees is not a simple task. The performance management process involves lot many factors like goal setting, worker selection and placement, performance appraisal, compensation, training and development and career management-in other words all those parts of the HR process that affect how an employee performs. So it becomes very difficult to manage all these factors equally. But due consideration should be given so that all the resources are managed well to meet the organizational goals effectively and efficiently. Shree Renuka Sugars Ltd. is working hard on maintaining their performance management system which is an unbiased one so that the employees are motivated to work in an efficient manner and the bondings between the organization and the employees is enhanced.

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

BIBLIOGRAPHY Babasabpatilfreepptmba.com

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

BIBLIOGRAPHY •

Website:http://www.shreerenukasugars.com

Books Referred:Human Resource Management -By Gary Dessler Performance Appraisal Management -By S. Mufeed Ahmad

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“Performance Management System� undertaken at Shree Renuka Sugars Limited

ANNEXURE

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“Performance Management System” undertaken at Shree Renuka Sugars Limited

QUESTIONNAIRE

I.

Rate the job competency level of the employees accordingly :-

Exceptional - 5, Very Good – 4, Good -3, Average -2, Poor - 1 Criteria

Exceptional

Very Good

Good

Average

Poor

Knowledge of Work & Skill Interest in Work/ Sincerity Problem Solving Ability Team Work

Willingness to learn/accept new ideas Conduct/ Integrity/Honesty

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Attendance

Discipline

II. Work Environment

1)

Do you think that pressure groups are more powerful than individual employees? a) Yes

2)

How would you like to take your decisions? a) Group

3)

5)

a) With whom you work

b) Your capabilities

c) Your behaviour

d) Your initiativeness

Do you want to work in group or team? b) No

Your ideas or suggestions are accepted by the senior or colleagues? a) Yes

7)

b) No

Your success or failure in the organization largely depends on what?

a) Yes 6)

b) Individual

Do you want to develop personal relations with your colleagues & seniors? a) Yes

4)

b) No

b) No

What do you expect from the organization? a) Recognition

b) Good Career

c) Promotion

d) Salary

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“Performance Management System� undertaken at Shree Renuka Sugars Limited Suggestions or Comments ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

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A Project Report on entitled Performance Management System at Shree Renuka Sugars Limited  
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