CHAPTER I

INTRODUCTION
1.1 INDUSTRY PROFILE
Unimech Industries have three units and with strong commitment towards
customer satisfaction, the company has been exercising quality and technology at the
core levels to achieve it since the inception. They act as a provider for the demands of
todays application. The industry is well equipped with latest equipments and
inspection facilities to ensure quality at every stage.
Auto mobile self-propelled vehicle used primarily on public roads
but adaptable to other surfaces. Automobiles changed the world 20 t h
century particularly in the United States and other industrialized nations.
From the growth of the development of elaborate road and highway
systems. Manufacture, sale and servicing of automobiles have become key
elements of economies. But along with greater mobility and job creation.
The automobile has brought noise and air pollution and automobile
accidents rank among the leading causes of death and injury throughout the
world. But for better or worse the 1900s can be called the age of
automobile and cars will no doubt continue to shape our culture and
economy well into the 21 st century. Automobiles are classified by size,
style, number of doors and intended use. The typical automobile also called
a car, auto, motor car and passenger car has four wheels and can carry up to
six people, including a driver. Larger vehicles designed to carry more
passengers are called vans, minivans, omnibuses or buses.
Carry cargo are called pickups or trucks depending on their size and
design. Minivans are van-style vehicles built on a passenger car frame that
can usually carry up to eight passengers.
Sport-utility vehicles also known as SUVs are more rugged than passenger
cars and are designed for driving in mud or snow.
.

CHAPTER II
OVERVIEW OF THE ORGANIZATION
2.1 COMPANY PROFILE
Unimech Industries Pvt ltd, an ISO 9001:2000 certified company is a
part of the Universal Radiators Group of companies. Universal Radiators is the single
largest fully integrated manufacturer of radiators assemblies and oil coolers from India.
Unimech Industries was incorporated in the year 1978 and it is located at pollachi road
malumichampatti (p.o) Coimbatore-21. The process taking place in the company is the
manufacturing and machining of automobile components.
The objective of the company is to manufacturer and supply quality components to
the customers in the engineering industries both domestic and international. The
company at present is manufacturing and supplying components to tractors,
commercial vehicles, earth moving equipments and general engineering section of the
Industry, The company has a vast experience in machine casting made of GREY
IRON, SPHERODIAL GRAPHITE IRON, CARBON IRON STEEL. They also have
machines steel forgings and aluminum components. A combination of CNC machines
are used for processing the components.
The company is sourcing casting from reputed ISO 9000: QS 9000 certified
foundries in India. The casting sources vary from 30 kg to 500 kg in weights.
The company is having a team of personnel who focus their attention in meeting the
customer requirements through continual improvement of systems , processes and
personnel to achieve customer satisfaction . The company is practicing quality systems
in accordance with ISO requirements and is an ISO 9001:2000 certified company by
M/s Under Writer laboratories DQS Inc. Management system solutions (UL DQS Inc).
the company also has accreditations of ANSI-RAB and UKAS Quality management.
sUNIT I
About 18000 sq. ft. of machine shop are connected power load of 700kw/200kva with
development facility for making jig and fixtures and experienced staffs, workers for
product up gradation.

UNIT III
The company also has an extended machine shop with floor area of 25000 sq. ft. with
machine tools like heavy duty vertical turret lathe, 6 axis CNC (computer numerical
control) horizontal boring machines to enable us to machine a variety of intricate
casting, more machinery will be added on continual basis.
UNIT II
About 12000 sq. ft. of machine shop area equipped with precision machines with
adequate material handling equipments for machining heavy components. The latest
machine tools include imported and indigenous like CNC lathe, CNC vertical turret
lathe, vertical machining centers etc.., they also have a battery of milling machines and
radial drilling machines.

CHAPTER - III
FUNCTIONAL DEPARTMENTS
3.1 PRODUCTION DEPARTMENT
Sridhar is the in-charge of production department. There are 24 operators
and 30 helpers working in production department. Workers are remanufacturing the
informal transmission case into formal transmission case.
NAME OF OPERATION

1ST Turning (1 to 2 hours)

2nd Turning (4 to 5 hours)
Drilling
Milling
Taping

TYPES OF MACHINE

Horizontal Turning center

Vertical Turning center
Vertical Milling Center
Horizontal Milling center
Radial Drilling
Milling

PARTS OF MACHINING

Axle Housing group

a.
b.
c.
d.
e.

IDB Housing group

OIB Housing group
Challenger Housing group
Shorter Housing group
Spindle

DECISION BEFORE PRODUCTION PROCESS

Make or Buy decision

Manpower Management
4

Business Value
PROCEDURE FOR PROCESS PLANNING

Review drawings & customer requirements

Analyze requirements with available capacity

Approval from management & customer

Prepare draft process sheet

Sample production

PRODUCTION PROCESS
CUSTOMER REQUIREMENTS
NUMBER OF COMPONENTS COSTING
PURCHASING FROM STORES
PUTTING THE COMPONENT NUMBER
MILLING
DRILLING
BORING
WHOLE TAPPING
EXTRA MATERIAL GRINDING OR ASSEMBLING
FINAL INSPECTION

PACKING AND DESPATCHING

REFERENCES
ISO 9001:2008 Quality management system requirement clause 7.5% quality system
manual
RESPONSIBILITIES
Works manager production /reengineer is responsible for execution and
implementation of work.

DETAILS
This procedure will help us to produce quality product & satisfy the customer in the
following ways
-understanding the customer drawing requirements
-fabrication of tooling to utilize the capacity of available resources, quality
components and better productivity.
-Analysis of effects and problems through team work
-continuously reviewing for tool adequacy

3.2 QUALITY CONTROL DEPARTMENT

Kumarasamy is head in-charge of quality control department. There are 14
workers in quality control department. Quality control department got certification for
high quality from
ISO and SELF CERTIFICATION. Each worker has inspecting 20 Centre housing per
day.

Quality manager

Calibration(2 inspectors)

inward

3
Inspector

In
process

1
Inspector

Final (1 inspector)

5 workers
QUALITY POLICY
We commit to maintain our position as a high quality component manufacturers .we
still

strive to achieve complete customer satisfaction. We commit on continual

improvement of personnel, processes and systems towards achieving customer

satisfaction.

QUALITY DEPARTMENT OBJECTIVES

To reduce customer complaints by 30% on a continual basis.

To improve customer satisfaction with respect to quality below 500BPM

rejection to meet customer requirement on continual basis.

To reduce percentage of defects below 0.5% on continually in production of

products.

Continually improving process capability through SPC study.

3.3 HUMAN RESOURCE DEPARTMENT

CATEGORIES OF EMPLOYEES
1. Permanent workers and staffs
2. Casual workers
3. Contract employees
4. Trainee workers
ACTIVITIES OF HR DEPARTMENT
Hrm
Personnel management
Industry relations
Statutory & non-statutory welfare
HRM
-Training and development
-development of individuals
PERSONNEL MANAGEMENT
-Recruitment
9

-Retention
-Retirement
INDUSTRY RELATIONS
-Disciplinary actions
-Grievance handling
Settlements
Bipartite settlement-18(1)
Tripartite settlement -12(3)
-Negotiation & conciliation.
STATUTORY AND NON STATUTORY WELFARE
-Employee state insurance (ESI)
-Provident fund
-Pension scheme
-Gratuity
-Canteen
-Restroom
-First aid
-conservancy separate for staff and workers
NON-STATUTORY WELFARE
-Medical facilities for family members
-Recreational facilities
-Retirement parties
-Housing facilities
-Transport facilities
EMPLOYEE PROTECTION AND WELFARE
FACTORIES ACT
Health, safety, welfare
10

PAYMENT OF WAGES ACT

Sec 3- responsibility for payment of wages
Sec 4- fixation of wage periods
Sec 5- time of payment of wages
EMPLOYEE PROVIDENT FUND ACT-1952
-Administration
-benefits
-source of fund
8.33% of basic wages, dearness allowance and retaining allowance 10% contribution
for the employer.
PAYMENT OF GRATUITY ACT, 1972
Termination of his employment continuous service not less than 5 years
-on his super annuation
-on his retirement or resignation
-on his death or disablement
ESI ACT-1948
-Purpose
-Administration
-Benefits
- Medical
- Sickness
- Maternity
- Disablement
- Dependents
- Funeral
SOURCES OF FUNDS AND SALARY OF EMPLOYEES#
Received from employers & employees state insurance various grants,
donations, gifts

received from central or state government, local authorities and

individuals. Employers contribution rate is 5% of the wage bill and employees

contributions is 2.25%.
11

EMPLOYEE CONTRIBUTION -3.67%

EMPLOYER CONTRIBUTION-8.33% CONTRIBUTING TO ESI.
Then casual leave (20 days)-1 day leave. Providing loan for workers RS 5000 and staff
RS 15000 without interest. Incentives given to employees on the basis of production.
EMPLOYEES TRAINING (YEARLY 5 DAYS)
-Technical knowledge, qualification, knowledge ,experience.(employees recruiting
basis). For each and every employee uniform will be provided. Provident fund (PF)
will be as 12%.
Shift basis for employee (8.30am-4.30pm), (4.30pm-12.30am)(1.30 am-8.00am).
SALARY OF EMPLOYEES LEVEL
Wages per day RS 200
Maximum amount is RS 11,000 for employees.

CHAPTER IV
4.1 ABOUT THE STUDY
Employee engagement, also called worker engagement, is a business
management concept. An "engaged employee" is one who is fully involved in,
and enthusiastic about their work, and thus will act in a way that furthers
their organization's interests. Employee engagement, also called worker
engagement, is a business management concept. An "engaged employee" is
one who is fully involved in, and enthusiastic about their work, and thus will
act in a way that furthers their organization's interests. Engaged employees care
about the future of the company and are willing to invest discretionary
effort. Engaged employees feel a strong emotional bond to the organization that
employs them, which results in higher retention levels and productivity levels
and lower absenteeism. Only 31% of employees are actively engaged in their
12

jobs. These employees work with passion and feel a profound connection to
their company. People that are actively engaged help move the organization
forward. 88% of highly engaged employees believe they can positively impact
quality of their organization's products, compared with only 38% of the
disengaged. . Questions can relate to rates of pay, work responsibilities, variety
of tasks, promotional opportunities, the work itself, and co-workers. Some
examinations present yes-or-no questions while others ask to rate satisfaction
using a 1-to-5 scale, where 1 represents "not at all satisfied" and 5 represents
"extremely satisfied.

4.2 REVIEW OF LITERATURE

One of the most influential studies of engagement was carried out by Kahn (1990).
Conceptually, Kahn began with the work of Goff man (1961) who proposed that,
people
Attachment and detachment to their role varies (Kahn 1990:694). However, Kahn
argued
Coffmans work focused on fleeting face-to-face encounters, while a different concept
was
Needed to fit organizational life, which is ongoing, emotionally charged, and
psychologically
Complex (Diamond and Alcon 1985).
To gain further understanding of the varying levels of attachment individuals expressed
Towards their roles, Kahn (1990) examined several disciplines. It was found that
psychologists
(Freud 1922), sociologists (Coffman 1961, Merton 1957) and group theorists (Slater
1966,
Smith and Berg 1987) had all recognized the idea that individuals are naturally hesitant
about
Being members of ongoing groups and systems. As a result they seek to protect
themselves
From both isolation and engulfment by alternately pulling away from and moving
towards
13

Their memberships (Kahn 1990). The terms Kahn (1990) uses to describe these
calibrations
are personal engagement and personal disengagement, which refer to the behaviors
by
Which people bring in or leave out their personal selves during work role
performances
(Kahn 1990:694). These terms developed by Kahn (1990) integrate previous ideas
taken from
Motivation theories that people need self-expression and self-employment in their
work lives
As a matter of course (Alderfer 1972, Maslow 1954).
Kahn undertook a qualitative study on the psychological conditions of personal
engagement
And disengagement by interviewing summer camp counselors and staff at an
architecture firm
About their moments of engagement and disengagement at work. He defined
disengagement
As the decoupling of the self within the role, involving the individual withdrawing and
5
Defending themselves during role performances (May et al 2004). Disengaged
employees
Displayed incomplete role performances and were effortless, automatic or robotic
(Kahn
1990). Kahn found that there were three psychological conditions related with
engagement or
Disengagement at work: meaningfulness, safety, and availability. He argued that
people asked
Themselves three fundamental questions in each role situation: (i) How meaningful is
it for me
To bring myself into this performance; (ii) how safe is it to do so? And (iii) How
available am
I to do so? He found that workers were more engaged at work in situations that offered
them

14

More psychological meaningfulness and psychological safety, and when they were
more
Psychologically available.
In the only study to empirically test Kahns (1990) model, May et al (2004) found that
Meaningfulness, safety, and availability were significantly related to engagement. They
also
Found job enrichment and role fit to be positive predictors of meaningfulness;
rewarding and supportive supervisor relations were positive predictors of safety, while
adherence
To co-worker norms and self-consciousness were negative predictors. Resources were
a
Positive predictor of psychological availability, while participation in outside activities
was a
Negative predictor. Overall, meaningfulness was found to have the strongest relation to
Different employee outcomes in terms of engagement.
An alternative model of engagement comes from the burnout literature, which
describes job
Engagement as the positive antithesis of burnout, noting that burnout involves the
erosion of
Engagement with ones job (Maslach et al 2001). According to Maslach et al, six areas
of
Work-life lead to either burnout or engagement: workload, control, rewards and
recognition,
Community and social support, perceived fairness and values. They argue that job
engagement
Is associated with a sustainable workload, feelings of choice and control, appropriate
Recognition and reward, a supportive work community, fairness and justice, and
meaningful
And valued work. Like burnout, engagement is expected to mediate the link between
these six
work-life factors and various work outcomes. May ET alls (2004) findings support
Maslach et
Alls (2001) notion of meaningful and valued work being associated with engagement,
and
15

Therefore it is important to consider the concept of meaning.

According to Holbeche and Springett (2003), peoples perceptions of meaning with
regard
To the workplace are clearly linked to their levels of engagement and, ultimately, their
Performance. They argue that employees actively seek meaning through their work
and,
Unless organizations try to provide a sense of meaning, employees are likely to quit.
The
Research findings suggest that many people experience a greater search for meaning in
the
Workplace (70 per cent) than in life in general (ibid). There are numerous possible
reasons for
This, for example, it may be because people generally spend longer at work than on
other parts
Of their lives. Holbeche and Springett (2003) argue that high levels of engagement can
only be
achieved in workplaces where there is a shared sense of destiny and purpose that
connects
People at an emotional level and raises their personal aspirations.
Kahns (1990) and Maslach et alls (2001) models indicate the psychological
conditions or
Antecedents that are necessary for engagement, but they do not fully explain why
individuals
Will respond to these conditions with varying degrees of engagement. According to
Saks
(2006), a stronger theoretical rationale for explaining employee engagement can be
found in
social exchange theory (SET). SET argues that obligations are generated through a
series of
Interactions between parties who are in a state of reciprocal interdependence. A basic
principle of SET is that relationships evolve over time into trusting, loyal, and mutual
commitments as long as the parties abide by certain rules of exchange (Cropanzano
and

16

Mitchell 2005). Such rules tend to involve reciprocity or repayment rules, so that the
actions
Of one party lead to a response or actions by the other party. For example, when
individuals
Receive economic and socio-emotional resources from their organisation, they feel
obliged to
Respond in kind and repay the organisation (ibid). This is consistent with Robinson et
alls
(2004) description of engagement as a two-way relationship between the employer and
Employee.
4.3 RESEARCH METHODOLY
OBJECTIVES OF THE STUDY
In this study an attempt has been made to examine the welfare measures offered by
Unimech industries to its employees and its impact on Employee Engagement. The
specific objectives of the study are
1. To assess the welfare measures adopted by Unimech Industries
2. To assess the employee satisfaction with regard to welfare activities.
3. To make suitable suggestions and recommendations with a view to improve the
existing welfare measures.

SCOPE OF THE STUDY

The scope of the study is o understand the present value measures

adopted in the organization and how unimech industries can enhance

the performance of employees by adopting better welfare measures.

The study is extended only to the respondents working in UNIT, at
Malumichampatti. It does not cover all the employees working in
Unimech Industries .The welfare measures studied includes both
statutory and non-statutory measures and mutual welfare measures.

17

LIMITATIONS OF THE STUDY

The limitations in this study are
1. The research cannot be generalized because findings are relevant to Unimech
Industries Pvt Ltd
2. Details regarding monetary remuneration by the respondents may not be
accurate.
3. The respondents were not very interested in filling the scheduled.

MEANING OF RESEARCH
Research simply a search for facts answers to questions and solutions to problems.
It is a purposive investigation.

RESEARCH DESIGN
A research design is the program that guides the investigator in the process of
collecting, analyzing and interpreting observations.
It provides a systematic plan of investigation conceived .so as to obtain answers to
research questions. The plan is overall scheme of program of research. The researcher
used descriptive research in this project.

The descriptive studies and research are the once that aim at describing accurately the
characteristics of a group, community or people.
Descriptive research includes survey and fact finding enquires and different kinds. The
main purpose of description of the state of affairs as it exists at present.
RESEARCH METHOD:
In this project, questionnaire method has been used by the researcher. This
method consists of a number of questions are printed in a definite form or set of form
pretested well designed questionnaire was administered to 50 respondents. All the
questions are constructed with multi choice questions.
18

COLLECTION OF DATA:
1. PRIMARY DATA
Primary data are collected from the respondent from well-structured using
questionnaire.
2. SECONDARY DATA
Secondary data are those which have already been collected by someone
else which have already been passed through the statistical process. Secondary
data are collected from through website and books.
SAMPLING DESIGN:
It is a plan for drawing a sample from a population. Sampling is the process of
drawing a sample from a larger population universe.
SAMPLING METHOD:
For this study convenience sampling method is adopted. Convenience sampling
means selecting sample units in a just hit and miss fashion .i e interview people whom
we happen to meet. This sampling also means selecting whatever sampling units are
conveniently available. This is the cheapest method and simplest method. It does not
require a list of population.

SAMPLING SIZE:
This refers to the number of respondents whose are selected from the universe
constitute a sample for the study. Sample size for this study is 50 respondents. From
convenience sampling method.
SAMPLING AREA:
Sampling area for the research study in Coimbatore.

19

PERIOD OF THE STUDY:

The period of the study is 1 month.
STATISTICAL TOOLS APPLIED:
Simple percentage analysis

4.4 ANALYSIS AND INTERPRETATION

TABLE: 4.4.1 Respondents of gender

Valid

Cumulative

Frequency

Percentage Percentage

Percentage

Male

48

96.0

96.0

96.0

Female

4.0

4.0

100.0

Total

50

100.0

100.0

20

CHART

4.4.1 Respondents of gender

INTERPRETATION: The above table indicates that 96% of the respondents are male
and
4% of the respondents are female.

TABLE 4.4.2 Respondents of educational qualification

21

S.no
1.
2.
3.
4.
5.
6.
7.

Education Qualification
ITI
Diploma
UG
PG
10th
HSC
Others

Percentage
16%
28%
12%
8%
12%
12%
12%

Qualification Of Respondents
30%
25%
20%
Percentage 15%
10%
5%
0%

ITI Diploma UG

PG

10th

HSC others

INTERPRETATION: The above table indicates that 12% of the respondents are
degree,
28% of the respondents are diploma, 8% of the respondents
are
PG and 16% of the respondents are ITI.

22

S.no
1
2
3
4

Age
20 - 30 Age
31 - 40 Age
41 - 50 Age
above 51 Age

Percentage
52%
24%
16%
8%

TABLE 4.4.3 Respondents of educational qualification

AGE OF RESPONDENT
60%
50%
40%
30%
Percentage

20%
10%
0%

INTERPRETATION: The above table indicates that 52% of the respondents are in age
of
20-30, 24% of the respondents are in age of 31-40, 16% of
The respondents are in age of 41-50 and 8% of the
respondents are
in age above 51.

23

S.no

Number of year of
service
0 - 5 Years
6 - 10 Years
11 - 15 Years
above 16 Years

1
2
3
4

Percentage
36%
40%
12%
12%

TABLE 4.4.4 Respondents of years of service

Year Of Service
45%
40%
35%
30%
25%
20%
15%
Percentage 10%
5%
0%

24

S.no
Opinion
Percentage
1
Agree
76%
2
Strongly Agree
24%
INTERPRETATION: The above table indicates that 36% of the respondents are 0-5
years
Of service, 40% of the respondents are 6-10 years of service,
12% of
the respondents are above 16 years and 12% of the
respondents are
11-15 years of service.

TABLE 4.4.5 Respondents of understanding of mission

Understanding Of Mission
60%
50%
40%
Percentage 30%
20%
10%
0%

Agree

25

Strongly Agree

S.no
1
2
3

Opinion
Agree
Strongly Agree
Disagree

Percentage
68%
20%
12%

INTERPRETATION: The above table indicates that 76% of the respondents are agree
and 24% of the respondents are strongly agree.

TABLE 4.4.6 Respondents of Work challenging

26

Is Work Challenging,Rewarding
80%
70%
60%
50%
Percentage 40%
30%
20%
10%
0%

Agree

Strongly Agree

Disagree

INTERPRETATION: The above table indicates that 68% of the respondents are agree,
12%
of the respondents are Disagree and 20% of the respondents
are
strongly agree.

27

Respondents of

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Dis Agree
Strongly
Disagree

Percentage
56%
32%
8%
4%

TABLE 4.4.7
personal satisfaction

Personal Satisfaction
60%
50%
40%
30%
Percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 56% of the respondents are agree,
8% of the respondent disagree, 32% of the
respondents are strongly agree, and 4% strongly disagree

28

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Dis Agree
Strongly
Disagree

Percentage
68%
16%
8%
8%

TABLE 4.4.8 Respondents of Organisation policy For Promotions

Organisation policy For Promotions

80%
70%
60%
50%
40%
Percentage 30%
20%
10%
0%

INTERPRETATION: The above table indicates that 68% of the respondents are agree,
8% of the respondent disagree, 16% of the
29

strongly
disagree

agree,

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Dis Agree
Strongly Disagree

Percentage
64%
16%
16%
4%

respondents are
and 8% strongly

TABLE 4.4.9 Respondents of Receiving Recognition For Good Work

Receive Recognition For Good Work

70%
60%
50%
40%
Percentage

30%
20%
10%
0%

30

S.no
1
2
3
4

Opinion
Percentage
Agree
56%
Strongly Agree
24%
Dis Agree
16%
Strongly
4%
Disagree
INTERPRETATION: The above table indicates that 64% of the respondents are agree,
16% of the respondent disagree, 16% of the
respondents are strongly agree, and 4% strongly disagree

TABLE 4.4.10 Respondents of People Cooperative at work

31

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Dis Agree
Strongly Disagree

Percentage
56%
24%
12%
8%

People Are Cooperative To work

60%
50%
40%
30%
Percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 56% of the respondents are agree,
16% of the respondent disagree, 24% of the
respondents are strongly agree, and 4% strongly disagree

TABLE 4.4.11 Respondents of superiors actions

32

Supervisor Tells What is Expected

60%
50%
40%
30%
Percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 56% of the respondents are agree,
12% of the respondent disagree, 24% of the
Respondents are strongly agree, and 8% strongly disagree

TABLE 4.4.12 Respondents Encouraged Learning from Mistakes

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Dis Agree
Strongly
Disagree
33

Percentage
48%
32%
16%
4%

Encouraged To Learn From Mistakes

60%
50%
40%
30%
Percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 48% of the respondents are
agree,
16% of the respondent disagree, 32% of the
respondents are strongly agree, and 4% strongly disagree

TABLE 4.4.13 Respondents Contributes To Organisation Success

S.no
1
2

Opinion
Agree
Strongly Agree
34

Percentage
52%
32%

S.no
1
2
3
4

Opinion
Agree
Strongly Agree
Disagree
Strongly
Disagree

Percentage
40%
36%3
20%4
4%

Dis Agree
Strongly Disagree

12%
4%

Work Contributes To Organisation Sucess

60%
50%
40%
30%
Percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 52% of the respondents are agree,
12% of the respondent disagree, 32% of the
respondents are strongly agree, and 4% strongly disagree

TABLE 4.4.14 Respondents Contribution toward team work

35

Team Work In Organisation

45%
40%
35%
30%
25%
20%
Percentage 15%
10%
5%
0%

INTERPRETATION: The above table indicates that 40% of the respondents are agree,
20% of the respondent disagree, 36% of the
respondents are strongly agree, and 4% strongly disagree

TABLE 4.4.15 Respondents opinion about performance evaluations

36

S.no

Opinion

Percentage

Agree

44%

Strongly Agree

28%

Disagree

16%

Strongly Disagree

12%

Employee Performannce Evaluation

50%
45%
40%
35%
30%
25%
20%
Percentage
15%
10%
5%
0%

INTERPRETATION: The above table indicates that 44% of the respondents are agree,
12% of the respondent disagree, 28% of the
respondents are strongly agree, and 12% strongly disagree

37

TABLE 4.4.16 Respondents Work and life balance

S.no

Opinion

Percentage

Agree

44%

Strongly Agree

28%

Disagree

16%

Strongly
Disagree

12%

Balance Between Work And Personal Life

50%
45%
40%
35%
30%
25%
20%
Percentage
15%
10%
5%
0%

INTERPRETATION: The above table indicates that 44% of the respondents are agree,
16% of the respondent disagree, 28% of the
respondents are strongly agree, and 12% strongly disagree

38

TABLE 4.4.17 Respondents opinion about work given

S.no

Opinion

Percentage

Agree

52%

Strongly Agree

28%

Disagree

8%

Strongly Disagree

12%

Amount Of Work Given IS Reasonable

60%
50%
40%
30%
percentage 20%
10%
0%

INTERPRETATION: The above table indicates that 52% of the respondents are agree,
8% of the respondent disagree, 28% of the
respondents are strongly agree, and 12% strongly disagree

39

S.no

Opinion

Percentage

Agree

56%

Strongly Agree

32%

Disagree

12%

TABLE 4.4.18 Respondents Opportunities for Professional Growth

Opportunities For Professional Growth

60%
50%
40%
percentage 30%
20%
10%
0%

Agree

Strongly Agree

40

Disagree

INTERPRETATION: The above table indicates that 56% of the respondents are
agree,
12% of the respondent disagree, 32% of the
respondents are strongly agree,

TABLE 4.4.19 Respondents opinion about overall satisfaction

S.no

Opinion

Percentage

Agree

56%

Strongly Agree

32%

Disagree

12%

Overall Satisfaction
60%
50%
40%

Percentage

30%
20%
10%
0%
Agree

Strongly Agree

41

Disagree

INTERPRETATION: The above table indicates that 56% of the respondents are agree,
12% of the respondent disagree, 32% of the
respondents are strongly agree.

4.5 FINDINGS

Mostly 96% of the respondents are male and 4% of the respondents are

female
12% of the respondents are degree,28% of the respondents are diploma,

8% of the respondents are PG and 16% of the respondents are ITI.

Majority 52% of the respondents are in age of
20-30, 24% of the
respondents are in age of 31-40, 16% of the respondents are in age of 41-

50 and 8% of the respondents are in age above 51.

76% of the respondents are agreeing and 24% of the respondents are

strongly agree in understanding Mission and Vision.

56% of the respondents are agree, 8% of the respondent disagree, 32% of
the respondents are strongly agree, and 4% strongly disagree that they are

personally satisfied.
40% of the respondents are agree, 20% of the respondent disagree, 36% of
the respondents are strongly agree, and 4% strongly disagree that there are
Team

Work in organization.
78% of the respondents are giving their opinion on decision making.
80% of the respondents are spending their time with their family.
From the 100%, 68% of the respondents are satisfaction of salary.
94% of the respondents are taken their counseling by the organization.
56% of the respondents are agree,12% of the respondent disagree, 32% of
the respondents are strongly agree that they are Personally Satisfied.

42

4.6 SUGGESTIONS
Improve the welfare facilities of every employee and Company

want to provide training for each and every employees

Improve the good communication between one department to

another department,
Provide transport facilities for each employee.
Company wants to increase the monetary benefits for low level
employees.

43

CHAPTER V
5.1 CONCLUSION
Through this training by various works performed in the factory are
understood. We can easily know the functions of the management and how they solve
their problems. All the works are performed well and records are well maintained. And
the above said suggestions are recommended by the trainees and the workers and also
contribute their skills to the optimum to improve the production of the company.
Through this training lot of information and knowledge about working
conditions of the concern have been gained. It is very helpful for the trainees career
development.

44

A STUDY ON EMPLOYEE ENGAGEMENT IN

UNIMECH INDUSTRIES PVT LTD.
Employee Engagement Questionnaire

PERSONAL DATA:
a) Name (optional):
b) Age:
c) Gender
Male
Female
d) Department:
e) Number of years of service
1-5 Years
6-10 Years
years

11-15 Years

above 16

Fresh graduate
f) Educational Qualification
ITI
Diploma

UG

PG

10th
HSC

Others
Q1. Do you have a good understanding of the mission and goals of this organization?
Agree
Disagree

Strongly Agree

Disagree
45

Strongly

Q2. Is your work challenging, stimulating, and rewarding

Agree
Strongly Agree
Disagree

Strongly Disagree

Q3. Does doing your job well give you a sense of personal satisfaction?
Agree
Strongly Agree
Disagree
Strongly Disagree
Q4. Are the organization's policies for promotion and advancement always fair?
Agree
Strongly Agree
Disagree
Strongly
Disagree
Q5. Do you regularly receive recognition/praise for doing good work?
Agree
Strongly Agree
Disagree
Strongly
Disagree
Q6. Are the people here pleasant and co-operative to work with you?
Agree
Strongly Agree
Disagree
Strongly
Disagree
Q7. Does your supervisor help you know what is expected from you?
Agree
Strongly Agree
Disagree
Q8. Are you encouraged to learn from your mistakes?
Agree

Strongly Agree

Strongly Disagree

Disagree

Strongly Disagree

Q9. Do you understand how your work directly contributes to the overall success of
the organization?
Agree

Strongly Agree

Disagree

Strongly Disagree

Q10. Is Teamwork encouraged and practiced in this organization.

Agree

Strongly Agree

Disagree

Strongly Disagree

Q11. Are Employee performance evaluations fair and appropriate?

Agree

Strongly Agree

Disagree

Strongly Disagree

Q12. Is the environment supportive for a balance between work and personal life?
Agree

Strongly Agree

Disagree

Q13. Is the amount of work you are asked to do is reasonable?

46

Strongly Disagree

Agree

Strongly Agree

Disagree

Strongly Disagree

Q14. Do you have adequate opportunities for professional growth in this organization?
Agree

Strongly Agree

Disagree

Strongly Disagree

Q15. Overall, are you extremely satisfied with your job?

Agree

Strongly Agree

Disagree

Strongly Disagree

BIBILOGRAPHY

www.gbophb.org
www.scribd.com
www.unimechindustries.com
http://www.eindiabusiness.com/company/278255/unimech-industries-pvt-

ltd.html
http://www.indianexporters.com/UNIMECH-INDUSTRIES-PVT-LTD-com555649639.html

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