UGC NET/JRF EXAM, DECEMBER-2023 Labour and Social Welfare

The principles of labour welfare include the Principle of Social Responsibility of Industry, Principle of Re-personalization, and Principle of Totality of Welfare, but not the Principle of Public Relation or the Principle of Trusteeship in the traditional sense.

The Principle of Public Relation is not a recognized principle of labour welfare as labour welfare focuses more on improving the well-being of workers rather than enhancing public relations.

Welfare activities are typically oriented towards the workers' health, efficiency, and general well-being, rather than being aimed at improving the organization's image or its relations with the public or stakeholders.

Section 44 of the Factories Act, 1948, which relates to the provision of washing facilities, and Section 12 of the Plantation Labour Act, 1951, concerning the welfare of workers but not specifically mandating canteens, are the correct sections not included under statutory welfare measures pertaining to canteen facilities.

Section 46 of the Factories Act, 1948, Section 11 of the Plantation Labour Act, 1951, and Section 16 of the Contract Labour (Regulation and Abolition) Act, 1970, all specifically require the provision of canteens in certain conditions and types of establishments.

These provisions ensure that workers have access to proper dining facilities, which is an important part of maintaining health and welfare on site. The sections cited in option B correctly identify the statutory requirements that do not pertain directly to canteen facilities, instead addressing other welfare measures or facilities.

Theories of labour welfare typically include the Police Theory, the Philanthropic Theory, the Theory of Efficiency, and others which explain why welfare measures are necessary and beneficial from different perspectives.

However, the Theory of Adequacy of Wage and the Theory of Efficiency, while related to labour welfare, are not themselves labelled as distinct theories of welfare. Instead, they are aspects or considerations within broader welfare frameworks.

The Adequacy of Wage concerns ensuring that workers are paid enough to meet their basic needs, which is a principle underpinning many welfare theories but is not a theory in itself.

The wage-goods strategy of development was prominently propounded by economists C.N. Vakil and P.R. Brahmananda. This strategy emphasizes the importance of increasing the production of wage goods (goods consumed by the working class) as a means to stimulate economic growth.

According to this theory, enhancing the availability of wage goods leads to higher real wages, increased consumption, and thereby stimulates overall economic activity.

This approach is particularly relevant in developing economies where consumption is often limited by low income and insufficient production of basic goods.

The economic causes of migration typically include factors like better employment opportunities, higher wages, and the attraction of better facilities and infrastructure. These factors drive individuals to relocate in search of improved economic prospects and living conditions.

Marriage and social discrimination are not categorized as economic causes; they fall under social or personal reasons for migration. Economic motivations are generally rooted in the search for a better standard of living, which can be directly linked to employment conditions, income levels, and the quality of life that a particular location offers.

The sequence of evolution of management concepts from earliest to latest should begin with Time and Motion Study, initiated by Frederick Taylor in the early 20th century to improve industrial efficiency.

Informal organization, a concept recognized in management theory, acknowledges the natural formations within a workplace that exist alongside the formal structure.

Abraham Maslow's Need Hierarchy Model, introduced in the mid-20th century, elabourates on motivational theory based on different levels of needs. Management by Objectives (MBO) was popularized by Peter Drucker in the mid-20th century, focusing on setting and agreeing to achievable and measurable goals.

Lastly, Six Sigma, a method focused on quality improvement and introduced in the late 20th century, emphasizes defect reduction and process improvement. This sequence reflects the chronological development of these key management theories and practices.

The correct sequence for designing a structured interview starts with (c) Analyzing the job to understand what skills, abilities, and traits are necessary for performance. Next, (d) Rate the job's main duties to prioritize them according to importance and frequency of performance.

Then, (a) Create interview questions that are directly related to the job's requirements. Follow this by (e) Creating benchmark answers which provide a standard for what the ideal answers to the interview questions should be.

Lastly, (b) Appoint the interview panel who will use these prepared materials to conduct the interviews effectively and fairly. This ordered process ensures that the interview is structured to assess accurately and fairly the suitability of candidates for the job based on predefined criteria.

The development of multinational corporations as identified by Alder and Ghadar includes four phases: starting from (b) Domestic, where a company first establishes its operation and brand within the home country.

Moving to (d) International, as the company begins exporting products while still focusing mainly on its domestic interests. Progressing to (c) Multinational, where the company begins more significant investment in overseas operations and adapts products for local markets.

Finally, reaching (a) Global, where the company integrates operations worldwide, seeing the world as a potential market with a standardized approach across borders. This progression outlines the expanding scope and scale of a company's operations from local to global presence.

The proper sequence for Organizational Behaviour Modification (OB Mod) involves the following steps: First, (a) Identification of critical behaviours that need change or improvement. Next, (b) Measurement of these behaviours to establish a baseline and track any changes over time.

Then, (d) Functional analysis of the behaviour to understand its antecedents and consequences within the organizational context. Followed by (e) Development of an intervention strategy to encourage desirable changes in the behaviour.

Finally, (c) Evaluation to ensure the intervention leads to performance improvement and is effective in achieving the desired change. This systematic approach ensures that behaviour modification efforts are based on concrete data and tailored interventions, enhancing the likelihood of successful behavioural change in the organization.

The chronological order of the main government-sponsored schemes of Worker's Participation in Management in India begins with the (d) Works Committee, which was established under the Industrial Disputes Act, 1947, as an early form of worker participation.

Following this, (e) Joint Management Councils were introduced in 1950 to involve workers in management decisions at a deeper level. Next, (c) Board-Level Participation came into being during the 1970s, particularly in public sector enterprises, allowing workers to have representation at the board level.

This was followed by (b) Shop councils and unit councils under the 20-points programme, introduced in the late 1970s as part of broader socio-economic reforms.

Finally, (a) Institutions of employees' participation in management for public sector undertakings have been evolving since the 1980s, representing the latest development in formal worker participation schemes.