UGC NET/JRF EXAM, June-2021 Labour and Social Welfare

Ghoshal & Bartlett identified three main characteristics of a manager who is considered as a transnational manager:

(1) Global business manager: These managers are the worldwide business strategists (configure information, planning and control systems countryby-country and global business report); architect of asset and resource configuration (coordinating the distribution of key assets and resources); cross-border coordinator (coordination of sourcing of raw materials, components, and finished goods, transfer policies).

(2) Worldwide functional manager: These managers are worldwide intelligence scanner, cross-pollinator of best practices (transfer of technology and innovations from one country to another). These are the champions of transnational innovation.

(3) Geographic subsidiary management: These managers are the bicultural interpreter; national defender and advocate (local information use in centrally decision-making system); and, frontline implementer of the corporate strategy.

Every application for claims under the act shall be presented within 12 months from the date on which the deduction from the wages was made or from the date on which the payment of the wages was due to be made [Proviso 1 to Section 15 (2)].

An application may also be admitted after 12 months if the applicant satisfies the Authority that there was a sufficient cause for not making the application within 12 months [Proviso 2 to Section 15 (2)].

David Kolb's cyclical learning model is one of the most widely used concepts of experiential learning. As per Kolb, "Learning is the process whereby knowledge is created through the transformation of experience."

David Kolb describes experiential learning cycle that comprises of the steps of concrete experience (CE), reflective observation (RO), active reflection (AE), abstract conceptualization (AC), and active experimentation (AE).

In other words, a cycle of learning requires that a learner reflects on an experience, which can lead to meaning making and conceptualization of that meaning. This is followed by active experimentation where one might explore possible applications of an idea which informs further experiences and meaning making.

There are two broad type of training such that On-the-job and Off-the-job training methods. Individual circumstances and who, what, and why of the training programme determine which method to use.

Based on the work done at L&T Limited, Prof. Udai Pareek and Prof. T.V. Rao had pioneered the concept of Human Resource Development in 1974 signifying the people development orientation of organisations in India. The basic philosophy underwent significant changes from time to time, in sync with the changing aspirations and expectations of employees and found its way in many organisations, including the likes of the State Bank of India, Bharat Earth Movers Ltd., etc.

To propagate the HRD message a series of workshops were held from time to time both at IIMA and in the Indian Society for Applied Behaviour Sciences. In course of time many organisations have either started new HRD department or have appointed HRD managers or at least have strengthened their personnel departments to look after the HRD functions. Among the public sector companies it was BHEL which introduced this concept in 1980.

Even while introducing HRD, many organisations were under the impression that it was nothing but Training and Development concept. Certain companies started renaming their Training and Development Departments as Human Resource Development Departments and some have created new departments.

Later some other personnel management functions like Performance Appraisal, Potential Appraisal, Career Planning and Development, Feedback and Counselling, Organisational Development and Data Storage Systems were included as sub-systems of Human Resources Development.

As L&T Professor at XLRI Prof. T.V. Rao was instrumental in spreading the HRD philosophy through a series of nationwide lectures, seminars, conferences, workshops, etc. The National HRD network was conceived in a seminar organised in Bombay in 1975. The first HRD Newsletter was started consequent to this seminar by the Centre for HRD tor XLRI and was sponsored by L&T.

The National HRD Network grew from strength to strength during the last three decades of its existence-with concrete support from IIMA, XLRI and L&T, The National HRD Network later gave birth to the Academy of Human Resource Development, Delhi.

Incident vs Accident: An incident is an occurrence or event which may adversely affect completion of a task, whereas an accident is an unplanned, undesired event that results in loss of human life, personal injury, or damage to property. All accidents are incidents.

Meaning and Definition of Accident: Heinrich defines accident as "an unplanned and uncontrolled event in which the action or reaction of an object, substance, person, or radiation results in personal injury or the probability thereof".

A job description (JD) is a written statement of what the job holder does, how it is done, under what conditions it is done and why it is done. It describes what the job is all about, throwing light on job content, environment and conditions of employment.

It is descriptive in nature and defines the purpose and scope of a job. The main purpose of writing a job description is to differentiate the job from other jobs and state its outer limits.

Contents: A job description usually covers the following information:

Job title: Tells about the job title, code number and the department where it is done.

Job summary: A brief write-up about what the job is all about.

Job activities: A description of the tasks done, facilities used, extent of supervisory help, etc.

Working conditions: The physical environment of job in terms of heat, light, noise and other hazards.

Social environment: Size of work group and interpersonal interactions required to do the job.

The technological and social changes that began in the mid-1950s, known as information revolution, is the third wave that is transforming organisations, societies, and economies.

The vast sequence of these transformations is accompanied by a deер shift in beliefs, almost a religious conversion from a trust in permanent, tangible things like gold or paper to a belief that even the intangible, ephemeral electronic blips can be swapped for goods or services.

Every civilisation (wave) has a hidden code, a set of rules and principles that run through all its activities like a repeated design. Box illustrates some of the characteristics of the second and third waves.