UGC NET/JRF EXAM, JUNE-2025 Labour and Social Welfare

• Premising means establishing assumptions, facts and conditions within which decisions must be nade.

• Identifying alternatives comes next to generate all possible courses of action.

• Evaluating alternatives follows, where each option is assessed on feasibility, cost, benefits and risks.

• Choosing an alternative is the final step, selecting the most suitable option based on evaluation.

• Planning is the first function where goals are set and future actions are decided.

• Organizing follows, arranging resources and activities into a structured pattern.

• Staffing comes next, involving recruitment, selection and placement of people.

• Leading (or directing) is the final step, guiding and motivating employees toward goals.

A. Environmental scanning: First, the organization studies its internal environment (strengths and weaknesses) and external environment (opportunities and threats, competition, technology, economy, regulations). This provides the factual base for all later decisions.

B. Strategic formulations: On the basis of this environmental diagnosis, the organization defines its mission, vision, long-term objectives, and formulates alternative strategies, choosing the most suitable one(s).

C. Strategy implementation: Once strategies are formulated, they are put into action through resource allocation, structure design, leadership, policies and programmes. This is where strategies move from "plan" to "practice".

D. Evaluation and control: Finally, performance is measured, actual results are compared with planned objectives, deviations are identified, and corrective actions are taken. This closes the loop and feeds back into the next round of scanning and planning.

Since the correct conceptual sequence is А→ В → С D and no option among (1)-(4) presents this exact order, the only valid response to mark it as NONE with the correct logical sequence stated.

• Deciding what position to fill requires job analysis, HR planning and forecasting.

• Building a pool of applicants includes internal and external recruitment.

• Obtaining applications and initial screening helps identify suitable candidates early.

• Using selection tools (tests, interviews, background checks, physical exams) finalizes the selection of viable candidates.

• Beginning marks the early phase when personnel administration emerged in factories.

• Struggling for recognition occurred when HR functions were not yet viewed as strategic.

• Achieving sophistication refers to structured HR practices, training, performance appraisal and policy development.

• Promising represents the current stage where HRM is integrated with strategic management and organizational development.

B. Asking questions, reviewing, recording and interviewing employees is the first step where the change agent gathers data.

A. Analysing information into concerns, problem areas and possible actions follows, because the collected data must be interpreted before action planning.

C. Sharing analysis with employees and making joint action plans comes next, as action research requires participative decision-making.

D. Carrying out specific actions and evaluating effectiveness is the final step, where the planned interventions are implemented and reviewed.

D. Equilibrium represents the original, stable condition of the organisation where existing behaviours, routines and processes function normally. It is the baseline condition before any change is introduced.

C. Unfreezing is the first active step in the change process. Here, the organisation prepares for change by challenging existing norms, creating awareness of the need for change and reducing forces that resist change.

A. Movement or Change is the next step when the organisation actually begins adopting new behaviours, processes or structures. Employees shift from old patterns and move toward the new desired state.

B. Refreezing is the final step, where the new behaviours are stabilised. The organisation reinforces, supports and institutionalises the change so the new patterns do not revert back to old ones.

Thus, the proper sequence of the change process is D C А→ В.

A. Charge-sheeting is first because the employee must receive written notice of allegations.

D. Domestic enquiry follows, providing the employee an opportunity to present their side before an impartial officer.

B. Findings and report come next, based on evidence presented in the enquiry.

C. Decision implementation is the last step, where management imposes penalty, if any, according to the enquiry findings.

A. Establishing goals is the first step because planning begins with knowing what is to be achieved.

B. Establishing planning premises follows to identify assumptions, constraints, forecasts and environmental conditions.

C. Deciding the planning period comes next to determine the time horizon (short-term, medium-term or long-term).

D. Finding alternative courses of action occurs only after premises and time frames are known.

E. Selecting a course of action is the final step, choosing the most suitable alternative.

A. The Payment of Wages Act, 1936 is the earliest legislation among the options.

C. The Minimum Wages Act, 1948 came next, establishing minimum pay standards.

E. The Payment of Bonus Act, 1965 introduced statutory bonus payments.

B. The Payment of Gratuity Act, 1972 provided terminal benefits to employees.

D. The Equal Remuneration Act, 1976 ensured equal pay for equal work across genders, making it the latest.