LABOUR REFORM IN INDIA 2019

LABOUR REFORM IN INDIA

At present, there are 44 labour related statutes enacted by the Central Government dealing with minimum wages, accidental and social security benefits, occupational safety and health, conditions of employment, disciplinary action, formation of trade unions, industrial relations, etc. Now all these labour law replaced by 4 labour codes. These code are-

Code On Wages (Enacted)

This law related to wages and bonus. Merged 4 law related to wages namely : 

Payment of Wages Act1936, the Minimum Wages Act1948, the Payment of Bonus Act1965

the Equal Remuneration Act 1976.

Code On Occupational Safety, Health And Working Conditions (Proposed)

Will merge 13 labour laws related to occupational safety, health and working condition.

Code On Social Security (Proposed)

The Code on Social Security  replace the labour  Law like Provident Fund Act, ESI Act  Payment of Gratuity Act, Maternity Benefits Act etc .

Code On Industrial Relations (Proposed)

Code on Industrial Relations would replace Trade Union Act, 1926, The Industrial Employment (Standing Order) Act, 1946 and The Industrial Disputes Act, 1947.

NET Exam: syllabus paper 1&2 paper code 55

NET exam syllabus for the candidate who is preparing for net exam for the paper code 55 (Labour welfare/ human resource management/personal management). It is a revised syllabus for net exam ( Applicable from June 2019)

SYLLABUS Subject:

GENERAL PAPER ON TEACHING & RESEARCH APTITUDE Code No. : 00

                                                                    

Unit-I

Teaching Aptitude:

·         Teaching Concept, Objectives, Levels of teaching (Memory, Understanding and Reflective), Characteristics and basic requirements.

·          Learner’s characteristics: Characteristics of adolescent and adult learners (Academic, Social, Emotional and Cognitive), Individual differences.  

·         Factors affecting teaching related to: Teacher, Learner, Support material, Instructional facilities, Learning environment and Institution.  

·         Methods of teaching in Institutions of higher learning: Teacher centred vs Learner centred methods; Off-line vs. On-line methods (Swayam, Swayamprabha, MOOCs etc.).

·         Teaching Support System: Traditional, Modern and ICT based.

·          Evaluation Systems: Elements and Types of evaluation, Evaluation in Choice Based Credit System in Higher education, Computer based testing, Innovations in evaluation systems.

Unit-II

Research Aptitude :

·         Research: Meaning, Types, and Characteristics, Positivism and Postpositivistic approach to research.

·         Methods of Research: Experimental, Descriptive, Historical, Qualitative and Quantitative methods.  

·         Steps of Research

·          Thesis and Article writing: Format and styles of referencing.

·          Application of ICT in research.

·           Research ethics.

Unit-III

 Comprehension  A passage of text be given. Questions be asked from the passage to be  answered.

Unit-IV

·         Communication: Meaning, types and characteristics of communication.

·         Effective communication: Verbal and Non-verbal, Inter-Cultural and group communications, Classroom communication.  

·         Barriers to effective communication.

·         Mass-Media and Society.

Unit-V

 Mathematical Reasoning and Aptitude  

·         Types of reasoning.

·         Number series, Letter series, Codes and Relationships.

·         Mathematical Aptitude (Fraction, Time· & Distance, Ratio, Proportion and Percentage,      Profit and Loss, Interest and Discounting, Averages etc.).

Unit-VI

Logical Reasoning  

·         Understanding the structure of arguments: argument forms, structure of categorical propositions, Mood and Figure, Formal and Informal fallacies, Uses of language, Connotations and denotations of terms, Classical square of opposition.  

·         Evaluating and distinguishing deductive and inductive reasoning.

·         Analogies.

·         Venn diagram: Simple and multiple use for establishing validity of arguments.

·          Indian Logic: Means of knowledge. Pramanas: Pratyaksha (Perception), Anumana (Inference), Upamana (Comparison), Shabda (Verbal testimony), Arthapatti (Implication) and Anupalabddhi (Non-apprehension).

·         Structure and kinds of Anumana (inference), Vyapti (invariable relation), Hetvabhasas (fallacies of inference).

Unit-VII

Data Interpretation  

·         Sources, acquisition and classification of Data.  

·         Quantitative and Qualitative Data.

·         Graphical representation (Bar-chart, Histograms, Pie-chart, Table-chart· and Line-chart) and mapping of Data.

·          Data Interpretation.

·           Data and Governance.

Unit-VIII

 Information and Communication Technology (ICT)  

·         ICT: General abbreviations and terminology.

·         Basics of Internet, Intranet, E-mail, Audio and Video-conferencing.

·         Digital initiatives in higher education.

·         ICT and Governance.

Unit-IX

People, Development and Environment

·         Development and environment: Millennium development and Sustainable development goals.

·         Human and environment interaction: Anthropogenic activities and their impacts on environment.  

·         Environmental issues: Local, Regional and Global; Air pollution, Water pollution, Soil pollution, Noise pollution, Waste (solid, liquid, biomedical, hazardous, electronic), Climate change and its Socio-Economic and Political dimensions.  

·         Impacts of pollutants on human health.

·         Natural and energy resources: Solar, Wind, Soil, Hydro, Geothermal, Biomass, Nuclear and Forests.  

·         Natural hazards and disasters: Mitigation strategies.

·          Environmental Protection Act (1986), National Action Plan on Climate Change, International agreements/efforts -Montreal Protocol, Rio Summit, Convention on Biodiversity, Kyoto Protocol, Paris Agreement, International Solar Alliance.

Unit-X

Higher Education System

·               Institutions of higher learning and education in ancient India.

·               Evolution of higher learning and research in Post Independence India.

·                Oriental, Conventional and Non-conventional learning programmes in India.

·               Professional, Technical and Skill Based education.

·               Value education and environmental education.

·                 Policies, Governance, and Administration

SOURCE-https://www.ugcnetonline.in/NTA_All_R_Syllabus/00-Paper-I/Paper-I_English.pdf

NET SYLLABUS Subject:

Labour Welfare/Personnel Management/Industrial Relations/ Labour and Social Welfare/Human Resource Management Code No.: 55

Unit - I

Principles and Practices of Management: Development of management Thought, Contributions of Taylor, Fayol, Mayo, Mary Parker Follett and C.I. Barnard. Behavioural Approach, Systems Approach, Quantitative Approach and Contingency Approach. Function of Management: Planning and Decision Making, Organising, Staffing, Directing, Controlling, Coordinating.

Unit - II

Human Resource Management: Conceptual framework, Human Resource Planning, Job Analysis, Recruitment, Selection, Placement, Induction, Training and Development, Performance Management, Job Evaluation, Compensation Management, Employee Benefits and Incentives, Managing Career. New Trends in HRM: Changing environment of HRM and contemporary challenges, Emerging HRM Concepts.

Unit - III

Human Resource Development (HRD): Concepts, Assumptions, Values, HRD Mechanisms, Action – research Model, HRD Culture and Climate, HRD Interventions, HR Accounting and Audit, Consultant – client relationship, Knowledge Management, Human Resource Information System. International Human Resource Management (IHRM): Organisational context of IHRM, IHRM and Sustainable Business, Functions of IHRM, Cross – Cultural Studies, Cultural Diversity, Transnational Organisations, IHRM models.

Unit – IV

 Organisational Behaviour: Concept, Scope, Nature of human behavior, Personality, Perception, Learning, Attitude, Motivation, Interpersonal Behaviour, Group Dynamics, Leadership, Communication, Power and Authority, Stress, Organisational Change and Development.

Unit - V

Industrial Relations: Concept, Scope, Evolution, Approaches, Actors and Models, Conflict and cooperation, Bi-partitism, Tri-partitism, Collective Bargaining, Workers’ Participation in Management, Grievance Handling and Disciplinary Action, Code of Conduct, Industrial Relations in changing scenario, Employers’ organisations. Trade Unions: Concepts, Evolution, Problems of trade unions in India, Recognition, The Trade Unions Act, 1926. Emerging role of trade unions in India.

Unit - VI

Industrial Disputes: Factors, Forms, Trends, Prevention and Settlement, Role of State and Central Labour Administration, Strikes and Lockouts. The Industrial Employment (Standing Orders) Act, 1946. The Industrial Disputes Act, 1947.

Unit - VII

Labour Legislation: Objectives, Principles, Classification and Evolution. International Labour Organisation, Social Justice and Labour Legislation, Indian Constitution and Labour Laws.  

·         The Factories Act, 1948.

·          The Mines Act, 1952.

·         The Inter-state Migrant Workmen (Regulation of employment and conditions of service) Act, 1979.  

·         The Contract Labour (Regulation and Abolition) Act, 1970.

·          The Building and other Construction workers (Regulation of employment and conditions of service) Act, 1996.  

·         The Child Labour (Prohibition and Regulation) Act, 1986.

Unit - VIII

Wages: Concept, Types, Factors influencing wages, Wage Theories and Wage Differentials  

·         The Minimum Wages Act, 1948.

·         The Payment of Wages Act, 1936.

·         The Payment of Bonus Act, 1965.

·         The Equal Remuneration Act, 1976.

·         The Payment of Gratuity Act, 1972.

·         The Employees’ Provident Fund and Miscellaneous Provisions Act, 1952.

Unit – IX

 Labour Welfare: Concept, Scope, Types, Theories and Principles, Industrial Health and Hygiene, Industrial Accidents and safety, Occupational Diseases Social Security: Concept and Scope, Social Assistance and Social assurance.

Unit – X

 Labour Market: Features, Demand and Supply of Labour, Nature and Composition of Indian Labour Force, Unemployment and Underemployment, Types of Labour Market, Characteristics of Indian Labour Market, New Dynamics of Labour Market in India, Economic Systems and Labor Market, Problems of Labour in India.

Source- https://www.ugcnetonline.in/NTA_All_R_Syllabus/55/Labour%20Welfare_English.pdf

IHRM: International Human Resource Management

Definitions of IHRM:

International human resource management is all about the world wide management of human resources – Process of sourcing, allocating, and effectively utilising their skill, knowledge, ideas, plan and perspective in responding to TQM. The process of procuring, allocating and effectively utilizing human resources in an international business is called International Human Resource Management or IHRM. International Human Resource Management is the process of sourcing, allocating and effectively utilizing human resources in a multinational organization.

Dimensions of IHRM:

According to P.V. Morgan: IHRM is the interplay among 3 dimensions: ƒ

·         HR Activities

·         Types of Countries

·         Types of Employees

 Broad Activities Of IHRM – procurement, allocation and utilization of human resources cover all the six activities of domestics HRM i.e,

·         HR planning

·         Employees Hiring

·         Training and Development

·         Remuneration

·         Performance Management

·         Industrial Relations.

2)  Types Of Countries- The three national or country categories involved in IHRM activities are: -

Ø  The Host Country where subsidiary may be located.

Ø   The Home Country where the company has its head quarters.

Ø   Other Country that may be sources of labor or finance.

   3) Types of Employees- The three types of employees of an international business are –

Parent Country Nationals (Pcns): A parent-country national is a person working in a country other than their country of origin. Such a person is also referred to as an expatriate. Long periods of assignment (perhaps 4 –5 years or more) may run the risk of “de facto” employee status in the host country, so that labor laws or the host country apply.

Host Country Nationals (Hcns): They are those employees of an organization who are the citizens of the country in which the foreign subsidiary is located.

Third Country Nationals (Tcns): These are the citizens of a country other than the country where the organization is headquartered and the country that is hosting the subsidiary.

For example, IBM which employs Australian citizens in its Australian operations, after sends US citizens to Asia Pacific countries on assignment, and may send some of its Singaporean employees to its Japanese operations.

Global Human Resources Functions

Much like domestic companies, the roles for the HR department working for a global company consist of five main functions. Below we will look at each one and explain how they differ when they're being conducted on a global scale.

1. Recruiting and hiring:

The goal of recruiting is finding a qualified candidate that can fulfill the duties of the position. It involves understanding the job description and interviewing, after which comes hiring the candidate that is the best match. When completing this function on a global level, there are some important considerations. First, the HR department needs to understand the tasks for the position in that part of the world, and the skills needed to be successful. Education levels and differences are also a consideration, since they may not be the same from country to country.

2. Training:

Once the employee has been selected, they need to be trained. Most employees need some training in order to learn the ways a company does things. When the company is global, it is crucial that processes and policies are similar from one global area to the next in order to clearly communicate and to be able to use resources and materials in a variety of different places. Using the same processes and polices avoids miscommunication among offices and staff, and it cuts costs when the resources can be passed around to all of the different locations.

3. Developing and administering:

Most companies, global or not, offer opportunities for additional training in order to develop the skill sets of their employees. When this happens on a global level, employees may have an opportunity to visit another country to receive valuable training. This increases the value of the employee because they can now become successful in a variety of locations. As for administration, companies also need to make sure that they oversee their employees in a professional manner. This may mean, training, compensation, or adhering to laws and regulations. On a global level, this is especially important because working hours may vary from location to location. Following the local laws is a priority for global HR departments.

4. Salary and benefits:

Whether the company is local or global, they have to compensate their employees. And most offer some sort of benefits package, which include things like insurance, vacation, and sick days. However, companies need to pay close attention to how laws differ in all parts of the world. For example, the minimum wage might be different, and some countries might offer paternity leave for new fathers as a benefit. While the common goal is to pay employees for their work, knowing the standards, laws, and rules for each global area is an important goal for a global HR department.

5. Legal and personnel relations:

Like we mentioned earlier, following the laws of each country is a crucial aspect of a global human resource department. This means knowing and following labor laws, tax laws, holidays, and any religious needs. By following the policies of each country, a company is able to keep out of legal trouble where these areas are concerned.

International HRM approaches

There are mainly four IHRM approaches. The suitability of the type of staffing policy adopted by MNEs depends on the strategy used by the company.

Ethnocentric- The home country practice prevails with this approach. Headquarters from the home country makes key decisions, employees from the home country hold important jobs, and the subsidiaries follow the home country resource management practice.

Polycentric- Each subsidiary manages on a local basis. A local employee heads a subsidiary because headquarters’ managers are not considered to have adequate local knowledge. Subsidiaries usually develop human resource management practices locally.

Geocentric or global-  The company that applies the global integrated business strategy manages and staffs employees on a global basis. For example, Electrolux (the vacuum cleaner company) has for many years attempted to recruit and develop a group of international managers from diverse countries. These people constitute a mobile base of managers who are used in a variety of facilities as the need arises.

Regiocentric approach-  Here the MNE divides its operations into geographic regions and moves staff within a particular region. Examples include Europe, America, Asia rather than between regions.

Difference between Global or IHRM and Domestic HRM

The reasons that IHRM is more complex than domestic HRM are described below.

1. International HRM addresses a broader range of activities than domestic HRM. These include international taxation, coordinating foreign currencies and exchange rates, international relocation, international orientation for the employee posted abroad, etc.

2. Human resource managers working in an international environment face the problem of addressing HR issues of employees belonging to more than one nationality. Hence, these HR managers need to set up different HRM systems for different locations. Human resource managers in a domestic environment administer HR programmes to employees belonging to a single nationality.

3. International HRM requires greater involvement in the personal life of employees. The HR manager of an MNC must ensure that an executive posted to a foreign country understands all aspects of the compensation package provided in the foreign assignment, such as cost of living, taxes, etc. The HR manager needs to assess the readiness of the employee’s family to relocate, support the family in adjusting to a foreign culture through cross-cultural training, and to help in admitting the children in schools. The HR department may also need to take responsibility for children left behind in boarding schools in the home country by the employees on foreign postings. In the domestic environment, the involvement of the HR manager or department with an employee’s family is limited to providing family insurance programmes or providing transport facilities in case of a domestic transfer. 

4. There is heightened exposure to risks in international assignments. These risks include the health and safety of the employee and family. A major aspect of risk relevant to IHRM today is possible terrorism. Several MNCs must now consider this factor when deciding on international assignments for their employees. Moreover, human and financial consequences of mistakes in IHRM are much more severe than in domestic business. For example, if an executive posted abroad returns prematurely, it results in high direct costs as well as indirect costs.

5. International HRM has to deal with more external factors than domestic HRM. For example, government regulations about staffing practices in foreign locations, local codes of conduct, influence of local religious groups, etc. If an American organization is sanctioned license by the Indian government to set up its subsidiary in India, the American company is under legal obligations to provide employment to local residents.

6. International HRM Addresses a broad range of HRM activities. Whereas domestic HRM deals with issues related to employees belonging to single nationality.