UGC NET/JRF EXAM, December-2019* Labour and Social Welfare

According to Section 2(vi) of the Payment Wages Act, 1936, "wages" means all remuneration (whether by way of salary, allowances, or otherwise) expressed in terms of money or capable of being so expressed which would, if the terms of employment, express or implied, were fulfilled, be payable to a person employed in respect of his employment or of work done in such employment.

Wages also includes:

(a) any remuneration payable under any award or settlement between the parties or order of a court;

(b) any remuneration to which the person employed is entitled in respect of overtime work or holidays or any leave period;

(c) any additional remuneration payable under the terms of employment (whether called a bonus or by any other name).

(d) any sum which by reason of the termination of employment of the person employed is payable under any law, contract or instrument which provides for the payment of such sum, whether with or without deductions, but does not provide for the time within which the payment is to be made.

(e) am sum to which the person employed is entitled under any scheme framed under any law for the time being in force.

Wages does not include:

1. any bonus (whether under a scheme of profit sharing or otherwise) which does not form part of the remuneration payable under the terms of employment or which is not payable under any award a settlement between the parties or order of a court.

2. the value of any house accommodation, or of the supply of light, water, medical attendance or other amenity or of any service excluded from the computation of wages by a general or special order of the appropriate Government.

3. any contribution paid by the employer to any pension or provident fund, and the interest which may have accrued thereon;

4. any travelling allowance or the value of any travelling concession.

5. any sum paid to the employed person to defray special expenses entailed on him by the nature of his employment; or

6. any gratuity payable on the termination of employment in cases other than those specified in sub-clause (d) above.

India has ratified quite a few Conventions relating to employment of children and young persons. These include (a) Minimum Age (Industry) Convention (No. 5), 1919, (b) Minimum Age (Trimmers and Stockers) Convention (No. 15), 1921; (c) Minimum Age (Underground Work) Convention (No. 123), 1965, (d) Medical Examination of Young Persons (Sea) Convention (No. 16), 1921, and (c) Night Work of Young Persons (Industry) Convention (No. 6), 1919 and (No. 90), 1948.

The existing labour laws incorporating the provisions of the above ratified Conversions include the Factories Act, 1948, Mines Act, 1952, Plantation Labour Act, 1951, Child Labour (Prohibition and Regulation) Act, 1986, Beedi and Cigar Workers (Conditions of Employment) Act, 1966, Merchant Shipping Act, 1958 and similar other protective labour laws.

These laws have also embodied many provisions of other Conventions and Recommendations relating to employment of children and young persons, particularly, Minimum Age (NonIndustrial Employment) Convention (No. 33), 1932, Medical Examination of Young Persons (Industry Convention (No. 77), 1946, and Night Work of Young Persons (Non-Industrial Occupations) Convention (No. 79), 1946. Efforts are also being made to implement the provisions of the Worst Forms of Child Labour Convention (No. 182), 1999.

At present there are 14 major legislative enactments which provide legal protection to the children in various occupations, these are:

(i) Factories Act. 1948;
(ii) Mines Act, 1952;
(iii) Plantation Labour Act, 1951;
(iv) Merchant Shipping Act. 1958;
(v) Motor Transport Workers Act, 1961;
(vi) Dock Workers' Regulation and Employment Act. 1948;
(vii) Children (Pledging of Labour) Act, 1933;
(viii) Employment of Children Act, 1938;
(ix) Apprentices Act, 1961;
(x) Bidi and Cigar Workers (Conditions of Employment) Act, 1966;
(xi) Contract Labour (Regulation and Abolition) Act, 1970;
(xii) Radiation Protection Rules 1971— under the Atomic Energy Act, 1962;
(xiii) Shops and Commercial Establishment Acts under different nomenclatures in states;
(xiv) The Juvenile Justice Act, 1986.

Adler and Ghadar (1990) provide an account of the implications of different phases of internationalization for human resource management. Their framework and typology are similar in concept to previous ones. They view organizational forms as representative of stages in the development of international enterprises.

The four phases identified are: domestic, with a focus on home markets and export; international, with a focus on local responsiveness and the transfer of learning. Multinational, with a focus on global strategy and price competition.

And global with a focus on both local responsiveness and global integration. Adler and Ghadar's (1990) model particularly looks at the relationship of culture and responses within human resource management In the first phase, domestic, there is a denying or ignoring of other cultural contexts with foreigners simply being offered a product developed in the home country.

In the second phase, international, it is important to take the cultural component consideration, as firms are moving into foreign markets in which they need to operate more fully and take account of local conditions.

The third phase, multinational, is characterized by a globalization of products and services in order to compete on price, and therefore culture is not such a major factor, but because of necessity there is a recognition or cultural differences among the countries of operation.

In the fourth phase, global, there is a more complete adaptation to local markets of global products, and cultural sensitivity rather than an attitude of inconvenience, and the international human resource function attempts to provide managers from anywhere with opportunities to develop in order to develop the organization itself.

Functional organization is based on specialization. Specialists are available for each function and this idea was originated by FW Taylor and hence it is known as Taylor's functional organization. Taylor introduced the concept of functional foremanship.

Taylor advocated foremen should possess specialization without which doing justice for the job would be impossible. A typical functional organization is depicted in the following Figure.

The modern approach to management was developed around the year 1950. This approach is an improvement upon both the classical and neo-classical approach to management.

This approach has three basic pillars:
I. Quantitative Approach,
II. System Approach, and
III. Contingency Approach

I. Quantitative Approach:

The quantitative approach was propounded by C. W Churchman and his colleagues around the year 1950. This approach is also known by the name of Operational Research or Operational Analysis.

II. System Approach:

This is a newly developed approach which came existence in 1960. This approach was developed by Chester I. Bernard, Herbert A. Simon and their colleagues.

III. Contingency or Situational Approach:

Contingency approach to management is an important modem approach. This approach originated in around 1970. According to it, the managers should take decisions not according to principles but according to the situations.

It means that there cannot be any single principle / formula / managerial activity which can be suitable in all the situations. Its chief reason is the constantly changing nature of environment. Here environment means the sum total of all the factors which influence the organization.

There are numerous factors in the environment but only some of them are relevant to an organisation. Only those environmental factors are relevant which have an impact on the organisation.

Strategists can identify the high priority environmental factors (called issues by Boulton) by constructing a matrix that combines two variables: impact on the organisation, and probability of impact.

The factors which are most likely to have a high degree of impact on the organisation are critical and require immediate attention. The factors having medium to high impact are the high priority ones.

The factors having high degree of impact but a low probability of impact need to be kept under watch. Lastly, the remaining factors are of low priority but require monitoring because the conditions might change over time.