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

Among other things, it describes what the employee does in terms of activities and functions, and the employee characteristics (skills, knowledge, abilities, and adaptabilities) needed to accomplish the tasks involved. Thus, job analysis is a systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization.

An article by Morgan on the development of international HRM presents a model of international HRM (shown in figure) that consists of three dimensions:

(i) The three broad human resource activities: procurement, allocation, and utilisation. (These three broad activities can be easily expanded into the six HR activities listed.)

(ii) The three national or country categories involved in international HRM activities: the host country where a subsidiary may be located, the home country where the firm is headquartered, and "other" countries that may be the source of labour or finance.

(iii)The three types of employees of an international firm: host-country nation (HCNs), parent-country nationals (PCNs) and third-country nationals (TCNs). In its Australian operations, a company often sends US citizens (PCNs) to AsiaPacific countries on assignment, and may send some of its Singaporean employees on an assignment to its Japanese operations (as TCNs).

Every employee has a certain degree of Potential in him to work-may be low or high. Based on this potential, employees perform on the job at a low or high level. If these two parameters are put in a matrix, four situations will arise namely

(i) high performance-low potential
(ii) high performance-high potential
(iii) low performance-high potential and
(iv) low performance-low potential.

The fourth situation is called Deadwood. Though low performance-high potential is termed as problem employee, if he is properly motivated and counselled he will become a "star". Same is not the case with deadwood. At best he can become a "work house". For matrix see above figure.