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  • HOME
  • About Us
    • TESTIMONIALS
  • Our Services
    • Corporate Social Responsibility
    • Tree Plantation Project
    • Awareness Programme
    • Rural & Community Development
  • Online Store
  • HR Kannada Conference
  • POSH
    • PoSH Blog
    • Our Clients
    • Our Associates
    • Want to Become an External Member for an Internal Committee?
  • Training Modules
    • Labour Laws & Labour Codes
    • Winning
  • BLOG
  • Collaborate with Nirathanka
    • Join Our Online Groups
  • Nirathanka Club House
  • Media Mentions
    • Photo Gallery
    • Video Gallery
  • Contact Us
Nirathanka

The Bare Truth Combination of Hunger and Food Waste (CD)

5/16/2020

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Love and Food are meant for sharing not for wasting. The best place to find god is in the food served to us. Yet some people convert food into waste while needy convert waste into food for their livelihood.
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This CD contains a short movie in Kannada language & it is all about the combination of hunger and food waste, with the objective of avoiding food waste, ensuring food is available for the needy.
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Domestic Enquiry - A Way of Learning

5/16/2020

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The Management of Discipline being one of the arms of Human Resource utilization, has been always a continual challenge, with diversified cultures and centered around complexity of strong legal principles, as they are dynamic in nature. Natural Justice in line with the Constitution of India and judiciary have been highly proactive various guiding principles for industrial tranquility & productivity.

Domestic Enquiry in the above context which is a Quasi-Judicial proceedings need to adopt the Principles along with procedural reasonableness at every stage of the process. Here, is the film with sound opinions from highly reputed High Court and Supreme Court senior counsels. Natural Justice along with procedural reasonableness as enunciated by Judiciary is elaborately depicted in the film in a live situation with a strong purpose and intention to provide insights of the Legal Principles to all concerned stake holders.


This CD contains a short movie in Kannada language about the Domestic Enquiry Proceedings.
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TRANSFORMATION FROM BACK OFFICE HR TO CORE HR

12/11/2019

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CONTENT
Acknowledgement
Foreword
  1. Human Resource
  2. Transformation from Back Office HR to Core HR
  3. Employment Opportunities for Human Resource Management Majors
  4. Changing Role of HR M
  5. Importance of Employee Satisfaction
  6. Hundred HR Jargons
  7. Explanation to Important HR Terms
  8. Ways to Improve Communication between Employees and Managers
  9. Human Relations
  10. Industrial Relations
  11. Corporate Social Responsibility
  12. Employee Relations
  13. SWOT Analysis
  14. Important Websites Related to HRM
  15. Classification ofIndian Industries
  16. Designing Organizational Structure
  17. Developing Essential HR Policies and Procedure
  18. Recruitment
  19. Attrition
  20. Induction
  21. Training and Development
  22. Compensation and Benefits
  23. Payroll
  24. Labour Laws
  25. Apprentices Act, 1961
  26. Bonded Labour System (Abolition) Act, 1976
  27. Contract Labour (Regulation and Abolition) Act, 1970
  28. Child Labour (Prohibition and Regulation) Act, 1986
  29. Employees' Provident Fund and Miscellaneous Provisions Act, 1952
  30. Employees' Pension Scheme (EPS), 1995
  31. Employees' State Insurance Act, 1948
  32. Factories Act, 1948
  33. Payment of Gratuity Act, 1972
  34. Payment of Wages Act, 1936
  35. Maternity Benefits Act, 1961
  36. Trade Unions Act, 1926
  37. Workmen's Compensation Act, 1923
  38. Karnataka Shops & Commercial Establishment Act, 1961 & Rules, 1963
  39. Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959
  40. Industrial Employment (Standing Orders) Act, 1946
  41. Industrial Disputes Act, 1947
  42. Minimum Wages Act, 1948
  43. Payment of Bonus Act, 1965
  44. Equal Remuneration Act, 1976
  45. Employers Liability Act, 1938
  46. Mines Act, 1952
  47. Motor Transport Workers Act, 1961
  48. Sales Promotion Employees (Conditions of Service ) Act, 1976
  49. Karnataka Labour Welfare Fund Act, 1965
  50. Karnataka Industrial Establishments (National and Festival Holidays) Act, 1963
  51. Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013
  52. Performance Appraisal
  53. Employee Engagement
  54. Employee Welfare
  55. Exit Interview
  56. Full and Final Settlement
  57. Employee Hiring, Firing and Termination
  58. Business Licenses
  59. Importance of Safety Training for Employees in Industries
  60. Maximizing Employee's Performance
  61. Domestic Enquiry
  62. Characteristics that separates a Boss from a Leader
  63. Goods and Services Tax (GST)
  64. HRM and Labour Laws' Knowledge Test
  65. References

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HR Here and Now

4/12/2019

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Contents
List of Abbreviations                                                                              
Preface                                                                                                  
Acknowledgements                                                             
Introduction                                                                          
Contributing Organisations and Leaders                        

Part 1. HR Refreshed             
1.Through the Eyes of the Beholder                                              
2.New Meanings                                                                         
3.Evolving Expectations                                                              
4.The Doing, Feeling and Thinking Paradigm                                

Part 2. Bringing People on Board             
5.Planning in Uncertain Times                                                     
6.Remaining Attractive                                                                
7.Choosing Right                                                                        

Part 3. Managing People             
8.The Spectrum of Relationships                                                  
9.Learning, the New Way                                                            
10.Beyond Managing Performance                                               
11.Money and Beyond                                                                
12.Managing the Moments of Truth                                              

Part 4. Management and Leadership Development            
13.Aspirations and Needs                                                              
14.Channelising Aspirations                                                        
15.Institutionalising the Process                                                     
16.Developing Managers and Leaders                                             

Part 5. Making the Organisation Effective
​
17.Leading Change                                                                       
18.Designing Organisations                                                           
19.Contributing to Leadership Effectiveness                                    
20.Shaping the Way Organisations Work     
                                   
Part 6. Managing the Relationship with Employees       
21.Boundaries Redefined                                                              
22.What Really Matters                                                                
23.Towards Progressive Employee Relations 
                                  
Part 7. The Making of the Quintessential People Champion  
24.Advancing in HR                                                                    
25.   The Young HR Professional's Readiness to Serve         
26.The CEO's Schooling as a People Champion      
​                         
Epilogue                                                                                     
About the Authors 

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Managing Labour Relations

4/12/2019

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Contents
Preface
Dear Readers,
Most of the literature available on industrial relations today focus on the legal provisions and solutions based on judicial principles. The solutions and approaches based on people management, practical experience, and human behaviour are scarce. It is not that the experience and knowledge are not available. Some experts and professionals have used and tested principles and solutions based on management principles. However, the experience is not getting shared through writing as expected. One may find a few articles and blogs here and there, but it is not sufficient. An organized and committed effort is still to start on this subject. This book is a sincere effort to share the learnings with professionals, students, and the academic community.

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ಕಾರ್ಮಿಕ ಬಾಂಧವ್ಯಗಳ ಯಶಸ್ವಿ ನಿರ್ವಹಣೆ

4/12/2019

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ಮುನ್ನುಡಿ
ಅಭಿವೃದ್ಧಿಯ ಪಥದತ್ತ ದಾಪುಗಾಲಿಡಲು ಪ್ರಗತಿಪರ ಕೈಗಾರಿಕಾ ಬಾಂಧವ್ಯವು ಅತ್ಯಂತ ಪ್ರಮುಖ ಮತ್ತು ಇಂದಿನ ಸ್ಪರ್ಧಾತ್ಮಕ ಯುಗದಲ್ಲಿ ಅನಿವಾರ್ಯವಾಗಿದೆ. ಜಾಗತಿಕ ಸವಾಲುಗಳ ಮೇಲೆ ಬೆಳಕು ಚೆಲ್ಲಿ, ಸಕಾರಾತ್ಮಕ ಚಿಂತನೆ, ಅರ್ಪಣೆ ಮತ್ತು ನಿರೀಕ್ಷೆಗಳ ಮೂಲಕ ಗುರಿ ಸಾಧಿಸುವ ಕಾರ್ಯವೈಖರಿಯು ಬಹುಮುಖ್ಯವಾಗಿದೆ. ವಾಸ್ತವಿಕೆಯ ಅನಾವರಣವು ಹೊಂದಾಣಿಕೆಗೆ ರೂಪುರೇಷೆಯನ್ನೊದಗಿಸಿ ಕಲಿಕೆ ಮತ್ತು ಆಚರಣೆಯನ್ನು ಪ್ರೇರೇಪಿಸಲು ಸಹಕರಿಸುತ್ತದೆ.

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Competency Mapping

12/18/2018

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PREFACE
Competency based human resource (HR) management practices make positive impact. That is why most of the reputed organizations in India and abroad have introduced it. Even though competency based HR has a history of nearly thirty years, it continues to be a confused subject even today for want of proper books. In recent times many of our Business Schools have introduced competency mapping as a specialised subject but teachers and students are finding it difficult to get a good book to study. Dearth of good books in this subject is not the case in India alone but in the entire Asia Pacific region. Another subject in HR which is very important but does not have good books is Personal Growth and Interpersonal Effectiveness. Considering these needs of HR profession in mind I have written this book by utilising my professional and academic experience. 

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ಉದ್ಯೋಗದ ಕರಾರನ್ನು ಕಾನೂನಿನಲ್ಲಿ ಜಾರಿಗೆ ತರುವುದು : ಪ್ರಕರಣದ ಅಧ್ಯಯನ

7/12/2018

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ಕೆ. ವಿಠ್ಠಲ್ ರಾವ್
ಮ್ಯಾನೇಜ್ಮೆಂಟ್ ಕನ್ಸಲ್ಟೆಂಟ್ ಅಂಡ್ ಲೀಗಲ್ ಅಡ್ವೈಸರ್

ಶ್ರೀ ಖಾಡಿಲ್ಕರ್, ಎಲ್ಲರಿಗೂ ನಮಸ್ಥಾರ.  ಸಂಸ್ಥೆಯು ತೆಗೆದುಕೊಳ್ಳಲು ನಿರ್ಧಸಿರುವ ಒಂದು ಪ್ರಮುಖ ಯೋಜನೆಯ ಬಗ್ಗೆ ನಿಮ್ಮೆಲ್ಲರೊಂದಿಗೆ ಹಂಚಿಕೊಳ್ಳಲು ನಾನು ಹರ್ಷಿಸುತ್ತೇನೆ.  ನಿಮಗೆಲ್ಲಾ ತಿಳಿದಿರುವಂತೆ ಜರ್ಮನಿಯ ನನ್ನ ಹಿಂದಿನ ಭೇಟಿಯ ಸಂದರ್ಭದಲ್ಲಿ, ಏರ್‍ಕ್ರಾಫ್ಟ್‍ನ ಟ್ರಾನ್ಸ್‍ಮಿಷನ್ ಬಿಡಿಭಾಗಗಳನ್ನು ಉತ್ಪಾದಿಸಲು ಮತ್ತು ಸರಬರಾಜು ಮಾಡುವ ಬಗ್ಗೆ ಬೆಕ್ಸ್ಟೀರ್ನೊಂದಿಗೆ ಒಂದು ಕರಾರಿಗೆ ಸಹಿ ಮಾಡಿರುತ್ತೇನೆ. ಆ ಬಿಡಿಭಾಗವು ನವೀನ ತಾಂತ್ರಿಕತೆಯೊಂದಿಗೆ ಅತ್ಯಂತ ಕ್ಲಿಷ್ಟಕರವಾದದ್ದಾಗಿರುತ್ತದೆ.   ನಮ್ಮ ಸಂಸ್ಥೆಯು ಅಂತಹ ಬಿಡಿಭಾಗವನ್ನು ಉತ್ಪಾದಿಸಿ ರಫ್ತು ಮಾಡುವ ಮೊದಲನೇ ಸಂಸ್ಥೆಯಾಗಿರುತ್ತದೆ. ಅಂದಾಜಿನ ಪ್ರಕಾರ, ನಮಗೆ ಬೇಡಿಕೆ ಆದೇಶ ಬಂದಲ್ಲಿ, ನಮ್ಮ ಉತ್ಪಾದನಾ ಸಾಮರ್ಥ್ಯದ ಬಳಕೆಯು ಶೇಕಡ 85ರಷ್ಟಕ್ಕೆ ತಲುಪಬಹುದು ಮತ್ತು ಲಾಭಾಂಶವೂ ಸಹ ಉತ್ತಮವಾಗಿರುತ್ತದೆ.  

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PRELIMINARY HEARING IN DOMESTIC ENQUIRY

5/28/2018

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Prof.G.P.Naik, Ph.D
Principal Consultant at TalentAvenues 
Preliminary hearing (PH) is generally, the first sitting or first day of domestic enquiry (DE). PH need not have to be confused with preliminary enquiry or investigation. To conduct it during the first sitting itself, two conditions should have been fulfilled namely; (a) both the parties namely Management Representative (MR) and Charge Sheeted Employee (CSE) should be present and (b) Charge sheet and notice of enquiry must have been sent to CSE by the management by then. If these conditions are not fulfilled then; PH has to be held during second or subsequent sitting when the conditions are met. PH is meant to plan for the regular hearing and not to conduct chief examination or cross examination.

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UNDERSTANDING THE MISCONDUCT IN DOMESTIC ENQUIRY

5/8/2018

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Prof.G.P.Naik, Ph.D
Principal Consultant at TalentAvenues
Disciplinary action can be conducted against an employee only if he is alleged to have committed misconduct. So what is misconduct?  Misconduct is the action (commission) or inaction (omission) of an employee defined by the employer as unacceptable, prohibited or as wrong. An example of action becoming misconduct is that, an employee has slapped another employee or stolen the money belonging to the company.  An example of inaction becoming misconduct is that an employee has not locked the office after working hours resulting in theft or has not cleaned the machine which has resulted in stoppage of production.  Thus misconduct is the action or inaction of an employee which is against the interest of his employer/ organization.

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HOW TO PREPARE THE WITNESSES AND DOCUMENTS FOR THE DOMESTIC ENQUIRY

4/22/2018

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Dr. G.P. Naik
Principal Consultant at Talent Avenues 
Domestic enquiry (DE) is a process by which an employee of the organization accused of committing misconduct is subjected to trial within the organization by appointing an enquiry officer (EO), to ascertain the veracity of allegations, so that charge sheeted employee (CSE) can, be punished if proved guilty or be acquitted if not proved guilty. Punishing an employee without conducting the enquiry is illegal, except in case the accused employee unconditionally accepts the alleged misconduct.

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ಸ್ಮಯೋರ್ ಸಂಸ್ಥೆಯಲ್ಲಿ ಮಾನವ ಸಂಪನ್ಮೂಲ ಮತ್ತು ಕನ್ನಡಪರ ಧೋರಣೆ ಏಕಘಟಕ ಅಧ್ಯಯನ

4/4/2018

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ಸ್ಮಯೋರ್ ಗಣಿ ಕಂಪನಿ ಸಂಡೂರು ರಾಜಮನೆತನದ ಮುಖ್ಯಸ್ಥರ ಒಡೆತನದಲ್ಲಿ 1954 ರಲ್ಲಿ ಪ್ರಾರಂಭಗೊಂಡಿದೆ. ಅಂದಿನ ಗಣಿಯ ವಿಸ್ತೀರ್ಣ ಸುಮಾರು ನಲವತ್ತೇಳು ಚದುರ ಕಿ.ಮೀ. ಇದ್ದು, ಸರ್ಕಾರದ ಕಾನೂನು ಮತ್ತು ಇತರೆ ಕಾರಣಗಳಿಗಾಗಿ, ಕಾಲಕಾಲಕ್ಕೆ ಕಡಿಮೆಯಾಗುತ್ತಾ, ಪ್ರಸ್ತುತ ಅದರ ವ್ಯಾಪ್ತಿ 3200 ಹೆಕ್ಟೇರ್‍ಗಳಿವೆ. ಉತ್ತಮ ಗುಣಮಟ್ಟದ ಮ್ಯಾಂಗನೀಸ್ ಮತ್ತು ಕಬ್ಬಿಣದ ಅದಿರನ್ನು ಅನುಕ್ರಮವಾಗಿ ಮತ್ತು ವಾರ್ಷಿಕವಾಗಿ 2.54 ಲಕ್ಷ ಮತ್ತು 11.376 ದಶಲಕ್ಷ ಮೆಟ್ರಿಕ್ ಟನ್ ಉತ್ಪಾದನೆ ಮಾಡಲಾಗುತ್ತಿದೆ. ಉತ್ಪಾದನೆಯನ್ನು ಆಂತರಿಕವಾಗಿ ಮಾರಾಟ ಮಾಡುವುದರ ಜೊತೆಗೆ ಹೊರ ದೇಶಗಳಿಗೆ ರಫ್ತನ್ನೂ ಮಾಡಲಾಗುತ್ತಿದೆ. ಪ್ರಸ್ತುತ ಸಂಸ್ಥೆಯಲ್ಲಿ ಒಟ್ಟಾರೆಯಾಗಿ ಉದ್ಯೋಗಿ / ಕಾರ್ಮಿಕರ ಸಂಖ್ಯೆ 1972 ಇದೆ.

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HOW TO PROVE OR DISPROVE THE ALLEGATIONS OF MISCONDUCT IN DOMESTIC ENQUIRY

3/30/2018

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Dr. G.P. Naik
Director, Talent Avenues
When an employee (or worker) of an organization (or company) is alleged to have committed a misconduct (or mistake) the employer (or manager) has to hold an enquiry, in accordance with the principles of natural justice and as per the provisions of the standing orders (or service rules) to find out if the allegations are true and to determine; what punishment will meet the ends of justice, if the allegations are fully or partially proved in the enquiry.  

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Human Resource - A Change Agent

3/26/2018

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K.V. Ramaswamy
HR and Legal Professional
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PREFACE
The author of this book is a Human Resource Professional and a practicing Advocate who had served in many medium and large scale Industrial Establishments of repute, both Engineering, Service sectors and MNCs heading a large team of HR professionals. He carrys with him a vast experience of 30 years in the line. Before entering into HR line, he had hands on Administrative experiences having worked in many Government Departments including State Secretariat in Karnataka. The Organizations he associated were-HMT Ltd., a gaint Public Sector Company of multi consumer and industrial products, JSW Steels Ltd., (a steel jargon) of Jindals, Jindal Aluminium Ltd., Dempos, ITC Ltd., Taneja Aerospace & Aviation Ltd., G4S Secure Solutions and others in South India. 


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Human Factors & Industrial Relations (An Approach to build Progressive Union)

2/20/2018

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Govindaraju N.S.
General Manager- Human Resources
Kern-Liebers (India) Pvt. Ltd, Antharasanahalli, Tumkur
President
Greater Nelamangala Industries Association, Nelamangala
A simple issue or a petty demand, which would have otherwise easily ignored or given up or agreed had led to the serious damage to the very existence of the industry. I can give many examples starting from a petty demand for a plastic cover to carry confectionery items sold at discounted prices in the company for the employees, which actually triggered high magnitude industrial unrest and eventually led the closure of industry which also left more than 500 families on the street.Take another example, we must have read this in the newspaper, a company decided to lockout because of 10 Paisa disagreement in the settlement (an example occurred about 20 years before) and left more than 1000 families on the street. What do we understand by this? The Union or the workers would have ignored simply or given up or the management would have agreed to consider it, as it was a petty matter. The more realistic approach would have avoided the industrial unrest and the company would have continued the existence. It is all about maturity of people. Had they thought a little and acted maturely, serious trouble would have been averted. Is there a solution or an approach to deal with such complexities?One can find answers to these in the maturity model or the Human Relations/Human Factor based approach. I have dealt the conventional approach and Human Relations approach in detail in this article. I have also dealt what actions and approach of an employer leads to building progressive unionism which benefits both employers and workers at large. 

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Best Mobile Apps for Human Resource Managers

12/19/2017

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Apps
HR Functions
Link
Deputy
Workplace Management
https://www.deputy.com/
​Namely
Payroll Benefits
https://play.google.com/store/apps/details?id=com.namely&hl=en
Calamari
Attendance Tracking
https://play.google.com/store/apps/details?id=com.chrobrus.calamari.mobile.employee&hl=en
Flexiplan
Benefit Administration
https://play.google.com/store/apps/details?id=com.flexiplan.droidbd&hl=en
Kronos Workforce Mobile
Attendance
https://play.google.com/store/apps/details?id=com.kronos.mobile.android&hl=en
Vibe Catch
Employee Engagement
https://vibecatch.com/
Bamboo HR
Performance Management
https://play.google.com/store/apps/details?id=com.mokinetworks.bamboohr&hl=en
Greenhouse
Recruiting
http://www.greenhouse.io/mobile
Daplause
Program Management
https://dapulse.com/
Jobvibe
Employee Engagement
http://jobvibe.me/
Workforce now
HR Benefits and Payroll
https://www.adp.com/our-products/adp-mobile-solutions/download.aspx
Employwise
Employee Lifecycle
https://play.google.com/store/apps/details?id=com.employwise.ggs.employwise&hl=en
Cornerstone
Performance Reviews
https://play.google.com/store/apps/details?id=com.csod.mobile.CSOD&hl=en
WebHR
Employee Lifecycle
https://play.google.com/store/apps/details?id=com.vergesystems.webhr&hl=en
Coursera
Learning and Development
https://play.google.com/store/apps/details?id=org.coursera.android&hl=en
Zoho People
Network
https://play.google.com/store/apps/details?id=com.zoho.people&hl=en
Gusto
Payroll Benefits
https://play.google.com/store/apps/details?id=md.StarsoftEastSRL.gusto&hl=en
WorkBright
https://workbright.com/
Zenefits
https://www.zenefits.com/
justworks
https://justworks.com/
Clear Company
https://www.clearcompany.com/
zuman
http://www.zuman.com/
i-sight
https://i-sight.com/solutions/human-resources/
Pineapple HR
http://www.pineapplehr.com/
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ಸ್ಥಾಯೀ ಆದೇಶಗಳ ಕಾಯಿದೆ

11/29/2017

6 Comments

 
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ಸ್ವಾತಂತ್ರ್ಯ ಪೂರ್ವ ಭಾರತದ ಕಾಲಕ್ಕೆ ಸೇರಿದ ಔದ್ಯೋಗಿಕ ಕಾಯಿದೆಗಳಲ್ಲಿ ಸ್ಥಾಯೀ ಆದೇಶಗಳ ಕಾಯಿದೆಯು ಬಹಳ ಪ್ರಮುಖವಾದದ್ದು.  ಈ ಕಾಯಿದೆ ಜಾರಿಗೆ ಬಂದು ಸುಮಾರು ಎಪ್ಪತ್ತು ವರ್ಷಗಳಾಗಿದ್ದರೂ ಔದ್ಯೋಗಿಕ ಕರಾರುಗಳನ್ನು ನಿರ್ದೇಶಿಸುವಲ್ಲಿ ಈ ಕಾಯಿದೆಯ ಮಹತ್ವ  ಯಾವುದೇ ರೀತಿಯಲ್ಲಿಯೂ ಕಡಿಮೆಯಾಗಿಲ್ಲ. ನಿರ್ದಿಷ್ಟ ಸಂಖ್ಯೆಯ ಉದ್ಯೋಗಿಗಳನ್ನು ಹೊಂದಿರುವ ಪ್ರತಿಯೊಂದು ಸಂಸ್ಥೆಯೂ ಇಂದು ಈ ಕಾನೂನನ್ನು ಆಧರಿಸಿರುವ ಸ್ಥಾಯೀ ಆದೇಶಗಳ ಮೇಲೆಯೇ ನಿಂತಿರುವುದು. ಇಂದು ಕೈಗಾರಿಕಾ ಸಂಸ್ಥೆಗಳಲ್ಲಿ ಶಿಸ್ತು, ನಿಯಮ ಅಥವಾ ಒಂದು ಆಡಳಿತಾತ್ಮಕ ಸ್ಥಿರತೆ ಇದೆ ಎನ್ನುವುದಾದರೆ ಅದು ಸ್ಥಾಯೀ ಆದೇಶಗಳ ಕಾರಣದಿಂದ.

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Industrial Disputes Act

11/29/2017

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Preface
Industrial law in our country is not of recent origin. Even in ancient India eminent jurists like Manu, Yagnavalkya, Kautilya and Narada had enunciated principles relating to industrial matters. They laid down rules regulating the relations between master and servant in the matter of wages, breach of contract, leave, holidays, efficiency bonus and punishment of employees.[1]

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ಕೈಗಾರಿಕಾ ವಿವಾದಗಳ ಕಾಯಿದೆ

11/29/2017

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ಮುನ್ನುಡಿ
ಕಾರ್ಮಿಕರಿಗೆ ಅಥವಾ ಉದ್ಯೋಗಿಗಳಿಗೆ ಸಾಮಾಜಿಕ ಹಾಗೂ ಅರ್ಥಿಕ ನ್ಯಾಯವನ್ನು ಒದಗಿಸಲು ಭಾರತದ ಕೇಂದ್ರ ಸರಕಾರ ಮತ್ತು ರಾಜ್ಯ ಸರಕಾರಗಳು ಕಾಲದಿಂದ ಕಾಲಕ್ಕೆ ರೂಪಿಸಿದ ಶಾಸನಗಳನ್ನು ಕೈಗಾರಿಕಾ ಕಾಯಿದೆಗಳು ಎಂದು ಹೇಳುತ್ತಾರೆ.
 
ಸೂಕ್ತವೆನಿಸಿದ ಕಾರ್ಮಿಕ ಕಾಯಿದೆಗಳು ಮತ್ತು ನಿಯಮಗಳನ್ನು ರೂಪಿಸುವ ಸಂವಿಧಾನದತ್ತ ಅಧಿಕಾರ ಕೇಂದ್ರ ಹಾಗೂ ರಾಜ್ಯ ಸರಕಾರಗಳೆರಡಕ್ಕೂ ಇರುವುದರಿಂದ ಬಹಳ ಹೆಚ್ಚಿನ ಸಂಖ್ಯೆಯ ಕಾರ್ಮಿಕ ಕಾಯಿದೆಗಳು ನಮ್ಮ ದೇಶದಲ್ಲಿ  ಜಾರಿಯಲ್ಲಿವೆ.


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HR Reports

11/29/2017

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Preface

This book is concerned with management of people. People in organisations, endowed with a range of abilities, talents and attitudes influence the productivity, quality and profitability of the organisation. People set overall strategies and goals, design work systems, produce goods and services, monitor quality, allocate financial resources and market the products and services. Individuals, therefore, become “ human resources” by virtue of the roles they play in their organisation.


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A Guide to achieve better Industrial Relations Part II – Strategies & Techniques

11/21/2017

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Govindaraju NS
General Manager- Human Resources
Kern-Liebers (India) Pvt. Ltd, Antharasanahalli, Tumkur
Industrial Relations is a very important vertical in the Human Resource function. It comes with high-risk, challenges and is highly sensitive. Any wrong step or ineffective management can bring serious troubles for the organisation and for the people who depend on the industry. The company leadership has to be very careful and take considered steps and should deploy highly competent professionals who work towards achieving and maintaining better industrial relations.

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A Guide to achieve better Industrial Relations Part I - Basics

11/15/2017

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Govindaraju NS
General Manager- Human Resources
Kern-Liebers (India) Pvt. Ltd, Antharasanahalli, Tumkur
Indian economy went through very important changes in the last two decades which includes globalisation, liberalisation, free trade policy and the recent ones are demonetisation and Goods and Service Tax (GST). These developments have led to the inflow of foreign investment and ease of doing business in India. Start-ups are given much importance and encouraged. Many of the public undertakings have been disinvested. Moreover, important changes have been brought in the labour laws and some more on the way…

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ಪ್ರಥಮ ರಾಜ್ಯಮಟ್ಟದ ಮಾನವ ಸಂಪನ್ಮೂಲ ಸಮ್ಮೇಳನ-2017

11/15/2017

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ಉತ್ತಮ ಕೈಗಾರಿಕಾ ಬಾಂಧವ್ಯಕ್ಕೆ ಮಾರ್ಗದರ್ಶಕಗಳು ಮತ್ತು ತಂತ್ರಗಳು

11/1/2017

34 Comments

 
ಮಾನವ ಸಂಪನ್ಮೂಲ ಸಮ್ಮೇಳನಕ್ಕೆ ಬರೆದ ಲೇಖನ
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ಗೋವಿಂದರಾಜುಎನ್.ಎಸ್.
ಮಾನವ ಸಂಪನ್ಮೂಲ ಪ್ರಧಾನ ವ್ಯವಸ್ಥಾಪಕರು, ಕರ್ನ್‍-ಲಿಬರ್ಸ್‍ (ಇಂಡಿಯ) ಪ್ರೈ.ಲಿ., ಅಂತರಸನಹಳ್ಳಿ, ತುಮಕೂರು.
ಕಳೆದ ಎರಡು ದಶಕಗಳಲ್ಲಿ ಭಾರತದ ಆರ್ಥಿಕತೆಯಲ್ಲಿ ಜಾಗತೀಕರಣ, ಮುಕ್ತ ಆರ್ಥಿಕ ನೀತಿ, ವಿದೇಶಿ ಬಂಡವಾಳದ ಹರಿವು, ಇತ್ತೀಚಿನ ಸರಕು ಮತ್ತು ಸೇವಾ ತೆರಿಗೆ, ನೋಟು ಅಮಾನ್ಯೀಕರಣ ಇನ್ನು ಹಲವಾರು ಬದಲಾವಣೆಗಳಿಂದಾಗಿ ಸಾಕಷ್ಟು ಬದಲಾವಣೆಗಳನ್ನು ಕಂಡಿದ್ದೇವೆ. ಅಲ್ಲದೆ ಕಾರ್ಮಿಕ ಕಾನೂನುಗಳಲ್ಲಿ ಕೆಲವೊಂದು ಮಹತ್ತರ ಬದಲಾವಣೆಗಳನ್ನು ತರಲಾಗಿದೆ.
​
ಈ ಬದಲಾವಣೆಗಳಿಂದಾಗಿ ಕೈಗಾರಿಕಾ ಅಭಿವೃದ್ದಿ ಮತ್ತು ಹೆಚ್ಚಿನ ಕೆಲಸಗಳ ವೃದ್ದಿಯಲ್ಲದೆ ಕಾರ್ಮಿಕರ ಜೀವನ ಮಟ್ಟವನ್ನು ಸುಧಾರಿಸಿದ್ದರೂ ಕಾರ್ಮಿಕ ಕಾನೂನುಗಳ ಬದಲಾವಣೆಗಳು ಕೈಗಾರಿಕೆಯ ಉತ್ಪಾದನಾ ವೆಚ್ಚಗಳ ಮೇಲೆ ತಾತ್ಕಾಲಿಕ ಹೆಚ್ಚುವರಿ ಪ್ರಭಾವ ಉಂಟು ಮಾಡಿರುತ್ತವೆ.

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Human Resource and Labour Law Classes

9/20/2017

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Panel Discussion on HR & Business
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