(a) Paradoxes in Human Resource Management (HRM) (10 marks) (b) Technological innovations and employees’ retention (10…

(a) Paradoxes in Human Resource Management (10 marks)

A paradox in HRM is a pair of contradictory yet interrelated demands that must be met together, and cannot be fully resolved by choosing one. Examples: commitment versus flexibility (building loyalty while keeping workforce flexibility through contract and gig work); control versus autonomy (standard procedures and monitoring, while empowering employees); standardisation versus customisation of HR practices across units and countries; individual performance versus teamwork, when rewards go to individuals but work needs collaboration; cost reduction versus investment in people; short-term results versus long-term capability; and the "hard" (resource, cost) versus "soft" (human, commitment) view of HRM. The HR function likewise must be a strategic partner and an employee champion (Ulrich). Instead of picking one side, effective managers accept the tension, and use "both-and" thinking, balance, sequencing and context-specific choices, such as flexible working with clear goals. Paradox thinking helps HR to handle complexity and avoid extremes.

(b) Technological innovations and employees' retention (10 marks)

Technology affects retention in both directions. Positively: digital and remote work tools give flexibility and work-life balance; e-learning and upskilling platforms build careers; HR analytics predict attrition and identify flight risks; engagement apps, digital recognition and quick grievance channels improve satisfaction; automation of routine tasks frees people for meaningful work. Negatively: fear of job loss through automation and AI, and skill obsolescence, raise insecurity; digital surveillance and always-on culture cause stress and burnout; job portals and social networks make it easy for competitors to poach talent; and the digital divide and resistance to change cause frustration. Firms should retain employees through reskilling, transparent communication about technology change, involvement in adoption, fair monitoring, and career paths linked to new skills. Where technology is introduced with employees rather than at their cost, it strengthens retention; otherwise it drives attrition.

(c) Role of the ILO in the dynamic world order (10 marks)

The International Labour Organization, founded in 1919 and now a specialised agency of the United Nations, is unique in its tripartite structure of governments, employers and workers. Its role is to set international labour standards through conventions and recommendations, to monitor their application, to give technical cooperation and research, and to promote social dialogue. Its key instruments are the Declaration on Fundamental Principles and Rights at Work (1998, with a safe and healthy working environment added in 2022) and the Decent Work Agenda. Its relevance has grown in a changing order shaped by globalisation, digital and platform work, migration, climate transition and informal employment: it guides standards on platform work, pushes social protection floors, fights child and forced labour, and supports fair transition. Limits: conventions are binding only on ratifying states, and enforcement depends on reporting and moral pressure (India, for instance, has not ratified the conventions on freedom of association and collective bargaining), and there is no sanctioning power. It remains labour's principal standard-setting voice.

(d) Positive impact of liberalisation on the trade union movement (10 marks)

Liberalisation since 1991 has also had positive effects on the trade union movement, though the overall effect is debated. Growth of the organised private sector and of services, and new industries, created new areas for unionisation, including white-collar, IT and professional employees. Unions have shifted from purely wage militancy to productivity, skill development, retraining and job security, and to cooperative, partnership-style relations with management. Competition, and the need to respond to restructuring, stimulated union modernisation, professional leadership, mergers and federations. Greater global integration has connected Indian unions with international networks, such as the global union federations and the ILO, and raised awareness of labour standards and social clauses. Unions have also broadened their agenda to include unorganised, contract and gig workers, social security and gender issues. The labour codes in force from 21 November 2025 recognise negotiating unions and councils, giving a framework for collective bargaining.

(e) Impact of employees' welfare on performance (10 marks)

Employee welfare covers statutory measures (safe conditions, canteens, crèches, rest rooms, provident fund, insurance and gratuity under the labour laws and the Code on Social Security) and voluntary ones (housing, transport, medical care, education, recreation and counselling). The chain from welfare to performance runs as follows: welfare improves health, safety and security; these raise satisfaction, morale and commitment; higher morale reduces absenteeism, accidents and turnover; and stable, healthy, motivated workers give higher productivity and quality, better industrial relations and a positive employer image, drawing talent. Herzberg's hygiene factors and social exchange theory explain this, since employees reciprocate care with effort and loyalty, as at Tata Steel and Infosys. Benefits are weaker where welfare is seen as token, is unrelated to needs, or replaces fair pay. Performance improves most when welfare is well planned, valued and linked to a positive culture; its cost is then repaid through returns in productivity.