Suggestions - All India Railway Accounts Staff Association
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Sixth Central Pay Commission:Suggestions
User Name: All India Railway Accounts Staff Association Mumbai
Comparison with public/private sectors
Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector?
Ans : Comparison with Private and Public Sector and review based on the same is a healthy trend. As the former Finance Minister Jaswant Singh put it, Govt. employees should also be paid decent wages and payment of “living wages” is an international principle. In fact Govt. employees deserve more as they forfeit even citizenship rights like contesting in elections, participating in political campaigns, running other business, etc. Hence ends of justice demand that they be placed at higher level in forms of known wages.
Is it possible to quantify all other benefits, excluding pay, derived by employees in Government and the public and private sectors from security of tenure, promotional avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be any fair comparison between the salaries available in the government vis-à-vis the salaries in the private sector?
Ans: As such, no comparison can be made between salaries available in the government vis-à-vis the salaries in the private sector. This is due to the fact that Private sector staff get hidden wages to evade tax, etc. whereas in the case of Government employees all benefits paid in the form of allowances are transparent thereby making any kind of his earning taxable and there are no hidden rewards. Hence in the interest of fairness, Govt. employees may be paid according to the social standards.
In order to ensure a fair comparison based on principles of equity and social justice, would it not also be appropriate to take into account the economic conditions of large sections of the community that are less privileged than Government employees and many of whom live below the poverty line?
Ans: Though the business men and other traders, are not paid by the Government directly, they are free to raise the prices of all commodities sold by them as they wish and without any restriction and they earn accordingly, thereby the customers or the end users are affected by the price hike. Only to manage such a situation, Government employees are to be paid more by the Government and the Government is also in a situation to pay it in the form of Dearness Allowance and others. For example, let us consider a business man’s earning of Rs.20,000/- or more per month and a Government employee’s earning limited and restricted to Rs.10000/- per month. He, who is called a Government employee is devoid of any scholarship, etc. for his wards, that is, he has to abide by strict rules and regulations and face so many restrictions, whereas the former, who is not a Government employee, earning Rs.20,000/- or more per month is considered as the one below poverty line and is eligible to receive all privileges including below poverty line concessions. It would be more appropriate to mention here that the Government servants feed others i.e., non-Governmental persons whose financial position is rising up day by day. Hence, it is evident that Government servants are devoid of social justice. The so called less privileged ones can enter into any trade or business and earn any profit which is not the case of Government employee. Salary is and should be the only source of income and he has to pay taxes also. Like Government, Government employees are also having social burden. It is pertinent to recall that when the salary and allowances and pension of MPs and MLAs are linked, nobody thought of the less privileged ones then. And one would also agree that by keeping the Central Government employees under paid, the lot of these less privileged ones would not improve! Government employees are the back bone of the Civil society. The same should not be broken.
International comparisons
Some countries have raised civil service pay scales almost to levels prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest and diligent. To what extent would such a hypothesis be valid and how far would such a course of action be desirable?
Ans: These hypotheses are formed to suit the vested interests according to the changing times. Now the proposition that a well paid bureaucracy is likely to be honest and diligent. Previously, the theory was that top civil service posts should be filled from the aristocracy only as they tend to be honest and diligent. Even now there is a school of thought that only people from affluent families should be posted to finance and public contact port folios since they do not have to misappropriate money as they are already rich and rich men will behave in a better manner with public. We need not look at other countries for enlightenment any way. Whether they have raised their civil service scales on par with private sector or not, living wages comparable with other service sectors should be paid to the civil servants from Peon to Chief Secretary. Organisational prestige is applicable to Government sector also. Or rather it emanates from Government. Government employees should not be seen as inferior or ignoble ones like certain Government school students or Government hospital patients. The stature of the crown should reflect in its servants also. Give them a decent pay packet.
Impact on other organizations
Salary structure in the Central and State Governments is broadly similar. The recommendations of the Pay Commission are likely to lead to similar demands from employees of State Governments, municipal bodies, panchayati raj institutions & autonomous institutions Their paying capacity is considerably limited. To what extent should this factor be considered in devising a reasonable remuneration package for Central Government employees?
Ans: Salary is decided by qualification, recruitment mode, job profile, transferability, nature of service, level of responsibility, etc. Basically, there exists a difference between an MP and an MLA. A Prime Minister is not equal to a Chief Minister so also a President and a Governor. Hence, the staff working in Central Service, Central Institutions, Centres of Excellence, etc. should be paid higher. As per Court ruling, a category of employees should not be denied their genuine dues on the plea that others would also ask for the same. Every demand should have its own justification. The argument that others would also ask is not a valid ground to deny the genuine demand while considering the recommendation of the Pay Commission. State Government employees are deriving other benefits and they are working in their home state. That is not the case with Central Government, Railway or Military Service. They should be paid more and an additional Central Service Allowance should be paid to them.
Salaries
How should we determine the salary to be paid to a Secretary in the Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to this post be made on a contractual basis where salaries and tenure are linked to the performance in terms of achieving defined targets?
Ans: The salary to be paid to a Secretary in the Central Government can be determined by arriving at the living wages to be paid. The salary arrived at should be comparable with the emoluments of a General Manager in a Private Sector or Chairman of a Public Sector Undertaking. He should be allowed more perks, that is, fringe benefits. Ideally, his pay should not be more than 10 times the basic pay of the lowest paid in the hierarchy. Government cadre is a hierarchical order. Hence the pay structure should also reflect this vertical relativity. Every class or cadre will be a step in the ladder and the career and emoluments will also progress accordingly. Therefore, once the pay at the entry level in class IV service is fixed, every stage will get proportionate increase reaching the maximum at the Secretary level. Hence it is a logical result and there would not be any difficulty. Ideally, the same should be 8 times the basic pay of the entrant in class IV. Only some fine tuning taking into account the rank and inter-se-position, status attached to it and organisational prestige is required. Comparison with other sectors and market reality can also be considered for making some ‘+’ or ‘-‘ adjustment. Hence we recommend Rs.70,000 (fixed) basic pay for the Secretary to Government of India. One occupies the post of a Secretary not for money alone. It is not to be considered as an office of profit. It is an opportunity for policy formulation and to implement the policies of Government of India. It is a rare occasion to serve the nation and people of India. The post is coveted more for its power and glory than for the pecuniary benefit. Great people have worked at Secretary level drawing a nominal honorarium of Rs.1/- also. For these reasons, no contractors please! Let there be not even a brainy one in top most sovereign service, that is, as the highest civil servant of the Republic without a heart and vision. Performance, achievement, target, etc. are jargon to be used at still lower level and at the Industry. A Secretary will have a proven track record to reach there and will also have impeccable credentials. No contractor can substitute his vast experience, dedication and loyalty. Moreover, cent percent loyalty, confidentiality, total orientation, historical knowledge, extended service and availability on demand – all these are required for a Secretary. Hence pay panel may not be swayed by the use of such low management terms fit for decorating the assignment of some Institute students.
What should be the reasonable ratio between the minimum and the maximum of a pay scale?
Ans: A reasonable ratio between the minimum and the maximum of a pay scale is 1:5 within the scale and 1:10 between the scales.
Is it necessary to persist with a pre-determined minimum-maximum ratio on ideological considerations? Or is it more important to ensure efficient administration by preventing flight of outstanding talent from Government?
Ans: A combination of the above two is necessary. This is because Government service is not for money alone. It is royal service and service to people and God. Pampering the top with more sops ignoring the lower rung is also not scientific. Independence, struggle for freedom, its boundaries, the Constitution of India, etc. are also the ideological considerations. Hence, the same should not be totally ignored. Relativity is also vital to service.
Relativities
Employees in the Secretariat and analogous establishments are entitled to higher pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of certain facilities available to them in field assignments and the extra effort required for decision-making at the policy level. Are these factors valid even today particularly in the context of decentralization and devolution of administrative powers? Is this discrimination between field and secretariat functionaries even justified today?
Ans: There are no such facilities to field staff as mentioned here. In fact, the field staff are putting extra efforts to discharge their field functions in inhospitable conditions with less facilities. Their job profile requires more expertise and more application of mind and body. Policy framing or decision making is not the exclusive purview or privilege of secretariat staff and they are just consolidating the input and data collected and forwarded to them. Policy is evolved and it is a 2-way process and the CAT has also given verdict rejecting the Secretariat claim in this regard. In fact, the CSS staff are leading a more comfortable life even without the fear of frequent transfer. Hence claim of higher entitlements is a fallacy.
Group-A Services
Is there a case for a Unified Civil Service, merging therein all Central (both technical and non-technical) and All India Services, allowing vertical and horizontal movement ? Or should there be two distinct streams, one embracing all the technical services and the other for non-technical services?
Ans: Two distinct streams are preferable, as technical expertise in the required field will not be lost and administrative/ministerial experience can be made use of in the relevant field.
Do you feel that the pattern of pay scales for all Group A Services should be redesignated so as to attract candidates of the requisite caliber? Keeping in view some of the compensation packages being offered to fresh professionals by the private sector, what emoluments would you suggest for an entrant to a Group-A Service in Government?
Ans: Every cadre in Government service is important and Group ‘A’ service is also part of it and it cannot be segregated separately to give special treatment. Group ‘B’, ‘C’ and ‘D’ services have also got its relative importance and more importance in terms of productivity. Government service got a hierarchical structure, which should not be upset. Vertical and horizontal relativity should be maintained and preferential treatment widening the gap in pay between different cadres in the hierarchical order will create discontentment among the employees and work force. It is better our administrators understand that private sector is not filled with Group ‘A’ officers. Such categorisation and belittling the personnel in the lower rung is not there in private sector. There are more incentives for working staff and hence there is more productivity. So the impression that Government service is a place to tend some Group ‘A’ servants should be dispelled. India cannot afford to have high cost white elephants. The pay scales should be structured in such a way that every cadre should attract candidates of requisite caliber. Group ‘A’ should also fit in the ladder at the appropriate rung in between the bottom step and the top most step. We suggest a basic pay of Rs.32000/- for an entrant to Group ‘A’ service which will be four times the basic suggested to an entrant in class IV service, not a penny less, not a penny more. This is exactly the mid point in Government hierarchy and hence the suggested basic of Rs.32000/- is just half the basic pay suggested to the ex-officio secretary to Government of India, which we consider would be just and equitable and fitting in the over all scheme of things. As this has a relevance and impact down the ladder as well as upwards, we hope our suggestion formulated after extensive study would find favour with the pay panel. Other compensation packages or fringe benefits can be recommended by the panel or afforded by Government based on the principle of necessity.
Professional personnel
Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case?
Ans: Yes. They should be given 1 scale up from the present comparable scales. A scientific Contribution Allowance should be added in addition to the pay and perks which should be proportionate and adequate whenever long stay in pursuit of research or development is required in the lab or test center, breach of rest should be sufficiently compensated.
Classification of posts
Presently, civilian posts in the Central Government are classified into four Groups (A, B, C and D) with reference to their scales of pay. The Fifth Central Pay Commission had recommended their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff. Would you suggest any changes in the existing classification or should the classification recommended by Fifth Central Pay Commission be adopted with/without modifications?
Ans: The classification recommended by Fifth Central Pay Commission is non-consequential and there is no pressing need for a change at present.
Restructuring of Group C & D posts
Should all lower Group C functionaries in the Secretariat be replaced by multi-functional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and use of modern office equipment including computers? Should Similar arrangements can be evolved for Group C posts in other organisations of Government?
Ans: Even now, almost 90% of the Group ‘C’ functionaries are graduates who are well-versed in office work, secretarial skills and use of office equipments including computers. More than half of them are highly qualified and multi-talented and we have Post Graduate class IV and M.Phil. & Ph.D. Group ‘C’ staff. The best thing is to tap the available resources and make use of the trained personnel. There is no substitute for experience and inducting new ones can be done against available/future vacancies.
Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?
Ans: Yes. Training can be given and the scheme can be implemented among the existing employees, making the maximum use of available resources. Inducting freshers can be considered later.
Pay Scales
How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale?
Ans: A pay scale and increment in it should be structured in such a way that the wages should be proportionate to the work (after covering the minimum wages requirements) and in higher scales fair wages should be paid commensurate with skill and qualification also. At management level, living wages should be paid comparable with similarly placed personnel in Organizations/PSUs of repute. And at higher levels, pay should be structured considering the status of the post, worth of the incumbent and image of the organization. The reasonable ratio between the minimum and maximum of a pay scale is 1 : 1.05 to 1.9. For appreciating the proportion, if the mid value 1.5 is taken as base considering the same for apex scale in Group C, while going down to Group D level, the same can progress at an increasing trend reaching a maximum of 1.8 or 1.9 at class IV entry level and for gazetted rank, the same would come down from the mid value in diminishing trend and reach 1.05 or so at the higher level which is practically adopted in the suggested scales appended.
The successive Pay Commissions have progressively reduced the number of distinct pay scales. The number of scales has therefore come down from more than 500 scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The reduction in the number of pay scales brings in attendant problems like the promotion and the feeder grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay scales should be retained or increased or decreased or whether the same should be replaced by a running pay scale?
Ans: The question itself is containing the answer which is correct also. Further reduction may not be in the fitness of things, since there is room for minor adjustments like merger of one or two scales or creation of one or two. We do not prefer replacement of V Pay Commission scales by a running pay scale which is against the internal dynamism.
Increments
What should be the criteria for determining the rates and frequency of increments in respect of different scales of pay? Should these bear a uniform or varying relationship with the minima and/or maxima of the scales?
Ans: Increment in the scale can be ranging between 3 and 7 percent of the basic pay, the percentage diminishing when going to higher scales. Ideally a scale should contain 12 stages and not more than that with a scheme for ACP, that is, Automatic Career Progression where the incumbent may jump to the next scale on reaching the maximum of an existing scale. As the constitution of Pay Commission and pay revision is effected in an interval of 10 years, long scales are unnecessary and redundant and stagnating one in a scale for more than 10 years is unscientific and the same will make the cadre undynamic. In the suggested scales, we have included 12 stages for fitment purposes and fixation. We prefer a near uniform rate based on the minima of the scale for increment and once a reasonable value is arrived at for increment, it may not make much difference if based on minima or maxima on the same will only be an adjustment of percentage accordingly.
Revision of pay scales
Is there any need to revise the pay scales periodically especially when 100% neutralization for inflation is available in form of dearness allowance?
Ans: Yes. 100% neutralization based on consumer price index is not available. Not only that, an officer of the Government Department cannot be seen only as a consumer. One cannot live by eating alone and service sector cannot survive by the increase in DA. And Pay Commission is not only revising the pay scales, it is studying the whole service-payment conditions and reviewing the working and structure of the whole service sector. Hence periodical review is necessary and such collection of data and exchange of ideas will give a thrust to the administration. A flat and rigid cadre without any change except for the DA percentage is not a welcome thing.
How should pay be fixed in the revised pay scales? Should there be a point-to-point fixation? If not, please suggest a method by which it can be ensured that senior personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the longer service rendered by the former
Ans: The concept of fixation should change with the changing times and we recommend direct fixation without any cumbersome calculations. For affording a point-to-point fixation, the revised scales should also contain more than 20 stages like the old scales, which we do not advise. It is a hallmark of stagnation, showing that things do not change. When we do not envisage a situation where we will remain in a scale for more than ten years in view of the Automatic Career Progression (ACP) we propose and in view of the fact that as per the modern norms a scale should not contain more than 12 stages, point-to-point fixation is not feasible. Previously senior personnel were placed at a disadvantage due to bunching of 3 or more increments. Hence, we suggest direct fixation bunching increments at 2:1 ratio so that juniors will not catch up with the seniors.
Compensatory Allowances
Is City Compensatory Allowance a sufficient compensation for the problems of a large city? If DA and HRA provide full neutralization, do you think CCA should continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so, please suggest the revised basis and rates.
Ans: No. But the same would atleast give some partial relief. It is a fallacy to think that DA and HRA provide full neutralization. As we said earlier, man will not live by eating and consuming the index items alone! And even that meagre DA payment is done after 6 months or so after the actual price had gone up by many points. Hence, the same is only a partial post-facto neutralization. At Government HRA rate, one cannot get a decent house in a residential colony. And where can one find a house without paying a lumpsum as deposit which in case would be ten times the rental or even more. Hence, CCA cannot be dispensed with. It is only a small relief to a city dweller and also to those who have to go to the city for something or other. Classification of cities can be revised considering population and urban development taking into account the local demand. We broadly classify cities for the purpose of CCA as Metros, A, B and C cities with a uniform amount payable to all salary groups viz. Rs.2000/-, Rs.1500/-, Rs.1000/- and Rs.500/- respectively based on the principle of equitable and fair treatment.
Pay and perquisites for Armed Forces
What should be the basis for determination of pay scales for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short career span and (v) restricted rights?
Ans: Armed forces personnel should be given one scale up, i.e., one scale higher than that is given to similarly placed counterparts in State Service or parity with comparable cadres/equivalent staff in Central Service. In addition to that, they should be given weightage considering all the five factors, which should be 30% of basic pay, as Armed Forces Service Allowance. This should be in addition to the present benefits and compensation packages available to them.
How should the pay of a soldier, sailor and airman be determined? How should it relate to the minimum wage in Government and the pay of a constable in paramilitary or internal security forces?
Ans: In addition to the normal parameters, their service conditions and job profile should be considered for devising suitable compensation packages. Minimum wages should be one scale above that of a constable in para-military or internal security forces and 30% of basic pay as Armed Forces Service Allowance in addition to the normal wages.
Abolition of feudalism
Should all vestiges of feudalism in the country like huge residential bungalows sprawling over several acres, large number of servant quarters, retinues of personal staff, bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial duties etc. be abolished? Please make concrete suggestions.
Ans: Yes. A total abolition of all these things and a monetary compensation in lieu of the same would make the orgranisation modern and ease the exchequer also.
Specific proposals
In what manner can Central Government organizations functioning be improved to make them more professional, citizen-friendly and delivery oriented?
Ans: There is no doubt that further improvement in Government Departmental functioning should be achieved. But there cannot be a single solution, which might be commonly applicable to all offices. As the Central Government Organisation consists of scores of Government Departments dealing with multifarious activities, improvement element should reflect in the field or speciality of each individual department and hence suggestions specific to the profession/activity may be invited. However, we want to point out that there is one common element which contributes to redundancy and inefficiency in Government departmental functioning is lack of training. Hence orientation courses and mandatory training programmes should be organized periodically apart from encouraging Professional Associations, annual meetings and inter-active sessions.
Please outline specific proposals, which could result in: (i) Reduction and redeployment of staff, (ii) Reduction of paper work, (iii) Better work environment, (iv) Economy in expenditure, (v) Professionalisation of services, (vi) Reduction in litigation on service matters, (vii) Better delivery of service by government agencies to their users.
(i) Reduction and redeployment of staff, Ans: Reduction and redeployment may be done inviting suggestions from each individual department, i.e., both official side and concerned staff side. And we want to point out that inviting suggestions from unrelated people and from those not connected with or having experience in the field or profession is of no use. Hence, specific proposals worth consideration can be given only by ‘insiders.’ What is required for such an exercise is availability of data. (ii) Reduction of paper work Ans: Reduction of paper work cannot be achieved without trained personnel at Management level. The organization should train the officers in such a way that their mind-set should be changed. Here, the reform should percolate from top to bottom. In the present office atmosphere, PC s are mostly used as typewriters to generate notes and letters for the easy reading of officers which were previously handwritten. Hence, even in an automated environment, paper work is not reduced. Therefore, training and strict instructions to all officers, both petty officers and top managers should be given and they should be strictly told not to write marginalia such as ‘put up’, ‘connect’, ‘summarise’, ‘what is this’, etc. which is an indication that he/she requires to be tutored through PP notings. (iii) Better work environment Ans: Better Work Environment is often wrongly understood as a ‘cubicle arrangement’ or an air conditioned room and PC. Better work environment includes availability of proper stationing and infra-structure and basic amenities. But most important thing is psychological factor which gives the employees a sense of belongingness and an atmosphere to do work – more work efficiently. (iv) Economy in expenditure, Ans: Economy in expenditure is another area where the effectiveness of it comes from the top, i.e., topmost level right at policy making echelons. Normally, in Government departments, economy in expenditure means ‘switching of lights and fans when not required’, ‘avoiding purchase of new furniture for the staff, pooling of staff cars for the use of officers and the normal cliché – ‘cut down on OT, TA, DA, etc.’ But real economy has to be effected in signing big contracts, foreign agreements, import decisions, going in for projects, etc. Another important area is accidents and sabotages. Without paying attention to these aspects and ‘pay offs and service charges’, harping on regular low value items in a ritualistic way is of no use. The modern principle is ‘Transparency effects economy.’ (v) Professionalisation of services, Ans : Professionalisation of services can be achieved by inculcating a professional outlook in topmost functionaries and by inducting professionals in middle level through lateral induction on short term basis and by giving professional training to the staff at the lower level. (vi) Reduction in litigation on service matters Ans: ‘Litigation in service matters’ arises due to the wrong decisions, lack of response and refusal to admit and correct the errors by the deciding authorities. Hence, ‘competent authorities’ should be given ‘competent training’ and should be advised to be more communicative and receptive so that litigation can be avoided. Officers and authorities should be accessible. When there is a chance for communication and reconciliation, nobody would prefer to go to court. What is important is dialogue, as a very large number of litigations are over ‘interpretation.’ This is true in the case of outsiders, contractors and public also. (vii) Better delivery of service by government agencies to their users. Ans: This is a very common topic and it is the secret of success of any business man. Gandhi’s words about ‘customer’ should be framed and displayed in every service rendering department/office and the officers and staff should be advised to follow the same as their ‘holy testament.’ It is almost business and hence the prime requirement is ‘training’. Hence, we suggest that the Government departments should train their personnel and better delivery of service and success in business require training, training and training.
New concepts
Do you think the concepts of contractual appointment, part-time work, flexible job description, flexi time etc. need to be introduced in Government to change the environment, provide more jobs and impart flexibility to the working conditions of employees?
Ans: For changing the environment, contract and part-time work, flexi job, flexi time, etc. are not the required paraphernalia. Shift work is time-tested alternative. The former categories will not provide more jobs and the same would only result in under payment and under employment, which is not a healthy trend like under nutrition. Flexibility to the working conditions, to a certain extent, is available in many Government Departments in many categories and the same could be adopted widely without changing the basic features of Government services.
For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?
Ans: Punctuality is a required thing but the same is not synonymous with efficiency. Bio-metric entry/exit is not a panacea which may cure the illness afflicting the Governmental organ. Strict enforcement of the existing rules and regulations and a dedicated cadre is what is required for improving Government services.
What steps should be taken to ensure that scientists, doctors, engineers and other professionals with sophisticated education and skills are retained in their specialized fields in Government? Should they be appointed on contract with a higher status and initial pay, advance increments, better service conditions, etc.?
Ans: Money is not the only criterion to attract Scientists, Doctors, Engineers and other professionals. While talking about contract, higher status, initial pay, advance increments, etc. those who framed the questionnaire has not gone beyond money matters. The reason for the brain drain is not only money but the opportunities offered are the main attraction. Again service conditions do not mean pay and status. It includes a lot of other factors, which make a service congenial including the behaviour of the higher-ups, right up to the political hierarchy. Hence, viewing simply by financial angle is a fallacy.
Should there be lateral movement from Government to non-Government jobs and vice versa? If so, in which sphere(s) and to what extent ?
Ans: Yes. Movement from Government to non-Governmental jobs, etc. should be on deputation basis. The normal conditions governing the same are adequate with the period of deputation as 10 years to the maximum. It is suggested that the Central Government employees would be encouraged to go on deputation to State Services and vice versa for a specific period atleast once in the career.
It has been suggested that existing Government employees should be encouraged to shift to employment on contract for specified periods in return for a substantially higher remuneration package. Would you agree?
Ans: Shifting to contract employment in return for a higher remuneration is not a welcome thing. It will shatter the very foundation of Government structure, as life long accountability is the principle feature of a Government job. Alternately, wherever required, short term lateral induction as deputation can be resorted to. Government employees would also be permitted to register themselves in professional jobs and granting leave for the eligible and professionally qualified ones to undertake practice may be considered. Government can also be more liberal in granting ex-India leave and can also consider permitting its employees to undertake assignments during the leave period. This is an alternate way of redeployment and reduction in strength without financial implication and adverse impact.
Performance Appraisal
In what way should be present system of performance appraisal be changed? Should be ACR be an open document?
Ans: Present system of performance appraisal is only a ritual and there is no carrot or stick. Hence, granting of ‘reward points’ based on appraisal and ACR should be considered. ACR must be an open document and again we emphasize transparency as the hallmark of public services.
How far has the introduction of self-assessment helped in the process of appraisal?
Ans: Introduction of self assessment was an innovation at the time of introduction but the same has got only the place of an annual ritual today. It has not taken into account even for granting awards. Hence, it is suggested that self assessment should be taken into account for giving career improvement.
Should appraisal be done for an entire team instead of for individuals?
Ans: Appraisal should be through the individual as well as the team. An individual should be assessed as part of the team also, as both are complementary to each other. However, we suggest that annual counseling should be conducted for assessment, appraisal and verification and through this interactive session, reward points should be granted to the employees on a mutually agreeable basis. However, the same should not be trial sessions but the employees should be made to answer for the failures in such counsellings.
In what manner can Government employees be made personally accountable for their acts of omission or commission, without any special safeguards? Would you recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to conduct of Government servants and disciplinary proceedings?
Ans: The Government employee should be made personally accountable and answerable for the willful omission and commission. Safeguards should be there only for actions in good faith in public interest following established procedure. Loss to the public or to the Government should be recovered from the erring personnel so that a disciplined service will emerge. Though we do not propose any amendment to Article 311 as for as removal of employees is concerned, we suggest that a rider should be incorporated to the clause saying that such power should be exercised ‘only in rarest and rare cases.’ Amendments to CrPC and PCA are not proposed but the conduct rules of Government services should be modified to suit the present scenario. Conduct rules require departmental permission even for a petty loan or a household article. The present trend and living conditions should be considered and the market reality should be taken into account while fixing limits.
Holidays
Kindly comment on the appropriateness of adopting a five-day week in Government offices when other sectors follow a six day week. Please also state whether the number of Gazetted holidays in Government offices should be reduced? Please also comment on the appropriateness of declaring Gazetted holidays for all major religious festivals.
Ans: There is no harm in reverting to six days week making Saturday as half working day. Wherever public contacts and providing services to public are involved shift system with seven days working days is already in vogue. But we strongly recommend that the number of Gazetted holidays will be reduced to National Holidays and the remaining may be made Restricted Holidays so that office would be functioning and only those who want to avail holidays would be using it. There can be a system to credit the unavailed Restricted Holidays in the leave account of the employees. It may be noted that there were no requests from the employees’ or trade unions’ side to declare all major religious festivals as Gazetted holidays. It was done by the politicians with an eye on the vote bank. Hence we once again suggest that Gazetted holidays might be converted to Restricted Holidays so that the Governmental and office functioning is not affected. In this regard we expect the present Government to reinstate the number of Casual leaves to 12 atleast to its women employees. This will go a long way in rendering justice atleast to a sizeable number of women in India. It is a true welfare measure.
What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.
Ans: We do not want to brand the whole lot of Government employees as unpunctual. Again we say that punctuality is not synonymous with efficiency. We do differentiate between punctuality and absenteeism, both can be dealt under Disciplinary and Appeal/Conduct rules. However, allowing a grace time, that is, occasional late coming or early going will not affect the working of the department. After all, flexi time is the modern concept. Coming to reality, there are Government offices, where all are punctual and there are some offices where some are not punctual. However, wherever public contact is there, punctuality is a must and Government service is not so very bad as it is made out to be. However, one should put in the minimum number of hours required of him in the office and an Herculean effort is required in this respect as it is not an incurable melody. Effective superintendence required in the normal procedure can take care of it.
