Suggestions - All India Station Masters Association
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Sixth Central Pay Commission:Suggestions
User Name: All India Station Masters Association New Delhi
Comparison with public/private sectors
Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector?
a) Such comparisons can be made only with private companies of optimum size and reputation b) The qualifications prescribed for the post shall be considered c) The length of service shall also be equated d) The comparison with the PSU / Private Sector employees is always relevant. If all these factors are taken into consideration you can see that the PSU / Private Sector employees are getting better pay packets and facilities than the government employees e) The linking of efficiency, productivity, profits etc for the pay and allowances in comparison with PSU / Private Sector employees is unjust, because; i. the policies for enhancing these yardsticks are decided by the Government not by the commercial concerns; ii. the Government and the political parties and to an extent the higher level bureaucracy are taking all policy decisions and an employee has got no role in it; iii. in many cases no yardstick is prescribed to measure such efficiency; f) The benefit of pensions to Government employees cannot be considered as special benefits, because there is management's contribution in PSU / Private Sector for their employees, g) The terms and conditions offered by the various VRS schemes in PSU / Private Sector are much more attractive compared to that of Government sectors and hence neutralises the stability factor of Government employees h) The transfer liability of field staff in many Government departments, especially railways, is creating more hardship to the Government employees i) The share option and other incentives like bonus, ex-gratia etc are available to PSU / Private Sector employees unlike Government employees j) The concessional / free mess, full neutralization of residential rent, transportations arrangements etc are more favorable in these non Governmental organizations
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-ŕ-vis the salaries in the private sector?
It is possible-to quantify all other benefits excluding the pay derived by the Government employees and compare with that of PSU/Private employees Security of Tenure: There is hardly any threat to tenure in any PSU/Established Private Concern. In fact, penal measures are more in certain Government department and there are lots of indirect penalties like transfer. In view of the better VRS schemes and rewards perhaps PSU/Private sector is offering more stability to the entire family of the employees. After the economy has begun to boom since 1991 there had been very few closures of Factories, PSUs without adequate compensation. The Golden-hand-shake schemes in them range between 10 and 30 lakhs. There is no advantageous promotional avenue for Government employees and cases of stagnation are more when compared to PSU / Private Companies. Also, they have lengthy running scales in the same grade which is more advantageous than the benefits accrued out of promotions given to the Government employees. Housing and other invisibles: Even as per the claims of the Railway Board, which is the largest provider of the housing facility to the employees, the availability is less than 40 %. More than the 80 % of the Railway Quarters were constructed prior to Independence and have outlived their life period. 80 % of the allottees are forced to occupy a quarters which is below their type of eligibility and 20 % of these are substandard without flush out latrines, water taps, bathrooms etc., and 75 % of these quarters are situated at inconvenient stations bereft of basic amenities like drinking water, educational and medical facilities. Very often employees are forced to occupy these quarters in the interest of the administration and about 30% are remaining vacant though employees are paying rent for the same and denied HRA. During British era the colonial Railway companies were offering these quarters to the field staff as rent free. The interest on HBA is 8 to 12 % for Government employees, whereas, it is 5 % in Banks and PSUs, which means there is a difference in payment of interest alone to the tune of Rs.20,000 on an amount of Rs. 5 lakhs.
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?
No. It is absolutely inappropriate. Only Government employees are sharing the burden for social equity by roster based promotions, reservations etc. The poverty line of the populace has got very little relationship with the salary structure of the Government employees. If it has, the same is applicable to the salaries of PSU/ Private Sector employees, because the cost of services (Banking, Insurance) or products used by the public are linked with their emoluments also. However, the influence of emoluments to any employee is negligible compared to other factors which has got larger impact on Government efforts to bring up the poor by more expenditure on employment generation schemes, educational and health facilities, social security schemes etc., In fact a poorly paid Government employee is a sure recipe for poor efficiency of Government schemes because the talented would shy away from Government services. According to some estimates of Fifth Pay Commission recommendation had caused an extra expenditure of 20 thousand crores to all the Government at Central and State level. Compare this figure with following drains on exchequer. (i) There is about 2 lakh crores outstanding loans from various Industrialists and Merchants from PSU banks, Financial Institutions like LIC, UTI, IDBI, NABARD and cooperative society, (ii) Total outstanding dues on Income Tax, Wealth Tax, Customs duties, Sales Tax etc., will constitute another 2 lakh Crore rupees, (iii) The stamp duty scam alone had caused Rs. 30 thousand crores loss to the exchequer of various states (iv) The share market scam had resulted in a loss of atleast 20 thousand crores in two cases in a decade, (v) The Tax concessions and reduced land cost for various Special Economic Zone is to the tune of Rs 50 thousand crores for the last 2 years at least, (vi) Fraudulent tax evasions exploiting special agreements for avoiding double taxation with certain Countries like Mauritius had ended in a loss to the tune of Rs. 10 thousand crores
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?
The rush of foreign MNCs to our country and poaching of employees from Government sector by the Private companies clearly indicates that Indian Government employees are poorly paid compared to other countries. Though a comparison with developed countries may not be relevant, comparisons with countries like South Korea, Indonesia, Malaysia etc., is very much reasonable and Indian counterparts fare poorly with them. In countries like Bangladesh, Pakistan, Sri Lanka etc., where payment is poorer than India corruption Index is higher, whereas, it is much lesser in the countries stated formerly.
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?
There cannot be any equality between unequal. The comparison between Central and State Government employees is grossly unfair and unwarranted. The employees of the Municipal Bodies, Panchayati Raj institutions and autonomous bodies can never be equated with the Central Government employees for the following reasons I. Most of these employees are eligible for yearly payment of leave salary which is going up to one month salary per year. II. Many of these employees like School Teachers, Court Staff etc., have got vacation periods ranging from 2 to 3 months per year. III. Many employees coming under aided institutions in states like Kerala are allowed even to participate in electioneering and contest elections. IV. While curtailing the leave salary for a brief period, even the then Kerala Chief Minister, Sri. A.K. Antony had told that Kerala had got a surplus of 80 thousand employees, enough to sanction leave for all requirements; whereas, in many Central Government departments like Railways, employees are losing their leave for want of leave reserves. V. The selection procedure to these institutions are highly whimsical and their average qualification and efficiency is far lesser compared to Central Government employees. VI. The area of transferability is limited or nil in these institutions compared to Central Government employees. VII. Many autonomous institutions or local bodies have their freedom to generate income on their own. Generally, the accountability standards and customer service is far superior and corruption is lesser in Central Government establishments. In the matter of punctuality also, the public are having a better perception on Central Government.
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?
Secretaries of a Government department or Collector are surely more responsible than a Director of a Company with net sales or market captilisation over Rs. 500 crores. However, the Government services should have an element of idealism and social responsibility in higher levels of bureaucracy. If we reach equilibrium between these conflicting considerations, the total emoluments including perks of a Secretary level officer shall not be less than Rs. One lakh per month. There can be some increase for the official selected on contract basis linked to the performance. Such contract basis engagement will bring an element of competition, innovation and efficiency which will increase the performance indices. It can be tried upto 25 % of the total strength. Inter departmental deputations can also be tried.
What should be the reasonable ratio between the minimum and the maximum of a pay scale?
Normally an employee will have 30 years of service and he shall be having chances of 3 grades of promotions; that means he will remain in one grade for about 10 to 12 years. The ratio between minimum and maximum grade should be 1:1.6. So, there will be an increase of about 5 % as increment per year. The added responsibilities of maintaining a larger family, education of their children etc., during their later years of service shall be considered while fixing increments. Moreover, experience in service is having its own merits.
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?
A predetermined minimum to maximum ratio is far better than other methods in Government services. The efficiency angle can be pursued with merit based promotions, incentives etc.
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?
The higher pay and other benefits to the employees in Secretariat and analogous establishments is anachronic, colonial, unjust and irrational in the present times. Actually these groups of employees tend to delay the policy decisions by outdated office procedures. The accessibility and acquaintance with higher authorities very often make them unaccountable, more privileged, influential and powerful than the field staffs who are the real bread winners and torch bearers of any organization. The secretarial staffs are very often over staffed and have lesser transfers or penalties while they corner most of the rewards. They enjoy disproportionate share of facilities extended to the employees: like subsidized food in canteens, Holiday Homes, recreational facilities, cultural and sports fields etc., by virtue of their place of headquarters. Very often they get things done easily for themselves and also to those who are close to them. They work in convenient cities with benefits like HRA, CCA etc., and have better medical, educational and recreational facilities which are denied to the field staff to a great extent. The computerization, internet facilities, bank payment system etc., have reduced their work load considerably and it can be outsourced economically in many fields. Hence, they shall be always below the field staff as non core categories as recommended by Rakesh Mohan Committee. The outstanding performance of South Western Railway, East Coast Railway with skeleton staff in Accounts and Personnel branch compared to over staffed and loss making Railways like Southern Railway will vindicate this point.
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?
Technical knowledge is required for certain posts in research centers, design area etc., and experts are required who cannot be interchanged easily. However, in Railways most of the works are nowadays carried out by contractors and plethoras of technical hands have not helped in increasing quality or efficiency in any manner. While British Railway Companies constructed thousand Kilometers of Railway Lines per year during 1853 to 1933 with primitive technology and handful of technicians, after Independence during the past 60 years we have added just 13 thousand Kilometers, that is less than 250 Kilometers a year with so much of technological advancements and thousands of technical staff. Moreover, most of the civil service candidates are technical or science graduates nowadays and interchanging of officials and reduction of technical officers is in the interest of Railways. Railways being a transportation concern, the operations department shall be given primary concern and technical departments shall play second fiddle to it. This is in vogue in many institutions like banks, electricity boards, financial institutions, medical etc.
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?
The Group 'A' Services shall be re-designated as Chief Executive Officer [CEO] as in the private sectors and their pay shall commence with Rs. 45000-2250-72000.
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?
The Scientists in Department of Space and Atomic Energy deserves a special recognition. Their status in the eyes of the Indian public shall be raised by raising their pay packets on par with the CEOs in Group 'A' services. This will encourage the best brains in India to seek appointment in Indian Government and will act as a deterrent to brain drain. The dream of our President Sri. A.P.J.Abdul Kalam will come true in making India a Super Power in the very near future.
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?
The classification into Executive, Supervisory, Supporting and Auxiliary staff is a good suggestion. While classifying so, the following points are to be considered. There shall not be any overlapping in this classification and every unit with 100 staff shall have an executive and with 10 staff should have a supervisor. No supervisor shall be entrusted with rostered duties. Diverse activities shall be under the control of one Executive/Supervisor.
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?
Not only the Group C functionary in the secretaries be replaced with multifunctional executive assistants, that too who would be graduates and well versed in office works, secretarial skill and use of modern equipment including computers but also they shall be interchanged with field executives and supervisors. Field posting must be mandatory for all levels of Secretarial staff and maximum decentralization is to be effected amongst them.
Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?
Fewer categories and interchangeability of group D staff will provide better utility and equal opportunities to all.
Pay Scales
How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale?
Normally there was a 3-4 times multiplications in the basic pay range between 3rd Pay Commission and 4th Pay Commission scales and the 5th Pay Commission scales. So the 6th Pay Commission scales are applicable to increments also. Pay range Increment 3rd PC 330-560 10 4th PC 1200-2040 30 :th 5tnPC 4000-7000 100 The reasonable ration between minimum and maximum pay shall be 1:1.6 as stated above.
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?
The number of pay scales need not be more than 6 in any group of employees and the total number of grades need not be more than 20. Also the ratio of pay between the maximum paid officers and lowest paid employee shall be within 10:1. Some element of running pay scale system will have to adopted where the number of grades are reduced. Some extra allowances like dual charge allowance will have to introduce in some cases.
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?
Minimum fixation ratio shall be 1:1.6 and the increments shall be a minimum of 5% which shall be increased to 6-8% midway.
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?
The contention that 100% neutralization of inflation is achieved through DA payments is wrong because the DA installments are worked out on the pay-fixed 10 years or so, before which is the normal period between successive Pay Commissions. Almost all PSUs and Pvt. Companies have a 3 or 4 year wage settlement period, in addition to payment to variable DA. In new economic companies such raises are annual. Such being the case, a permanent wage review body is the best method, in place of the pay commission, whose constitution is left to the whims and fancies of the Government, even though the 5th Pay Commission had clearly suggested that the next Pay commission should be constituted after 50% raise of the DA or 10 years. More over the Pay Commission are very often procrasting the issues due to the very nature of its voluminous area of studies and diverse departments.
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-ŕ-vis their juniors and due weightage is given for the longer service rendered by the former
Point to point fixation after the new Pay Commission had always caused lot of losses to senior hands. So at least one increment shall be allowed in the revised grade after point to point fixation for every two increments earned by the senior hands.
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.
The DA and HRA are paid for specific purpose of neutralizing inflation and rent cost at various places. It does not take into consideration the peculiar extra expenses attached to city life. The CCA shall be proportionate to basic pay and shall be at least 5 % not on slab basis. It should be extended to all staff so as to maintain their residence in cities for the purpose of educational, health and social reasons or for want of quarters.
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?
No Comments -
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?
No Comments -
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.
Yes. Their residential accommodation shall be constructed on the lines of Satellite Town with all facilities and all the paraphernalia be arranged on contractual basis without causing much drain in incuming any permanent overhead expenses. Their present bungalows and acres of land shall be utilizedon commercial lines to have a sustained permanent income to the Government
Specific proposals
In what manner can Central Government organizations functioning be improved to make them more professional, citizen-friendly and delivery oriented?
Public contact categories/staff shall be given prominence and proportionate avenues for promotions to group B posts of all departments especially in Personnel, Accounts, Commercial, Stores and Public Relation departments. Local purchases for public convenience shall be allowed to them or should be according to their needs and recommendations. They shall have representatives in PNM, JCM user Consultative Committee at various levels. Peoples with good public relations record shall be suitably rewarded to maintain their professional integrity and pride. Their transfers, promotions, pinpointing of posts etc., shall be strictly according to the prescribed policies.
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.
Reduction and redeployment of staff Reduction and redeployment shall be restricted to non core categories and department where outsourcing and contracting can be resorted to. (ii Reduction of paper work Computerization and Internet connectivity shall be extended to lower level field officers and ministerial work duplication shall be avoided (iii Better work environment To achieve better work environment quality stores and furniture shall be supplied first to officials with public contact. Basic amenities at stations and work places shall be mandatory. Necessary funds for petty repair, electrical attendance, gardening etc shall be vested with concerned supervisors instead of separate works branch. (iv Economy in expenditure Non core categories shall be pruned and decentralised or made as separate profit / cost centers, example -internal works, electrical attendance etc. Strict control over works programme shall be exercised by the core departments in every department. Street lighting, water supply etc shall be passed on to local bodies. Compulsory bank payment system shall be 100%. At macro level railways can start its own banking operations instead of idling the surplus funds with current accounts of banks. Employees suggesting viable economic measures shall be rewarded with 25% of the economy achieved out of such recommendations. (v Profesionalisation of services The pay structures shall be related to qualification. Additional increments shall be given to additional qualification acquired. No dilution shall be permitted in the prescribed qualification for any post. Innovative ideas shall be appreciated and encouraged. Transparency shall be the hall mark of the administration. (vi Reduction in litigation on service matters Most of the litigation in the Government departments is due to insensitive and arrogant attitude of the higher-ups. Responsibility shall be fixed on officers on such cases. Supporting secretarial staff shall be booked for their failures/ lapses. (vii Better delivery of service by government agencies to their users. Better delivery of services to the users can be ensured only when the field staff / public relation staff are given with more powers. The service departments shall be under the overall control of core department / field staff at all levels.
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?
Contractual appointments, part time work, flexible job description, flexi time etc can be introduced only in limited and selected areas of the non core activities in any Government Organisation.
For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?
Flexi time and bio -metric entry/exit can be experimented in some technical areas where continuous engagements is not required.
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.?
The recruitments of Scientists / Doctors / Engineers and other professionals with sophisticated educations and skills shall be on need basis or contractual basis. They shall never be a dominating force in the managerial jobs. That will lead to wastage of technical skills, deviation from focus on core activities, ego clash etc.
Should there be lateral movement from Government to non-Government jobs and vice versa? If so, in which sphere(s) and to what extent ?
It is a must for diverse experience and broader out look and shall be tried first with the higher level officials.
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?
This shall be encouraged but not compelled. Too much of contracting will lead to many unscrupulous activities.
Performance Appraisal
In what way should be present system of performance appraisal be changed? Should be ACR be an open document?
The present performance appraisal in Government departments is the legacy of old British colonial system. The normal rules and regulations are sufficient to ensure accountability.
How far has the introduction of self-assessment helped in the process of appraisal?
Self appraisal has become a ritual without any action on them and has become a meaningless one. An outside agency may be able to find out a reason for failure of the system.
Should appraisal be done for an entire team instead of for individuals?
The Central Government employees are drawn from various departments that include core and non-core areas. They cannot be brought under a straight jacket of forming teams. Due to impracticality of the suggestion, writing of group appraisal does not merit consideration. Moreover, when the appraisal itself is part of British legacy; any attempt to revamp the same shall be desisted.
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?
There is no requirement of any special safeguards to be created or invoked to fix responsibility or accountability of central government employees, since, there is already an inbuilt mechanism existing. The provisions of Article 311 itself serves as a Damocles's sword on the head of the employees. Added to it are the other said provisions that shall not be used as a weapon to instill a sense of terror in the minds of the employees. The present Central Civil Services Conduct and Disciplinary rules are potential enough to ensure discipline and accountability among the employees.
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.
The privilege of holidays shall be uniform to all type of staff whether Government or PSU or Private. It is desirable that the Govt. offices work on all seven days. Except the field staff, staff with hazardous duties and staff working at inconvenient places, rest shall work six days a week. Seven working days of offices can be ensured with roster system of rest on different days. The casual leave shall be restored to 15 days for all the field staff at least. The number of gazetted holidays shall be equal to the number of national holidays granted to field staff.i.e. 12 days per year.
What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.
The problem of punctuality is not applicable to the roistered staffs who work round the clock because their posts are to be managed always. The following measures will help punctuality in administrative offices, establishments with large number of employees at single place: I. Introduction of punch card system duly matching the thumb impression of the employee. II. Induction of field staff in the personnel officers' cadre by opening avenues of promotions to them, III. Fixing of accountability for delays/lapses on secretarial staff, IV. Introducing an evaluation system by the concerned field staff treating them as internal customers, V. More transparency at all levels, accountability, better communications between different layers of employees, responsive grievance redressal system etc can improve work ethics in government organizations, VI. Appropriate fora shall be constituted to discuss the problems of various groups of employees and trade union shall be allowed to work in a democratic manner without any official discrimination.
