You are on page 1of 16

QUESTIONNAIRE & ANSWERS FROM FEDERATION OF

RAILWAY OFFICERS’ ASSOCIATIONS TO SIXTH CENTRAL PAY


COMMISSION

1. Comparison with public/private sectors

1.1 Should there be any comparison/parity between pay scales and


perquisites in Government and the public/private sector?

1.1 Answer: Comparison is inevitable when we live in an open, modern


society. Further, in the job market if the Government wants to obtain
and retain talent, comparison is called for, if not parity. Previous pay
commissions had taken into account the prevailing salaries in the
private sector while considering payscales. While it is accepted that
private sector employees function under a different matrix of work
conditions, along with a different set of incentives, it is argued that
disparity in emoluments should not widen to such an extent that
requisite merit/talent to ensure good governance gets compromised.

1.2 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?

1.2 Answer: Exact Quantification may not be possible, but a rough


comparison is possible, especially with the public sector, even if not
with the private sector.

1.3 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?

1.3 Answer: Economic conditions of the large sections of community is


indeed to be taken into account to ensure equity and social justice.

Again, the Government’s endeavor is to alleviate poverty and


economic distress, and never to perpetuate them. The role of
Government and its servants is to raise the economically weak. But
only talented, knowledgeable and the best among the pool of eligible

candidates, if join the Govt., can raise the weak. Hence, there is a
need to economically empower Government servants.

Further, Government is not a ‘doler of employment’. Far from it,


Governments are concerned with Citizens’ collective well being. From a
doler of Employment, Government should be seen as a model
employer displaying a balance of equity & equality.

2. International comparisons

2.1 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?

2.1 Answer: The hypothesis may be valid. But it has to be qualified by the
often observed phenomena that corruption is driven by ‘greed’ and not
‘need’. The Government shall have to ensure by effective control &
monitoring mechanisms that a well-paid bureaucracy remains honest,
i.e. after paying the Government servants well, stringent punitive
sanctions be envisaged to weed out unhealthy practices/ corrupt Govt.
servants.

3. Impact on other organizations

3.1 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?
3.1 Answer: This is a very pertinent question. Salary of the federal
Government Servants ought to be higher than that of States because
of

i) All India transfer liabilities


ii) Central Government servants are involved in policy
formulation and providing broad guidelines. Their focus is
broad and wide. Such an approach calls for talent and
ability. Hence to attract and retain the best talent, the
compensation package should be higher.
iii) Panchayati Raj/Municipal bodies are involved in routine day-
to-day activities and their functions cannot be compared to
that of policy level initiatives of the Central Government.
iv) Salary and competence of the federal structure should
always be higher than that of federating units. This is true in
all federal democracies.
v) In view of the reasons cited above, the Sixth Pay
Commission should unequivocally advocate against
extending central parity to State Government and lower level
bodies.

4. Salaries

4.1 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?

4.1 Answer: This reply is basically concerned with the overall structure
and not the basic pay of a single post. Though having a contractual
tenure looks attractive and professional in theory, in practice, such a
contractual tenure can be used by politicians and others to pressurize
senior officers. Keeping in view the socio- political environment
prevailing in the country, it is not desirable to have contractual
appointment of secretaries. It would further tilt the balance of power
against bureaucracy. More often than not, it may not deliver desired
outcomes as probability of such contractual appointees succumbing to
the irrational desires of political masters and other extraneous centers
of power in order to enjoy their contractual tenure peacefully or may be
to get it extended is very high. However, for some technical/specialized
short term assignments, where the outcomes are quantifiable,
appointment can be done on contractual basis.

4.2 What should be the reasonable ratio between the minimum and the
maximum of a pay scale?
4.2 Answer: The concept of maintaining ratio between the minimum pay
scale and the maximum pay scale is outdated in the present
environment of globalization. There is a need for efficient, responsive
Government, which is sensitive to the requirement of the citizens. The
job content, skill set required, performance parameters required at the
lowest level and at the highest level are very different. The
compensation level has to be linked to the contribution of the post in
terms of productivity and contribution made to the performance of the
organization. There is no such ratio in the private sector. The job
content, skill set required and responsibility attached to the post of
CEO is very high, hence presently the pay scale/compensation, at the
higher levels is very high and is no way linked to the lowest level of
posts.

The abysmally low and anachronistic pay scales in the Government at


present have led to the talented persons opting for much greener
areas in the private sector instead of joining Government. This is also
leading to the rising turnover of officers at the higher levels. The
attrition rates at the lower and middle levels of Group A services are
going up, because the private sector /MNCs are able to lure away the
talented officers with lucrative pay packages. In the United Kingdom
also, this concept has been done away with, where the compensation
at the higher level, is at par with the private sector.

Moreover, the compensation at the lowest level is higher than that


prevalent in the private sector. Broadly speaking a fresh Group ‘D”
entrant earns (unskilled labour) is about Rs.3000/-. At the same time,
the difference between Govt. and private sector at the top level is
roughly 20 times. We have seen that for recruitment to a few thousand
posts, the number of applications at Group D level, reaching
staggering 20 lakhs.

International Comparison The Singapore Government as a part of


reforms of Civil Services have granted pay scales to civil servants,
comparable to that of the Private Sector, which has contributed to a
great extent in improving the efficiency and performance of the
Government. This has drastically reduced the level of corruption in the
Bureaucracy. Today Singapore is ranked among the top ten least
corrupt country in the world. Similar model is being attempted in the
Malaysia and New Zealand.

Notwithstanding above, the present ratio between minimum and


maximum is 1:10, a significant reduction over the decades. There
should be enough remuneration to those who work. Hence it can be
rationalized to about 1:15. Further, third pay commission had
recommended a ratio of 1:21(lowest pay scale Rs160 and highest Rs
3500), which should be progressively achieved. The ratio is also
indicative of the scale of progress that one can achieve in one’s
service career.

4.3 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?

4.3 Answer: Pre determined minimum-maximum ratio on ideological


considerations is detrimental to ensuring talent in Government
departments. Efficiency in administration is the need. If talented people
are to be attracted and retained by the government, they need to paid
higher, especially group A officers. Further, a ratio is ‘indicative’ of the
progress one can achieve by remaining in Government service. i.e., it
indicates that sustained hard work and stability, one can increase
one’s earnings by a reasonable figure over a span of 2-3 decades.

5. Relativities

5.1 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?

5.1 Answer: These factors are no longer valid today. There should not be
any discrimination between field level and Secretariat level offices as
they are performing the same kind of job.

6. Group-A Services

6.1 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?

6.1 Answer: There is a case for Unified Civil Service and thus unified pay
scales and perks to all Group ‘A’ officers. All group ‘A’ officers who
come through UPSC, be merged to a single service. The reasons are
as follows:
i) They are recruited through the same body.
ii) hold mainly administrative/managerial/policy formulation
involving assignments from middle management level
onwards in their departments.
iii) They are involved in policy formulation of the Government.

Such a step would allay misgivings among services – It is the first step
to end perceived disparity among services and render equal treatment
to all the services. However, the need for specialization can not be
ignored and therefore based on their academic background and
experience they can be deployed cutting across sectors for middle
level/senior level general assignments.

6.2 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?

Answer: Yes, it has to be redesignated but after keeping in view the


overall framework. The detailed pattern of payscales is dealt with in
para 10.1&10.2 respectively, and it suggests that promotions may be
delinked from the availability of posts, by making them time-bound. In
money terms, keeping in view some of the compensation packages
being offered to fresh professionals by the private sector, – the
Minimum of the pay scale at the entry level of Gr. A should be fixed at
35,000/ p.m. and that at SAG level should be at 75,000/ p.m. (the
present corresponding figures are 8, 000/ p.m. and 18,400/p.m.).
Secretary’s pay could be fixed at about 1.1 lakhs (the present figure is
26,000/ p.m). The reasons are-

i) Government requires talent and it has to be willing to pay for that


talent. The social cost of poorly paid Government servants having
inferior talent is very high. And if you want higher talent, Government
should also have to pay well.
ii) The employment field is very competitive and talented youngsters have
many options, with Government service being just another option. The
days of unemployment of professionals are over. Now employers vie
with one another to attract talented youngsters. Hence the
Government’s compensation package has to be higher so that it is not
put to a disadvantage in hunting talent.
iii) Compared to earlier days, youngsters joining Government departments
only with ‘service motive’ is a rarity and that’s the reality.
iv) Government service should not become a nursery for experience and
training so that officers subsequently leave the job in search of greener
pastures.

To attract and retain talent, along with salary, there should be built-in
incentives for highly qualified people to join the Civil Services. Professionally
qualified people joining the Services are an asset to the government and add
to their value and profile. Towards this end, the government can consider give
an incentive in the form of increments for professionally qualified people
joining the Civil Services. Recognised professionals like
doctorates/doctors/engineers/lawyers/CAs/ICWAs etc. from recognized
Universities should attract 2 increments in their scale of pay. This should be
continued in their entire service life so that the government can retain talent. It
should be restricted to 2 such professional qualifications (i.e. 4 increments) at
the entry level. As an incentive for them to continue their education and
acquire knowledge in public interest, like MBA, masters in Public Affairs, PhD,
etc,2 more increments could be given to each of the additional qualification so
acquired. However it should be restricted to 6 increments in total. This will
goad the employees to acquire more qualifications and broaden their
perspective and deepen their understanding in their fields. A similar system
exists in academics, where lecturers with PHD qualifications get 4
increments to be continued throughout their career.

7. Professional personnel

7.1 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?

7.1 Answer: No Comments.

8. Classification of posts

8.1 Presently, civilian posts in the Central Government are classified into
four Groups (‘A’, ‘B’, ‘C’ & ‘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?

8.1 Answer: The existing classification is fine enough. (To be read along
with 9)
9. Restructuring of Group ‘C’ & ‘D’ posts

9.1 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?

9.1 Answer: Group ‘C’ functionaries be replaced by multifunctional


executive assistants, who are graduates, well versed in office work.

This will do away with the present day system of LDC, UDC,
Stenographers, PAs etc. Such classifications are counter-productive as
people refuse to accept the totality of functions in a unit. An
arrangement of having multifunctional Executive Assistants will make
the office premises healthy, functionally vibrant and above all, oriented
towards service delivery. It will bring in responsive administration.
Similar arrangements should be made Group ‘C’ in other organizations
of the Government as well.

9.2 Should a similar regrouping of Group D staff into fewer categories


capable of performing diverse functions also be carried out?

9.2 Answer: A similar regrouping of the Group D staff into fewer


categories with multiskilling would be beneficial. It will help to
reduce/rationalise Group ‘C’ and Group ‘D’ employees in the
Government.

10. Pay Scales

10.1 How should a pay scale be structured? What is a reasonable ratio


between the minimum and maximum of a pay scale?

10.2 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?
10.1&10.2 Answer: Instead of having multiple pay scale structures, Group A
officers can be classified into 3 Grades – Junior Management, Middle
Management and Senior Management Grades. Each of this could be a
timescale, to be given irrespective of the availability of vacancies. This
will lead to a delinking of pay and promotions, so that officers do not
suffer financial disadvantage even if their cadre-management is poor.

This will also rationalise multiple pay scales, and attendant issues of
fixation etc. It will also do away with the need of cadre
review/restructuring at regular intervals, which is a time consuming
exercise..

A running scale would be preferable. In the running scale, higher pay


could be given after one completes the specified no. of years.
Accordingly they can be designated in their offices.

11. Increments

11.1 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?

11.1 Answer: Frequency of increment should be 1 year, as at present. It


should bear a varying relationship with the mimima/maxima of the
scales.

12. Revision of pay scales

12.1 Is there any need to revise the pay scales periodically especially when
100% neutralization for inflation is available in form of dearness
allowance?

12.2 Answer: Yes. There is a need to revise pay scales periodically.


Inflation is just one of the factors that is considered when pay revision
is done. Other factors, such as salaries offered by comparable
employers, also come into play. Also, there is continued need for a
periodic Pay Commission. Pay is just one among the many areas,
such as performance , cadre management, training, honing up of skills
etc that a Pay Commission deliberates upon. DA provided is based
on WPI, whereas real cost of living is based on Consumer Price Index
(CPI). Moreover, the credibility of inflation figures are at low ebb
because of removal of price sensitive commodities like onion etc. from
the basket of goods considered for assessing inflation.
12.3 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.

12.4 Answer: we shall give suggestions in due course.

13. Compensatory Allowances

13.1 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.

13.1 Answer: No, CCA is not a sufficient compensation. It has to be


revised upwards and that too substantially.

DA and HRA can never give full neutralization in a country as diverse


and as complex as India. The cost of living is very much city specific
and hence the need to continue with CCA.

Yes; there is a need for changing the basis of classification of cities


and the rates of CCA. The present classification of ‘A’ ‘B’ ‘C’ grade
cities is too general and vague. For example, Bangalore is a B-1
category city, but the cost of living there is higher than cities like Delhi,
in many respects. Similar is the case with Pune. Similarly though Goa
is a B Grade State, the cost of living there is much higher than other B-
1 grade cities of the country.

In cities like Bangalore, Pune etc. the house rent is very high, and the
HRA provided is hardly sufficient. A reclassification of cities should
also be done for HRA based on region specific, city specific inputs.

14. Pay and perquisites for Armed Forces

14.1 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?

14.1 Answer: NO VIEWS

14.2 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?

14.2 Answer: NO VIEWS

15. Abolition of feudalism

15.1 Should all vestiges of feudalism in the country like huge residential
bungalows sprawling over several acres, large number of servants’
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.

15.1 Answer: Yes, feudalism should be avoided not only in the


bureaucracy but also with politicians.

16. Specific proposals

16.1 In what manner can Central Government organizations functioning be


improved to make them more professional, citizen-friendly and delivery
oriented?

16.1 Answer: Technology, imbibing fresh ways of functioning from the


private sector, goal-oriented philosophies, and fresh ways of staffing
senior management positions.

16.2 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.

16.2 (i) Answer: Reduction and redeployment of staff.


Reduction:Considerable reduction of staff has already taken place
since the freezing of recruitment by the Central Government, except in
selected departments. Further reduction will lead to a breakdown of
functioning.
Redeployment:Certain State Governments allow their servants to go
on leave for 5 years.Such a practice can be done in the Centre as well.
Talented people will have opportunities to earn well in a professionally
more fulfilling environment. By allowing Government servants to go on
deputation even in private sector, without compromising on the position
of Government, their strength can be reduced/controlled, their diverse
experience in the Govt. and in private sector can be leveraged by both
the sectors besides enhancing their skills/capability. Allowing women
employees to work half day with half pay for 2-3 years post maternity.
They can look after their family.. (Only for Group C and Group D).

16.2 (ii) Answer: Reduction of Paper work


(1) The transaction between Government and its employees are based
on ‘mistrust and suspicion’. It has to be transcended from ‘mistrust
to trust’.

(2) Unified Civil Service merging therein all the Services as mentioned
in 6.1 above will ensure that papers/files don’t move for cadre
management/ review etc

(3) Having mainly 3 scales for the entire Govt. Service as outlined in
10.2 and delinking pay from promotion can reduce files moving for
promotions.

(4) Paper work can be avoided if we give fixed amount based on


entitlement to expenses such as (i) newspapers bills (ii)
entertainment allowance (iii) conveyance charges etc.

(5) In the case of LTC, it should be simplified to mean 2 trips in 4


years (one LTC and one HTC). The concept of half block year etc.
(2 year period) should be done away with.

16.2 (iii) Answer: Better work environment


Implementing steps at 9.1 and 9.2 would automatically ensure
healthy, hygienic work environment with seamless functioning.

16.2(iv)) Answer: Economy of Expenditure: Using computers, internet and


cellphones for better communication and faster documentation.

16.2(V) Answer: Professionalisation of services: By asking each


Department/Ministry to come out with a Charter of Services; also by
outsourcing wherever possible.
16.2 (VI) Answer: Reduction of litigation on service matters.
Delinking of Pay and Promotion as enshrined in 10.1

16.2 (VII) Answer: Better delivery of service by government agencies to their


users: same as in 16.2(V)

17. New concepts

17.1 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?

17.1 Answer: Contractual appointment, part time work, flexible job


description etc. are not suitable in Government sector, as already,
Government servants are supposed to be on duty for 24 hours; putting
down such provisions could lead to misuse and absenteeism.
However, some very specialized short term assignments/jobs can be
contracted out, in so far as they are quantifiable in nature.

17.2 For improving punctuality/introducing new concepts like flexi time,


should biometric entry/exit be introduced?

17.2 Answer: Yes, they should be introduced. Biometric entry /exit will
ensure discipline at all levels of Government servants.

17.3 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.?

17.3 Answer: Advance increments and better service conditions shall be


an incentive to grow in specialized fields, however contractual
appointment will not be in administrative interest as explained in detail
earlier also.

17.4 Should there be lateral movement from Government to non-


Government jobs and vice versa? If so, in which sphere(s) and to what
extent ?
17.4 Answer: Lateral movement should be there to give career diversity to
Government employees. Lateral movement (i) hones the skill of
employees. (ii) Provides diverse career opportunities for qualified and
able staff/officers. At present, in most of the PSUs, the Government
officers are permitted to join on immediate absorption basis, which is
contrary to the spirit behind the above progressive suggestion. They
should be allowed to proceed on deputation basis while maintaining
their lien with the Government.

17.5 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?

17.5 Answer: No, existing Govt. servants should not be allowed to shift on
contract basis. Instead of ability and hardwork, this could lead to a
situation where pay is determined by one’s negotiating skills and
subjective considerations.

18. Performance Appraisal

18.1 In what way should be present system of performance appraisal be


changed? Should be ACR be an open document?

18.1 Answer: No. ACR should not be an open document, as this could
lead to further pressure on reporting and reviewing officers, and lead to
a situation where honest appraisal will be impossible. However, if the
assessment/grading obtained by an officer shall come in the way of his
future career progression, it should be mandatory to communicate it.
Supreme Court had decided in the case of UP Jal Nigam that where
ACRs are below the bench mark for next promotion and where there is
a downward trend in the performance, it should be communicated.

18.2 How far has the introduction of self-assessment helped in the process
of appraisal?

18.2 Answer: Very helpful.

18.3 Should appraisal be done for an entire team instead of for individuals?

18.3 Answer: Could be considered.


18.4 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?

18.4 Answer: The existing safeguards are felt to be adequate

19. Holidays

19.1 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.

19.1 Answer: Five day week is appropriate. This is the international


practice. Further, on exigencies of work the employees do come to
office on Saturdays. There is no need to reduce the number of
Gazetted holidays in the Government. It is appropriate to declare
Gazetted holidays on major religious festivals – because though we
are a secular state, we are a religious society. It is the religiousness of
our people that has added work ethics to our society. It is a strength
that needs to be nurtured.
Again, our ‘secular state’ is also positive in its connotation as it extends
equal treatment to all religions and not, “no treatment to any religion”.

19.2. What do you think is the state of work ethics and punctuality in
Government offices? Kindly suggest ways of improving these.?
19.2 Answer: In attached and subordinate offices, wherever possible,
punching biometric attendance machines can be introduced. Every
Ministry/Department should identify their subordinate offices where
punching system can be implemented. Biometric entry /exit will ensure
discipline in all levels of Government servants.
People should be enthused to be punctual and adhere to work ethics.
Employees should be goaded to achieve their targets and adhere to
the ethics. Higher compensation, better facilities, career advancement
opportunities, deputation, and a feeling that they are working for the
state and society at large rather than any particular, petty sectoral
interest can achieve this. It is a caring Government that can ensure
this.

*********

You might also like