Saturday, November 04, 2006

Pay Cmmission invites public views

Suggestions & Comments invited

Six pay commission invites all interested persones, including members of the public, poeple's representatives, consumer assoicaitions, staff assosiations, State/UT Governments, Ministries/Departments are invited to send their views to the Commission by 31 st December, 2006.

A questionnaire has been prepared to facilitate response on the items of specific interest to the Commission. The same can be accessed at the above mentioned web sites. In the meantime, you may download the questionnaire from page and submit the same at
by post at the following address:
Sixth Central Pay Commission2nd Floor, ICADR Building ,Plot No.6, Vasant Kunj Institutional Area, Phase IINew Delhi-110070.
or at:
PO Bag No.001, Vasant Kunj Post Office, New Delhi-110070


  1. Anonymous12:08 PM

    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?


    1.2 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?
    Yes, If we count the other benefits, it can be seen that salaries in private sector goes on a very higher side, considering the facts that different perks are enjoyed in Pvt. 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?
    Govt. servants are hardly 1% of entire population so there is hardly any justification and even if we consider the social conditions, it can be seen that employees in Pvt. Sector are in a better position, Secondly most of the govt. servants say 60% to 70% are group C & D staff whose economical condition is not so rosy as given in the media or on record.

    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?
    It will not be valid in India neither the course of action is desirable considering the fact that our social-economic structure is very different from other countries. It is a reformative process

    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, panchayat 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?
    The revenue capacity of State Govts. is very poor because of poor
    administration, poor management, political interferences and not to
    forget corruption. If we can overcome all these obstacles, there
    should not be any reason that revenue of states will go up but for
    that matter we need to be honest with ourselves.
    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?
    If we compare the post of Secretary to the post of MD in a company, the salary should be given in package. Both are responsible to derive maximum profits (read output) from their respective units by showing their managerial skills.
    Basic pay for Secretary should be Rs 75000/- to 80000/-
    No. appointment to these posts should not be on a contractual basis because of different set ups in Govt. organization. In fact a Secretary should hold a post for a minimum 3 years so that we can have the maximum out put. Because it takes a minimum of 5/6 months to understand a set up of a particular unit and by the time he is ready, he gets busy with pension papers. A person who is due to retire after 1 year should not be posted as Secretary.
    4.2 What should be the reasonable ratio between the minimum and the maximum of a pay scale?
    Ratio should be 1:2.
    Length of service for a particular post is 20 year to reach the maximum which normally never happens because a person is either promoted or gets ACP. So it will be better to reduce the length of service in a particular pay scale to 15 years for group C & D and 10 /12 years in respect of Group B & A as the case may be. Even to compensate this, ratio of increment should be 5% of initial basic.
    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?
    Yes, it is necessary to persist with a pre-determined minimum
    -maximum ratio, considering the bitter fact that it may take another
    5/10 years to ensure efficient administration. And there is no dearth
    of talent in India. Even if some brain drain is there, it will not have
    much impact on the Administration of India, except for science and
    Technology for which different norms be set up.

    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?
    No, in present situation, it is not justified considering the fact that in
    the last 10 years, with the reduction of staff, automation and less
    proper channels, the functioning has become more or less similar at
    most of the levels.

    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?
    There has to be two different streams because of different mode of functionings and set ups.

    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?
    The emoluments to an entrant in Group-A Service should be
    Rs. 35000/- to Rs. 40000/- or say a package of Rs. 4.5 lakhs .

    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?
    Yes, there should be higher compensation package for scientists
    as nature of work is different from Babus. If we compensate them
    better, there will be no further brain drain and a reasonable
    package for them is Rs, 50000/-(Basic) with better promotional
    chances and facilities can be given.

    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?
    Classification of 5th pay commission can be adopted with certain modifications.

    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?
    With the reduction of staff and further reduction in the future, the aforesaid practice needs to be adopted.
    9.2 Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?
    Regrouping of Grade D staff should be done into fewer categories
    who are capable of performing diverse function. All vacant posts
    should be abolished as a practical measure which will reduce the
    present strength of staff by another 15% to 20 % and these savings
    can be used for better pay package of remaining staff. If we want to
    function like in corporate sector, it is better to start working with
    less peons which are nothing but status symbols for BABUS.

    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?
    As stated earlier, the ratio can be 1:2 and the length of service in a particular scale should be 15 years for Group C & D post, 12 years for Group B Post and 10 years for group A post.
    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?
    For group D there are 4 pay scales, for Group C-7 pay scales, for
    Group B-3 pay scales and for Group A-20 pay scales. It can be
    seen that more norms were adopted for Group A Officers as
    compare to lower staff. In most of the Govt, Units, Group B
    (Supervisory) is the backbone who have to take the work from the
    staff and functions like shuttle cock between Junior staff and Senior
    Management so it is better for them if they also be given due for
    their performance with better promotional chances.
    In order to stream line the functioning, Group D should
    be classified in 4 scales, Group C-4 scales, Group B- 5 scales and
    Group A 15 scales. To work out the modalities for classification,
    functioning of different units is to be taken into consideration. Few
    units are having more work as compare to other units while the pay
    scale of officers remain same i.e more output and less pay. This
    aspect is to be taken into consideration while revising the pay scale.

    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?
    As stated earlier, rate of increment should be 5% of Basic and
    increment should be yearly. Performance Oriented Increment can
    be added as a special case to have better efficiency after justifying
    the case by adopting certain standards/yardsticks. As much
    efficiency can not be expected from Babus, it should have a uniform
    pattern in all the units.

    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?
    There is a need to revise pay scale periodically because of change in social/economical structure, inflation, standard of living, reduction of staff etc .Considering the fact that it takes a minimum of 4/5 years to set up a new pay commission and it’s implementation are affected nearly after 2/3 years, it is better to revise the pay scale in a minimum period of time.
    12.2 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.
    There are anomalies in the pay fixation adopted by 5th pay
    commission. Despite bunching of increment, A Senior gets less pay
    because his length of service is reduced to 4/5 years after
    bunching while a new recruit/junior also draws almost a similar
    package. Formula adopted by 5th pay commission can be modified
    slightly by bunching of 4 increments. Even if bunching is not
    allowed, even then by adopting this method, anomalies can be
    reduced up to some extent. It can be seen by the example given
    below that after bunching a senior officer will have added advantage
    as far as length of service is concerned.
    Regarding fixation of new pay scale, instead of initial
    basic X 3.25, we may adopt initial basic X 2.5 as D.A. is already
    converted into D.P. After considering the total emoluments, new
    basic can be decided and increment can be 5% of new basic and
    length of service in the new pay scale be reduced to maximum of 15
    years because in group D,C & B a person is either promoted or gets
    ACP. It is rather impractical that a person will complete 20 years of
    service in a particular pay scale.
    The formula which can be adopted if found feasible will be as given below:
    Basic D.P. DA @ 24% 10% of basic & D.P. 40% of basic Total emoulments New Basic Increment after 4 years Proposed basic Length of service
    1 2 3 4 5 6 7 8 9 10

    New basic can be derived after considering (6) which will be near to initial (old) basic X 2.5.

    (Example I) Pay Scale 8000-275-13500
    Pay fixation in the proposed 6th pay commission in the pay scale of 20000-1000-35000

    Basic Pay D.P. D.A.@
    24% I.R. 10% of Basic+DP 40% of Basic Total Emoulments New Basic Length of service/increment New Basic
    8000 4000 2880 1200 3200 19280 20000 0 20000
    8275 4138 2979 1241 3310 19943 20000 1 20000
    8550 4275 3078 1283 3420 20605 21000 2 21000
    8825 4413 3177 1324 3530 21268 22000 3 22000
    9100 4550 3276 1365 3640 21931 22000 4 23000*
    9375 4688 3375 1406 3750 22594 23000 5 24000*
    9650 4825 3474 1448 3860 23257 24000 6 25000*
    9925 4963 3573 1489 3970 23919 24000 7 25000*
    10200 5100 3672 1530 4080 24582 25000 8 27000**
    10475 5238 3771 1571 4190 25245 26000 9 28000**
    10750 5375 3870 1613 4300 25908 26000 10 28000**
    11025 5513 3969 1654 4410 26570 27000 11 29000**
    11300 5650 4068 1695 4520 27233 28000 12 31000***
    11575 5788 4167 1736 4630 27896 28000 13 31000***
    11850 5925 4266 1778 4740 28559 29000 14 32000***
    12125 6063 4365 1819 4850 29221 30000 15 33000***

    It can be seen from the above illustration that without bunching, official will have 10 increments more after 15 years of seniority while after bunching, it will be 13 years, hence justification is there as far as removal of anomalies are concerned. It can be seen that there is no anomaly and a senior one who has rendered 15 years of service is almost drawing 13 increments. Length of service also stands reduced to 15 years. In this case, bunching is done after 4 increments.

    This example if applied to any category of scale will have the same result. For example:
    Group D
    2550 1275 918 383 1020 6146 6375 0 6375
    2840 1420 1022 426 1136 6844 6975 5 7275*
    3140 1570 1130 471 1256 7567 7875 10 8475**
    Earlier Pay scale 2550-55-2660-60-3200
    Proposed Pay Scale 6375-300-9675

    For Group C
    5000 2500 1800 750 2000 12050 12600 0 12600
    5750 2875 2070 863 2300 13858 14400 5 15000*
    6500 3250 2340 975 2600 15665 16200 10 17400**
    7250 3625 2610 1088 2900 17473 18000 15 19800***
    Earlier Pay scale 5000-150-8000
    Proposed Pay Scale 12000-600-21000

    For Group C
    5000 2500 1800 750 2000 12050 12600 0 12600
    5750 2875 2070 863 2300 13858 14400 5 15000*
    6500 3250 2340 975 2600 15665 16200 10 17400**
    7250 3625 2610 1088 2900 17473 18000 15 19800***
    Earlier Pay scale 5000-150-8000
    Proposed Pay Scale 12000-600-21000

    For Group B
    6500 3250 2340 975 2600 15665 16000 0 16000
    7500 3750 2700 1125 3000 18075 18400 5 19200*
    8500 4250 3060 1275 3400 20485 20800 10 22400**
    9300 4650 3348 1395 3720 22413 23200 14 25600***
    9700 4850 3492 1455 3880 23377 24000 16 27200****
    Earlier Pay scale 6500-200-10500
    Proposed Pay Scale 16000-800-28000

    For Group A
    10000 5000 3600 1500 4000 24100 25000 0 25000
    11625 5813 4185 1744 4650 28016 28750 5 30000*
    13575 6788 4887 2036 5430 32716 33750 11 36250**
    14875 7438 5355 2231 5950 35849 36250 15 40000***
    15200 7600 5472 2280 6080 36632 37500 16 42500****
    Earlier Pay scale 1000-325-15200
    Proposed Pay Scale 25000-1250-45000

    For Group A
    22400 11200 8064 3360 8960 53984 56000 0 56000
    24200 12100 8712 3630 9680 58322 64400 3 64400
    26000 13000 9360 3900 10400 62600 72800 6 72800
    Earlier Pay scale 22400-600-26000
    Proposed Pay Scale 56000-2800-72000
    In this case, no bunching is done.

    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.
    Despite DA and HRA, still there is a slight need to change CCA as in Metropolitan Cities, 50% to 60% officials do not get HRA.DA and HRA are not sufficient if we consider the cost and standard of living in the cities. There is a need for reclassification of cities and CCA.
    Revised rates:

    C. C. A.

    Pay Range(old) A1 A B1 B2

    Upto Rs. 2999 200 150 125 100
    Rs. 3000 – 4499 300 175 150 125
    Rs. 4500 – 5999 400 300 250 225
    Rs. 6000 & above 500 450 425 400

    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?

    14.2 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?

    No Comments

    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.
    No Comments.

    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?
    Functioning of Central Govt. can be improved a lot if instructions on the papers are implemented effectively. Though, so many administrative reforms have been introduced but none implemented in true spirit. There were many suggestions in 5th pay commission but except pay revision, others were not effected because of pressures from vested interests. For example, abolition of vacant posts did not materilise. If Govt. servants devote their allotted duty hours sincerely, there is no need to fill the vacant posts and there is no need of excess staff also. Like Corporate, any unit should not have more than three/four officials and Supervisory staff should be held responsible to get the output. There should be punching system for every one so no excuse will be there for coming late or making excuses. It is observed that if a senior person arrives late by 30/45 minutes, junior tends to come late by more than 1 hour, so discipline has to be maintained at every level. The moment a part of salary deducted by counting late hours, every body will be punctual. Supervisory staff has not given much power to take stern action against errant employees and if he does so, protests comes from every corner.
    Being professional means to give the output by same day or within 2/3 days but due to so many channels, it takes a no. of days to dispose the papers and nobody is held accountable.
    Training facilities should be made compulsory to Govt. staff so that they can be Citizen friendly. The response of public is very poor as far as Govt. employees are concerned. This a common complaint that Govt. servant do not treat/respond to citizen and are not polite with them nor give proper details for any query. A person has to run piller to post to get the job done. This should be reflected in their performance report. A register can be maintained in the office where people are free to give their opinion once their task is done. It will have the double impact on employee as indirectly, it may reduce the chance of further promotion or stoppage of increments.
    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.

    (1) Reduction of staff:
    As already stated, vacant post needs to be abolished
    at once whether at Senior level or Junior level. Group D posts
    needs to be assessed and should be regrouped as per the
    requirement of a unit. There should not be more than 3 or 4 peons
    in a office i.e. one for Dak, one for HOD ,one for unit and one as a
    (2) Better work environment:
    Offices should have modern out look and all unwanted furnitures/
    tools & out dated tools & machinery be removed. Knock down
    furniture should be adopted to have more space. Computers be
    provided to all the unit members Every body should know the
    function of electronic gadgets so not depending on any one. There
    should be dress code. Staff/Officers in field duty or Supervisory
    staff should be given Mobile allowance so their services can be
    utilized even while not present in the office and thus unwanted
    delays can be avoided. As almost every one is using mobile of their
    own so given an allowance of 150/200 will not have much impact
    from financial point if view.
    (IV)Economy in expenditure:
    Video conferencing should be encouraged to avoid waste of time and unnecessary expenditure on travel. Senior Officers should avoid to come on Holidays unless found necessary, Unwanted Training /Seminars/Exhibition can be avoided. Most of the expenditure are incurred for Senior level Officer where some curtailment is necessary. Staff cars are being used on Holidays so some check is require, even those not eligible are using staff cars and getting transport allowances causing unnecessary burden on govt.

    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?
    The basic function of any unit is to get the job done. If we are hiring part time we are saving money, more output and providing job on Temporary basis. There is o harm in trying the concept but Red Tapism should not follow otherwise deserving candidates will be left out and person having contacts will get the job and situation will remain same.
    17.2 For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?
    Like earlier said, basic function of any unit is to get the job done, if supervisory staff are given free hand regarding flexibility of timing, no doubt, output will be there which will be advantageous to both i.e. employee as well as Govt. At the same time, it is necessary that staff who are needed for public timing should follow the norms. So flexibility and punctuality go to gather depending upon the nature of work assigned to them.
    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.?
    Appointment on contractual basis with a higher status and initial pay, advance increments, better service conditions etc. will not hold much water in Govt. Depts. This a policy matter and regular senior officers with experience will do the job better as far as Administartion, policy making etc. are concerned. However, this can be tried in the fields which needs expertise like construction, Science & Technology and health matters. In order to retain better talent, they should be given incentives while appointing. Officials who are performing better as compare to others should be given extra increment as performance increment after fixing some criteria/benchmarks. Concept of Honorarium/Overtime should be discontinued as almost every body who are doing average work getting same thus defying the purpose/concept.
    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 ?
    No comments:

    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?
    No Comments

    18. Performance Appraisal

    18.1 In what way should be present system of performance appraisal be changed? Should be ACR be an open document?
    ACR is meant for continuance in service and promotion. Apart from this, it does not serve any purpose. We find hardly ACR with adverse remarks because it gets expunged sooner or later. People should be encouraged to do better but ACR has lost its relevance today as everybody gets the same remarks whether deserving or none deserving. We get our increment periodically no matter what is written in the ACR. Ultimately it discourages the people who are working sincerely sooner or later.
    Instead of ACR, Performance Oriented Report (POR) is introduced with grading for performances and other activities. A person, who gets certain grading, should be awarded with extra increment, we may call it Performance Oriented Increment and if the same person gets a lower grading in the subsequent year, the extra increment be withdrawn. As it will not be a part of basic salary, it will not have any impact on pension etc. To countercheck, it is necessary that reporting Officer should also have a better grading by senior one and if not Controlling Officer should see to it that deserving person should not be side lined. Similarly, if a person does not get desired grading i.e. 40 out of 100, he should be given due warning and if the performance does not show any improvement, his/her increment be stopped after 2nd POR. It will encourage deserving person to do better and slowly and gradually, and even non deserving will show improvement. And if at all there is no improvement in the subsequent years, he/she should be given compulsory retirement with due benefits or service be terminated. Nearly 20% of staff fall in these category who does not do any work but take their salary by month end. Govt. can very well do without these non performers.
    18.2 How far has the introduction of self-assessment helped in the process of appraisal?
    It does not serve much purpose as Reporting Office knows the performance.
    18.3 Should appraisal be done for an entire team instead of for individuals?
    Appraisal be done for individuals only and not as a team work because functioning of each unit is different from other.
    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?

    No Comments
    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.j
    Changing of 5-day week to six-days week will not serve much purpose, but it will add unnecessary expenditure on transport/electricity/water etc. moreover,people have adoptef 5 days-week and any change now will be met with stiff resistance.
    No. of Gazzetted holidays be reduced to 3 mainly, 15th August, 26th January and 2nd October. Remaining Holidays can be converted into Restricted Holiday making a total of 12 R.H. which people can avail as per their requirement. The advantage will be that Office will remain open throughout the year and work will not suffer. People have a habit of combining CL RH and Gazzetted Holiday, this tendency can be curbed upto some extent.
    If we count the no. of Working Days and Holidays, hardly for six months, we are working and drawing the salary for the whole year. If we combine EL/Medical/CL/RH and Gazzetted holidays it comes to 67 and if we count Saturday/Sunday it comes to nearly 170 days.
    To encourage for regular attendance, follwing incentives/measures can be adopted:
    (1) No medical leave. In fact, it is seen that Medical leave is taken by Group C & D staff only,for Group B, some do take and for Group A it is almost negligent. Most of the time, it is misused so better to avoid it,
    (2) Maximum permissible limit of EL is 300 then any excess of it gets lapsed, with the result that people are forced to sit at home without having any valid ground. Again it is seen that Most senior officers are unable to take leave because of work pressure and there account always shows 300+ while junior one take EL quite often which also hampers the functioning of any Unit. To avoid, it is suggested that leave once credited can be encashed any time if a person desire so, it will encourage people to accommodate more leave in their account, hence attendance will be more and once their account shows 300+, they will not have to sit at home forcibly.
    (3) Nos. of Gazzetted Holidays be reduced to 3 and RH be increased to 15, No Medical Leave, CL 8 only and EL be credited 12 instead of 15 half yearly with the condition that it can be encashed by the employee. These changes if acceptable can show a lot of improvement in the functioning of the Govt.
    19.2 What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.
    It is very difficult to remove the tag of Babu Culture from Govt. Dept. Once employed in Govt. dept. everything is being taken for granted and though remedial measures are there but not implemented in full force. Senior officers are busy for getting the job done so they will be left little time to go for reforms. Therefore it is necessary that everyone should be held accountable for their duties and remedial measures like cut in salary only can do wonders to bring the work ethics and punctuality in the system.
    In order to maintain the punctuality, punching system should be introduced in all the units and be made applicable to one and all. No need of deducting leave etc. for late coming, no need to give memo and no lecture on punctuality. just calculate the late hours and deduct the amount from the salary by month end. This deducted amount will be credited back to Govt. Dept. Thus Govt. will be richer in the Revenue section and overall expenditure on salary will be reduced marginally. Getting less salary is the only area where it pinches to everyone and no doubt, punctuality will follow automatically. At one hand, give them better salary and on other hand, take it back if they are not punctual and irresponsible. It is give and take policy. Right now, govt. is giving only, nothing taking back. Of course, if it followed in total spirit by every one and no excuse for any one whether at Senior level or Junior level. Of course, machines provided should be of good quality and does not go out of order, nor tempered otherwise whole exercise will be futile.

  2. Anonymous4:00 PM

    An incentive to the officer, and revenue to the government.:
    Gazetted officers of the government has the authority to attest copies of documents. For various purposes government offices, and private institutions insist on production / submission of attested copies. it is very difficult for an ordinary person now a days, to get copies attested by government officer, as the officer is not bound to do it. I sugest that the government can introduce a fee for attestation, which will also add authority for the attestation. Each officer may be given a number or code for this pupose (first three letters of the code to indicate the dpt.) , and should sign the attestation with the code and sl.number and should keep a register of the same. Example; if the code given to an officer is 'UVWXYZ' the attestation no: canbe: "UVWXYZ / the attestation by that of officer that year / date". This should be treated as authoritative. A fee (eg: Rs. 40) for a document with three pages with and additional charge (eg: Rs. 5 ) per additional page can be collected of which a portion (Rs. 15 per document) can be the government fee. The government fee can be paid by the concerned officer every quarterly with a statement, or the same can be collected by way of stamps to be affixed on the the attested copies.
    If it is introduced officers will not hesitate or refuse to attest, or will not demand any other consideration for attestation. It will be a great relief for the public, incentive for the officers, and not a very small revenue for the government.

  3. Anonymous7:16 PM

    Read the comments about introducing fee for attestation. Instead the government can designate all Gazzetted officers as Notaries under the Noteries act. This will attract more candidates to the service. Further officers will be more responsible and accountable than freelance lawyers who are usually appointed as notaries. It is beneficial for all and act as an incentive for officers without any financial burden on the government.

  4. Anonymous3:07 PM

    All the Group B allied serivces recruited through all India Civil Services should be declared as Group A service and given the same basic scale as they are recruited through same three stage rigorous Civil Services exam on all india basis since 1979.

  5. Anonymous3:12 PM

    retirement age should be reduced to 58 considering the unemployment probelm in the country. retired government servants need to work in the social development of poor people of our country, a scheme need to be devised for this.

  6. Anonymous3:12 PM

    retirement age should be reduced to 58 considering the unemployment probelm in the country. retired government servants need to work in the social development of poor people of our country, a scheme need to be devised for this.

  7. Anonymous3:19 PM

    Designations like Peon, LDC, UDC, assistant, Section Officer need to be replaced with admnistarive assistant, senior admn assistant,executive assistant,Executive Officer, or better terms as given in Corporate sector . The old designations sound babus type, need a change of image.

  8. Anonymous3:38 PM

    Retirement age should be made 55. It would generate employment. Save huge expenditure of the Government because older you are more salaries you may be getting. Thirdly, young employees will boost the work morale in government offices give a big boost to government efficiency.

  9. Anonymous10:45 PM

    The corruption in Government sector is mainly due to (1) Greed for unlimited money (5-10% of corrupt employee not total employee). (2) To survive with limited salary or to reasonably upgrade current status(80-90% of corrupt employee not total employee). (3) Casual just because of enjoyment or showing power(5-10% of corrupt employee not total employee). The percentage of 2nd category will always be very large, which can be totally diminished by raising salary to a reasonable amount. Thus raising salary in a sufficient ratio leads to better efficiency.

  10. Respected sir,
    As the matter related 6 th pay commission pay structure of central govt. babus. I would like to ask a question related with the creation of the post of "System Administrator" in the departmenet of post. At present there is no post available as a system Administrator and a Postal Assistant grade clerk is working as a system administrator without getting any benifit. There is no any incentive is given nor a special basic is configured.
    1] There is any proposal for creation of "System Administrator" post in the Department of Post???
    2] If yes, what basics and benifits are given to system administrator in the pay structure of 6 th pay commission???/

    Kindly arrange to furnish the information in this regards please.

    Thanking You Sir With Regards,
    Dinesh Hire
    System Administrator,
    Bhusawal Head Post Office.

    Posted by Dinesh at 11:38 PM

  11. Anonymous11:37 AM

    For the Jawan/Sailor/Airmen, the basic pay scale is much much low than any other sector in India.
    Hence, i can suggest that the basic pay should atleast incremented by FOUR(04) TIMES of the present basic pay, i.e a 400% hike.
    As it looks such a huge amount, but in reality after 400% hike it will be as good as a normal public sector IInd class payment.
    I think, they deserve it and so the pay comission should rethink, before incrementing.
    THis will definitly bring a huge Psychological and Physical renaissance in Armed Forces for Sailors/Jawans/Airmen.

    ...... Thank you

  12. Anonymous1:22 PM

    i think that the pilots are the worst affected lot..
    working hours, condition and risk element is many times more than any other branch officers leave aside civil pilot. on top of that the kind of equipment is not very appreciable. they pay two and half times the insurance premium for the same amount against a ground duty officer.
    so i suggest a reasonable compensationof 15 times present flying allowance or atleast what a pilot gets in public sector if not private sector..

  13. I was in 6500-10500 grade as on 01.01.06 and promoted to 7450-11500grade on 01.04.07. as both the grades are merged i have not received the pay fixtion benifit for my promotion(which can increase my pay to 20900 from 20290without fixation)
    My promotion is cancelled with retrospectiv effect by the pay commission .WHY,

    merging of grades reduce payment of thousands "those who promoted between 01.01.06 to 01.07.08.


  14. Anonymous3:22 PM