PAYMENT OF WAGES ACT 1936 ( 28/03/1937

PAYMENT OF WAGES ACT 1936 ( 28/03/1937 )

Introduction :

The Payment of Wages Act 1936 was enacted on the recommendation of Whitley committee & came into force from 28.3.1937 & latest amended in the year 2005

Aim & Objects: -

1. To secure prompt and regular payment of wages.
2. To prevent unauthorized deduction.
3. To fix up the wage period.

Applicability:

The act extends to whole if India including J&K
This act applies to all Establishment, which engage 20 or more workers.
This act also applies to all workers whose monthly emolument do not exceed Rs.6500/- (RBE No: 216/2005) (Basic + all allowances expect TA)

Main provisions:

The wage period is fixed to the extent of one month.
In Railway the following wage periods are prescribed.

1. For administrative of the staff - Calendar month i.e. from date of month to last date of month.
2. For running g staff, 11th of the month to 10th of the following month.
3. For S&T /Engg. Gang staff, 19th of the month to 18th of the following month.

In practice, the pay sheets are prepared on the basis of two types of attendance
(a) Actual attendance (b) assume attendance.
Assumed attendance should not exceed 15 days.

Obligation:

For full fulfillment of the objective, following provisions are to be made by the employer.
1) If the number of workers in as establishment is less than 1000, their wages should be paid within 7 days from expiry of wage period. And if the number of workers is 1000 or more within 10 days on expire of wage period.
2) In case of casual labour, discharge from Rly. service his wages should be paid within 02 days excluding Sundays & Holidays.
3) Payment should be arranged on working day only.

Payment should be arrange only in prevailing legal currency, notes and coins. However Bank payment facility can be granted to employee on his written request.

The deductions are classified into following three types: -

(a) Compulsory deduction: - P.F., Income Tax, NGIS, Prof. Tax, court attachment, overdrawn wages, A/Cs , Audit debits, store debits. Etc.
(b) Voluntary deduction.- VPF, M.D. LIC Premium, PRSS etc.
(c) Obligatory deduction. - House Rent, Elect. Charges, Diet charges, Inst. Fees, repayment of loans and advances etc.

Normally all deductions put together, could not exceed 50% of total emoluments which may be further extended up to max. 75% in case of deduction of co-op society involved.

Machinery for redresses of Grievances:

The following machinery is available for this purpose.
1. Head quarter staff will approach to Sr. Personal officer.
2. Divisional staff- Divisional Personal Officers.
3. Workshop staff works Manager/ Dy. Chief mechanical Engineer.

If there is no response from the above authority, employee may approach to LEO and if however there is no response from LEO employee may approach to Labour Court.

Notices:

The employer for information of purpose in premises should exhibit following information on notice board. (In Hindi or In English & regional language).

1. Wage period.
2. Date & Time of appointment.
3. Name & Residential address of LEO
4. Main aspect of this Act.

Penalties:

For violation of any of the provision of this act, employee may be fined with a sum of Rs.1500/- which may extend upto Rs. 7500/- for first time and Rs.3750/- to Rs.22500/- or and six month’s simple imprison made for II nd and subsequent time.

For unauthorized deduction with the intention of financial harassment, the employer may be fined a sum equal to 10 times of the amount of
unauthorized deduction.

HOER EMPLOYMENT & REGULATION

HO E R E M P L O Y M E N T & R E G U L A T I O N-1931

1. Hours of employment & regulation: Chapter VI-A of the I.R. Act. 1890 amended time to time, The Rly. servant (Hours of employment) Rule 1931 made there under and the subsidiary instruction commonly referred to as Hours of Employment Regulation. Amended in the year 1961 on the report submitted by Justice G.S.Rajdhyaksha ICS, Adjudicator, and later Shri. N.M.Miyabhoy, Retd. Chief Justice High Court Gujarat was appointed as Chairman of R.L.T 1969 & the recommendation was implemented from 1.08.1974 Latest Amended in the year 2005 as Hours of work & Period of Rest -2005

Definition

2. Hours of Employment: Time during which an employee is roistered for duty. It also included period if in-action but does not included interval and time taken by an employee in going to and coming from his residence or vice versa.
3. Duty Roster: It is a document which above the duration of hours of employment and period of rest of the employee.
4. Periodic Rest: The rest which is granted to Rly. servant each week periodically. It does not include permission to leave head quarter station.
5. Interval/Split shift: Period between two or more spells of duty during which an employee is free to leave his post/place of work.
6. Period of inaction: Period of time during which the employee must remain present on duty at the place of work although not exercising physical activity or sustained attention.
7. Long on: Period of duty over 8 hrs. in the case of “Intensive” workers, over 10 hrs. in the case of continuous workers and over 12 hrs. in the case of “Essentially Intermittent” workers.
8. Short off: Period of rest which is less than 12 hrs. in a Roster of 6 hrs. duty, less than 14 hrs. in a mixed roster of 6 hrs & 8 hrs. duty in case of “Intensive” workers, less than 10 hrs. in case of “Continuous” worker and less than 8 hrs. in case of “E.I.” workers.            [RB No. E (Adj) 48 (HER) 6, dated 09.04.51]
9. Full night in bed: A person will be said to have had a full night in bed, if he has get a continuous rest of 8 hrs. Between 10 PM to 6 AM (22 hrs. 6 hrs.). Any part of roster hrs. of duty which falls between the hrs. of 10 pm to 6 am, shall be treated as night duty.           [RB No. E (Adj) 48 (HER) 6, dated 23.06.49]
10. Preparatory & Complementary Work: Preparatory and / or complementary work which include taking out & handing over charges, the work which is to be carried on out side the limit laid down for the general working of a shift. This concept may be even in case of single shift workers where there may be no handing over or taking over. If period of P&C less than 15 minutes per day may not be mentioned in the Roster of such workers, if between 45 minutes & one hour per day be considered as one
hour as period of duty.
11. Sustained Attention: The terms mean mental efforts.

CLASSIFICATION:

All Rly. Servant governed by the HOER are classified under any one of the following heads. :-

( i )Continues( ii )Intensive ( iii )Essentially Intermittent ( iv )Excluded



Remark : Essential intimated workers not provided with Railway Qtrs. Within 0.5km.from place of work have to work 10 hours a day or 60 hours a week

Payment of overtime:

For extra hours work overtime @ 1 ½ times of the ordinary wages per hour above roster hours up to statutory limits and 2 times of the ordinary wages per hour beyond statutory limit.

No hrs. of work prescribed for Excluded worker but shall be granted a rest of not less than 48 consecutive hrs. each month or a rest not less than 24 consecutive hrs. each for night.

SPECIAL INSTRUCTION REGARDING RUNNING/TRAVELLING STAFF

The hrs. of work of Loco & Traffic running staff should be calculated from “signing on” to “signing Off” for the purpose departure of calculating total hrs. of work for Over Time Payment.
BASES OF REST:
Rest for running staff is based on total duty performed which should be reckoned from “signing on” to “signing off”

At Head Quarter -

For duty of less than 8 hrs.                                     12 hrs.
For duty of 8 hrs. or more                                      16 hrs.

If out station -

For duty of less than 8 hrs.                                      06 hrs.
For duty of 8 hrs. or more                                       08 hrs.
For duty of less than 5 hrs. Equivalent to the hrs. of duty performed plus one hrs.

If any staff employed on duties at Hd. Qrs. Such as shunting operation, sub urban train, Ballast train have fixed roster hrs. will not be eligible to the liberalized Hd. Qrs. rest.

Duty at a stretch:  The duty hrs. at a stretch of the running staff from the time of “signing on” to “signing off” should be restricted to 10 hrs. The staff will not claim relive within 10 hrs. of there duty at a stretch which running, In exceptional Circumstances duty at a stretched can be of 12 hrs. but relief is to be provided after 12 hrs.
Running staff should not normally be away from head quarters for more than three days at a stretch.

Ceiling limit of a trip:  The ceiling limit of a trip should be kept within 14 hrs. including the time of “Signing on” & “Signing off”

ANNUAL CONFIDENTIAL REPORTS

ANNUAL CONFIDENTIAL REPORTS

Annual Confidential Report - To assess the working of staff during the year ending March, the ACR in prescribed forms are prepared by Sr. Supervisors working in Gr.Rs.6500-10500 in respect of staff up to Gr. Rs.4500-7000(RSRP) provided the staff should have worked under him at-least for a period of 3 months. It contained character and habits of the employees such as Integrity/Tact/Temper/ Conduct/Attendance/Physical fitness/ Departmental Disabilities/Special Aptitudes/ Relation with others/Reliability to work/Adverse Remarks/Penalty imposed/ Rewards/ Training - Refresher etc.

The staff working in Gr. Rs.5500-9000 & above will have to fill up their self-appraisal. J.S. officer to initiate their CRs. Section II shall be filled by SS or JS having Independent Charge. No adverse remark is given in the CR unless written warnings are given to RS for improvement in working or in particular incidence but assessment should be on whole year period/performance. Tick mark may be avoided and brief remarks be given. Doubtful integrity -After 6 months observations only be given. On adverse remarks, representation within one month may be considered.

4 officials are involved in preparation of ACRs -

1) Concerned RS (2) Reporting (3) Reviewing (4) Accepting

ACR forms are distributed in 5 Sections:

Section 1 - Name, Design. Rate of Pay, Grade, DOB, DE, Office,
Section 2 - Behaviour character, Knowledge of subject, Relation with others,
Drafting Noting, Educational Qualifications
Section 3 - Remarks of Reporting officer
Section 4 - Remarks of Reviewing Officer
Section 5 - Remarks of Accepting officer

Remarks for grading - O/S- 10, V/ Good - 8, Good - 6, Average -4, Below Average - 2

Adverse Entries shall be communicated to the employee & his representation, if any, shall be considered by the Accepting Authority who will pass a speaking order if representation is to be rejected. If accepted, the adverse remarks shall be expunged. Non-communication of adverse entries or considering them without disposing of the representation, if any, is not permitted. DPC will direct the concerned authorities to follow the procedure, whenever any lapse is found. It will consider the case only after the formalities of communication etc. have been completed. The CRs are in two parts - Part I & II - Entries in Part II are not communicated. Now the entry regarding “Fitness for promotion” has been removed from both Parts I && II in respect of Group ‘C’ staff. Instead, a column on “Special Attributes” has been included as sub-section
w.e.f. 22.4.87. An additional column “whether he/she is fit for posting as trainer in training institute” may be included in Part III as Item No.16A in Annexure I, Item No.24A in Annexure II and Item No.32 in Annexure II.
(RBE - 175/2001 dated 24.8.2001.

PERFORMANCE APPRAISAL

The above appraisal requires the senior subordinate and officers to be given targets in advance and the work is reviewed periodically. At the end of the year he/she gives his/her self-assessment along with a resume of good work and reasons for not doing the allotted work.

The reporting officer must fill up each column very carefully and his/her overall assessment must be based on assessment in each column. He/she should take into account the letters/warning given during the year. His/her must be an objective assessment based on actual performance and matters on record. The form covers general qualities, professional abilities, integrity, intelligence, tact, industry, keenness, attitude to SC/ST, to superiors, equals and subordinates, general conduct and character, sociability aptitudes and shortcomings etc. Wherever an entry is based on an actual incident, it should be indicated. The resume given by the officer should be duly considered. The reporting officer will submit the report to Reviewing Officer, who may make his own assessment and record changes, if necessary. The report is finally put up to the accepting
authority.

APPOINTMENT ON COMPASSIONATE GROUND

Appointment on Compassionate Ground

1. Compassionate Ground Appointment Mean: -

Appointments on compassionate ground are those appointments that can be made to the dependents of Railway servants.

Who lost their lives in the course of duty.
Or die in harness,
Or became crippled while in service.
Or medically incapacitated or de-categorized
Or dues to sickness like heart troubles, cancer.
Or such a diseases where no alternative appointment on reasonable emolument could be offered. Due to such incidents the appointment that are given to family member of deceased Railway employees are called as appointments on compassionate ground.


2. Circumstance under which the appointments on compassionate ground are to be given: -

i) Dependents of the employee who die or permanently crippled in course of duty.
ii) Who die in harness as a result of Railway accidents while off duty.
iii) Who die in harness while in service.
iv) Who are declared medically unfit or medically de-categories.
v) Dependants of the employees whose whereabouts are not known for a period of 7 years. A request to grant the benefit of compassionate appointment can be consider after a lapse of one year from the date from which the FIR has been lodged in police station.

3. Eligibility for appointment on compassionate grounds: -

i) Widow or Widower
ii) Son/ daughter (eldest son/ daughter)
iii) Dependents in case of Railway servant who died or got medically de-categorized as bachelors/spinster.
iv) Both husband and wife are Railway employees, in case of death of mother or father, compassionate appointment will be available either on death of the husband or wife whichever event occurs first.
v) Dying leaving more than one widow along with children born to the 2nd wife the appointment on compassionate grounds to the 2nd widow and her children are not to be considered unless administration has permitted the second marriage taking into account the personal law.
vi) Dependent of casual labor appointment on compassionate ground will be given as casual labor only irrespective theirs qualification.(dies due to accident while on duty.)

4. Age: -

There is no restriction in upper age limit, but in lower age limit the G. M. is empowered to relax for one year.

3. Educational Qualification: -

The educational qualification prescribed for the post to be offered should not in case be relaxed. However, if on the merits of an individual case, if G. M. feels that such a relaxation of the minimum educational qualification is absolutely necessary, then such cases may be referred to the ministry of Railway with the
stipulation that the candidate has to acquire qualification with the prescribed time limit.

Note:  for compassionate appointment to the non-technical popular categories the minimum of 50% marks in matriculation need not be insisted. Candidate should have only metric pass.

CADRE CREATION OF POSTS

CADRE CREATION OF POSTS, UNSANCTIONED POSTS, REVIEW OF THE CADRE AND BAN ON CREATION OF POSTS

Creation of Posts

Railway Board have banned creation of posts of gazetted and non gazetted staff in the Open Line i.e. on Revenue Account, subject to the following:

i) Creation of posts of running staff category, as a result of half yearly power plan;
ii) Creation of stipendiary posts of apprentices to be absorbed against regular vacant posts, at the end of apprenticeship period;
iii) Creation of posts for dealing with claim cases arising out of a major railway accident to the extent permitted by Railway Board &
iv) Trainee reserve posts for initial recruitment are allowed to be created for the categories of diesel/electric Assistant/ASMs.

General Managers have full powers for the creation of non-gazetted posts for operation and maintenance of new/additional assets with matching surrender. Posts required for operational purposes, posts required to meet statutory obligations and security organization, need hereafter Board’s sanction even with matching surrenders and Finance concurrence.

Vacancy Banks

For the purpose of dealing with matching surrenders, a Vacancy Bank should be operated at the Divisional level and Headquarters level.

Divisional Vacancy Bank

This will be operated by Sr.DPOs/DRMs and vetted by DAO/Sr.DAOs concerned. This account is credited with 50% money value of the surplus posts surrendered as a result of inspection and work-study undertaken by the Divisions for locating pockets of surplus staff/posts. 25% of money value of such posts shall be credited to the Headquarters Vacancy Bank and 25% to Railway Board Vacancy Bank. However, the entire amount on account of closure of steam locos sheds, goods-sheds, parcel office, yards or induction of tie-tamping machines shall be transferred to Headquarters Vacancy Bank. DRMs are permitted to create provisionally with the concurrence of associated finance, new posts in the Divisions for operation and maintenance of new/additional assets, through Divisional Vacancy Bank. However, post-facto sanction of General Manager with FA&CAO’s concurrence shall be required in every case. A monthly report duly
signed by Sr.DAO/Sr.DPO and DRM shall be sent to CPO and FA&CAO.

Headquarters Vacancy Bank

All proposals for creation of new posts through Headquarter Vacancy Bank shall be examined by HODs concerned and vetted by AGM before they are sent to FA&CAO for finance concurrence. The HODs shall duly take into account the effect of innovation and sophistication in technology and the need for the additional manpower. He shall give due regard to the need for improvement in productivity in the context of progressive modernization and sophistication. All proposals will require prior sanction of General Manager. This account will be credited by the amount received from Divisional Vacancy Bank as well as money value of the posts surrendered from the Organization controlled by Headquarter. No post can be created unless matching surrender/money value is made available from Divisional/Headquarter Vacancy Bank. The proposals for which the Zonal Railways cannot offer matching surrenders shall be referred to Railway Board after obtaining FA&CAO’s concurrence and personal approval of General Manager. To keep a proper accountal of surplus posts and their utilization, a Bank of surplus (Vacancy Bank) should be maintained as under:

a. The bank of surplus posts will be operative from 01.04.1987 and earlier bank net credit may be added as opening balance of the new account as on that date;
b. All posts (excluding posts, which were/are created for specific short term purpose e.g. those created for summer rush) identified as surplus and surrendered on or before 01.04.87 will be credited to
this Bank;
c. Matching surrender already reckoned for creation of posts after 01.04.87 (including opening balance from the previous balance) and surrenders to be made in future, will be debited to the balance in the Banks;
d. The account in this Bank will be maintained Department-wise and grade-wise though for matching surrender posts can be drawn from this Bank irrespective of department to which they pertain and
e. The accountal of Bank will be maintained by CPO as per practice on the individual railway under the overall supervision of AGM.

Railway Board Vacancy Bank

25% of the money value of all posts surrendered in the Zonal Railways, such as Divisions, Workshops and the Divisional Units, shall be transferred to Railway Board for crediting to the Railway Board Vacancy Bank

MANPOWER PLANNING

MANPOWER PLANNING

Manpower planning is a strategy for the acquisition, utilization, improvement and presentation of manpower of an enterprise. Its objective is to ensure  optimum use of manpower currently employed and to provide for the future manpower needs of enterprise in terms of skills, number and age i.e. to provide the right number of employees, with right level of talents and skills, in the right jobs, at the right time performing the right activities to achieve the right objectives to fulfill the corporate enterprises.

Railway is a Government concern having commercial value, run on commercial basis as it sells transport and earn profit. For the efficient and effective management of a gigantic organization like Railways in a smooth
efficient and economic way, one of the prime requirements is large number of personnel with requisite qualifications and training in various disciplines.

The cost of staff on railways amounts to approximately 60-% of the total working expenses. Therefore, it would be necessary to plan its manpower in such a way that adequate staffs are made available for the new assets without incurring any additional expenditure. This is being achieved by locating the excess manpower in the existing system and making available for additional assets after giving necessary training.

Recently, in this huge organization, due to rapid increase in traffic and also change in system, in introducing essential mechanization, modernization and computerization, it has become essential on the part of Railways to plan its manpower suitably, in order to coupe up with the increased volume of workload competently, efficiently and economically. More so, a large section of Railways has been electrified and is under progress, requiring skilled staff has also added/contributed for the assessment of qualified and skilled staff to manage the operation of railways efficiently, so as to satisfy its accountability to the public for whose comfort the management has to ensure.

Manpower planning means establishment of job specifications or the qualitative requirements of jobs to determine the number of people required and to find supply source.

Manpower recruitment is related to matching the personal qualities of employees with the job requirements.

Job analysis and Job description

Job analysis means analyzing the corporate plans, objectives, finance, investments, products, marketing etc. with the trend of turnover, promotion patterns, transfers, qualifications, training, experience, performance
standards and performance actual.
Job description includes job design, job specifications, job enlargement, job enrichment, job responsibilities etc. When these elements are co-related, the job demand is known. Job analysis, job specification and job design are the important factors involved in human resource development and manpower planning.

Assessment of Manpower in Railways

In open line, factors like normal wastage, death, deputation, dismissal, creation of assets and posts, leave reserve, rest givers, yardsticks etc., influences the assessment of manpower.

In construction projects, performance evaluation and review technique, phasing of work etc., are used to assess the manpower.

There have been dynamic change in the technology and modernisation, electrification, computerisation, mechanisation of track maintenance etc. are taking place at fast rate to meet the challenges of traffic requirements in Indian Railways. To meet the challenges of the changing environment, systematic manpower planning is essential. Therefore a category-wise analysis of staff should be carried out, to identify surplus and to arrange manpower in the areas of need. This adjusts the surplus in one category to other categories, where there is demand. Manpower planning ensures that the existing manpower is utilised
to the maximum possible extent.

Manpower planning emphasis on training to different categories of staff to improve the skill and to increase productivity. This step reduces the availability of unskilled staff, increase productivity and maximise manpower utilisation. Regular conversion training programmes reduce the wastage of manpower due to changeover. The staffs are also deputed for refresher course, conversion course, promotional course etc. with the aim to develop organisationally effective personnel with pride in their work and faith in management.

The primary objective of the manpower planning is to ensure the availability of the required skill and to reduce wastage. When the manpower availability is clearly known arrangements can be easily made to cater to the additional needs of manpower as indicated in the forecasts. Normally, the field officers responsible for executing the job are responsible for the manpower planning.

In order to achieve these objectives, to arrest the bottlenecks and to ensure smooth working of Railways, the Ministry of Railways (Railway Board) have planned its manpower suitably as under:

a) Recruitment of staff with proper and suitable educational and technical qualification by upgrading the limit of educational and technical qualifications for most of the categories;

b) Arranging training, frequent refresher courses, promotional courses, technical courses and catering orientation courses in Government and Non-Government institutions.

c) Plan filling of vacancies, advance indents to RRBs, Ordering departmental selections, Absorption of surplus staff, Screening of CLs in advance. Manpower also helps to reduce the problems associated with sudden surpluses and over sight surrenders.

In regard to (a) above, technology and modernization of Railways, has warranted improvements in manpower with the changing needs of operations in field for various categories of staff. Likewise Financial Planning, it also requires long term planning manpower resulting in up-gradation of educational and technical qualifications for recruitment. Thus, the educational qualification of even Group D staff have been upgraded, as they have to operate their working with changed modern technology specifically in S&T Workshops, Loco Sheds, Diesel/Electric, Engineering and Mechanical Workshops. For recruitment of such staff, the minimum educational qualification is matric or equivalent with IIT or completion course under Apprentice Act. Railway Board have considered the upgradation of qualification for recruitment of casual labour, who have to be absorbed under the rules, in the time scale, in the near future. Similarly such changes have been made in the most of the categories.

In regard to (b) above, initial and management training to gazetted officers is catered in the following institutions-

1.    Railway staff College, Vadodara.
2.    Indian Railway Institute of Civil Engineering, Pune.
3.    Institute of Signal & Telecommunication, Secunderabad.
4.    Institute of Mechanical & Electrical Engineering, Jamalpur.
5.    Institute of Electrical Engineering, Nasik Road.
6.    Workshop & Technical School, Kharagpur.

In order to develop quality and quantity, refresher courses on management and technical subjects, are being catered in these institutions as well as in other private institutions.

Training of non-gazetted staff is arranged for initial courses, refresher courses, and promotional courses in Zonal Training Schools/Basic Training Schools, System of Technical Institutes, as well as in other private institutions in order to gain sufficient knowledge of technical capability on personnel subjects and on financial matters.

Function of Personnel Branch

Function of Personnel Branch

In order to overcome the personnel problems faced by Railway administration as well as Railway employees a personnel branch has been set up at Head quarters level of each zonal Railway and also at the divisional level including in Railway workshop. The branch at Head quarters is placed under the supervision of chief personnel officer and in division and workshop under the supervision of Sr. Personnel officer and personnel
officer respectively.
1. Arranging recruitment, selection and creation of post, training of staff, promotions and demotion, transfer, suspension, discharges, granting retirement benefits.
2. Payment of pay, allowances and incentive, hours confirmation, maintenance of seniority, record of service, leave account, grant of educational assistance and medical facilities.
3. Dealing with recognized union, arranging meeting of permanent negotiating, PREM and JCM, settling the grievances of staff.
4. Dealing with the provisions of various laws and acts. Such as industrial disputes act, factory act, workman’s compensation act, payment of wages act, minimum wages act, HOER etc. D&A rules and conduct rules, CAT matters.
5. Interpretation of rules and orders received from Railway board, if necessary with the constitution of Account Branch.
6. Dealing with welfare matters concerning staff, such as provision of residential accommodations, lantern holiday homes, consumer’s societies, school, clubs, Institutes etc.
7. All other maters concerning Railway employees and circulating all orders and Railway board’s letters concerning personnel function to all departments and unions.

Personnel department is always made equip itself with all rules and regulations for expeditious disposal of grievances of staff and cases affecting other likewise matters.


PERSONNEL MANAGEMENT AND OBJECTIVES OF PERSONNEL DEPARTMENT

From a small beginning in 1853, Indian Railway Network today, is the largest Public Sector Undertaking in our country where around 16 lakhs of employees are working. With the increase in the size of the Railways and growth consciousness of the workers, Men have become the most important factor in Railways. Unlike Machines, Human beings act and react favorably or otherwise when engaged in diverse working conditions and in tiresome jobs.

This may be for want of scope of advancement in one’s career, for want of due attention from supervisors in matters connected with service conditions or while facing situations, favorable or unfavorable off the job conditions. Background of all these actions and reactions, favorable or unfavorable is personnel problems. In order to face the problems with Human approach, it is desirable that a Personnel Department manned by experts on personnel matters would function in big organizations.

Functions of Personnel Management


  • Manpowerr planning.
  • Recruitment.
  • Training and development.
  • Placement.
  • Transfer.
  • Performance Appraisal.
  • Promotions and demotions.
  • Guidance on disciplinary matters. 
  • Wage and salary administration. 
  • Industrial peace.
  • Grievances redressal and welfare activities. 
  • Incentives and financial aids.
  • Settlement and pension.
  • Arranging and maintaining post retirement benefits.

Personnel managers control the human factor in an Industry intelligently for getting the best result from the workers by developing their capabilities. Personnel Manager aims at creating a team spirit and sense of discipline amongst workers.

Personnel Officers will relieve the departmental officers from the workload in personnel matters to the extent possible. However, the departmental officer should have the main say in the placement of workers to ensure best utilization, economy and efficiency.

The Personnel Officer is also receptive to suggestions given by Departmental Officers on transfer to maintain efficiency and discipline. The Personnel Officers and Departmental Officers are jointly responsible for the efficient working of the administration.

Although the Departmental officers are relieved of Personnel work to a great extent after setting up of Personnel Department, they should also maintain close touch with their employees, receive their grievances on personnel matters and arrange to dispose of the same with the help of Personnel Officer duly keeping in view the rules and regulations laid down.

The Personnel Officers are also Welfare Officers who will concentrate on various Welfare activities such as promotion of sports, management of Holiday Homes, Institutes, Co-operative societies and canteens etc. Personnel Officer should see that the legitimate interest of the workers is protected and none of the workers feel that his needs remain unattended to. Personnel Officers should take utmost care and interest in maintaining Industrial peace, keeping good relations with trade unions and help in maintaining congenial atmosphere for smooth working.

Railway Board & Attached / Subordinate Offices

Railway Board

The Railway board is the Chief Administrative and Executive body assisting the Minister of Railway in the discharge of his functions. The Railway board as at present constituted consists of: -

1. Chairman Railway board
2. Financial Commissioner Railway
3. Five Members Each In Charge Of Traffic, Staff, Mechanical, Engineering, Civil Engineering, Electrical Engineering.

Functions of Chairman: -

The chairman Railway board is Ex- officio Principal Secretary to the Government of India in the ministry of Railway. He is solely responsible under the Ministry of Railway for arriving at decisions on technical questions and advising the Govt. of India on the matters of Railway policy.

Functions of Financial Commissioner: -

Financial commissioner for Railway represents the ministry of finance on the Railway board and also functions as Ex-officio Secretary to Govt. of India in the ministry of Railway in the financial matters. He has direct contact with the Finance Minister whom he keeps informed of development in minister of Railway. In case of any disagreement with chairman or Railway minister on any financial aspect, he has the right to refer to the Finance Ministry.

Function of Railway Board Members: -

Each of the members is responsible for dealing with all aspect of the technical subject of which he is in charge. In order to he able to effectively discharge the duties and responsibilities. There are also additional members in Railway board for smooth & effective working.

Other Members of Railway Board: -

Several Directorates each under an Adviser assists Railway Board, such as Adviser Works, Mechanical, Traffic, Commercial and Civil Engineering. Executive Directors assist such Adviser. For further coordination there exists Directors, Joint Direct, Deputy Directors and Assistant Director.

The Advisers are responsible for issuing instructions direct to Railway administration including production units and other units controlled by Railway Board and receive and deal with reference from general public and other ministry, of Govt. of India with their respective jurisdiction.

i) Attached Offices
ii) Subordinate Offices
iii) Railway Recruitment Boards.
iv) Railway Zones & Management.

i) Attached Offices: -

The Railway Board has the following attached and subordinate offices
i) The Research, Designs & Standards Organization (R.D.S.O/ Lucknow) which has provided the status of Zonal Railway
ii) Office of the Railway Liaison Office with Directorate General of Supplies and Disposal. (D.G.S &.D)

ii) Subordinate Offices: -

1. Railway Recruitment Boards : 20 in nos
2. Railway Staff College, Vadodara
3. Indian Railway Institute Of Civil Engineering (IRICEN)- Pune.
4. Indian Railway Institute Of Electrical Engineering (IRIEEN)- Nasik
5. Indian Railway Institute Of Mechanical Engineering (IRIME)- Kharakpur
6. Indian Railway Institute of Signal Engineering and Telecommunication (IRISET), Secundrabad.

iii) Railway Recruitment Boards: -

1. Ahmedabad           6. Bhubneshwer             11. Gorakapur           16. Mumbai
2. Ajmer                    7. Bilaspur                      12. Guhati                 17. Patna
3. Allahabad              8. Chandigarh                 13. Jammu                18. Ranchi
4. Banglore                9. Channai                      14. Malda                19. Secundrabad
5. Bhopal                  10. Colcutta                    15. Mujjafarpur        20. Trivendrum
                                                                                                        21 Silliguri*

* Rly Bds notification No. E(RRB)2009/25/25 dtd 07/10/2009.

iv) Zonal Railway And Their Head Quarters: -

On operational and management consideration, the Indian Railway has been divided into sixteen zones in order to have smooth and efficient working. General Manager is the Chief Administrative Officer answerable to Railway Board for all maters affecting the working of Railway. These are as under. Sno. Zonal Railways Head Quarter Subordinate Organization 

In order to discharge the administrative work smoothly& effectively there exists Addl.General Manager, Senior Deputy General Manager, Deputy General Manager, Chief Public Relations Officer, and the Heads of Department for its functioning: -

1) Operating -      Chief Operation Manager. (COM)
2) Engineering -    Principal Chief Engineer (PCE)
3) Mechanical -    Chief Mechanical Engineer (CME).
4) Electrical -       Chief Electrical Engineer. (CEE)
5) S&T -             Chief Signal And Telecommunication Engineer. (CSTE)
6) Account -        Financial Adviser And Chief Account Officer. (FA&CAO)
7) Commercial -  Chief Commercial Manager. (CCM)
8) Personnel -     Chief Personnel Officers. (CPO)
9) Store -           Controller Of Store.(COS)
10) Medical -     Chief Medical Director. (CMD)
11) Security -     Chief Security Commissioner. (CSC)

The above mentioned Head of department are responsible for functions of their department efficiency and are direct responsible for all matter concerning to their development. They have been provided with Deputy, Senior and Junior scale officer to assist them in discharging of their duties efficiently.