Professional Documents
Culture Documents
Number 0fl'n.v 43 1 Pay &-teiid.to multiply between Pay Commissions. Thc First
scn1e.r CPC had recommended about 30 standard scales and a b u t 150 scales in all .4t
the time of the Second CPC the number of scales exceeded 500.
Rali~iii:/i.w:gPii? 43.3 An aaempt has been madc to radonalise the existing 5 I standard
scit1t.s
scalcs of pay before formulating k i r corrcsponding revised scalcs of pay.
.\lit, lnrlinr - 4-3.4 In the prcccding chaptcrs w e have dealt with the qucstim of
ntn.rr:t:t,vnr rctlir J
dctcrmination of the two cardinal points viz., the minimum pay of tlic lowest
not 10. h.. nrIlllr,,'ll
liinctioiii-q in Govt. and thc highcsi pay of the Secret& LO Govt. of India. Aftcr
considcrable discussion we arrived at the-figureof RS.2440as the minimum basic
pay and Rs. 26000 as thc salary 61 thc Secrctary. Thus we have retained the
tninimum-maximum ratio of 1 : 10.7 which had been fixed by the Fourth CPC
it is our feeling that if this ratio cannot be increased, it should not be allowed
t o get reduced either. That is Ihe reason why we have advocated a 100%,
neutralisation of cost of living at lhe higher levels. The figurcs of maximum and
minimum sduics gve an arithnlctigal rclationshrp of approsirnatcly 3.25 bctwccii
449
piierfocror the new basic pay and the unrevised basic pay. Normally, the application of such
a broad arithmetical ratio could have yielded all the scales that we wanted, but we
were compelled to makc a nurnber of other changes which involved either the
merger of scales or rahonalisation of the pre-revised scalcs or a change in the span
ofthc rcviscd scalcs, Thcre were other considcrations too: which wc havc tried to
explain in the succecding paragraphs.
450
(Group 'C' scale) to Rs 2000-3500 (Group 'B' scale)
This \\as an illusor? promotion.
1 0 . R ~3700-4450
. The first scale was unusually
Rs. 3700-5000 short in dubtion and applied
to v c n fc\\ categories.
1.; Ks iooo-0700
Ks iooo-7300
451
14. Rs.76OOl-fixed There was no rcason for keeping
Rs.7600-8000 a fixed pay of Rs 7600, when all the other scales
between Rs 7300 and Rs 8000 had been comwtcd
into regular scalcs
I
MERGEK OF SCALES AND ACP I
43 6 In thc ncw dispensation nhcrc \\c arc attempting to guarantee
financial upgradations to all empiojccs. i t was considcrcd important that there
should bc substantial financial benefits to thc cmplo!ces at the time of ACP
upgradation This objective would not ha! c bccn achic\ cd. cspcciall\ in the case
of Group B and C employees if the scales had bccn alloned to remain close to each
other This is onl\*onc of the major rcasons for nicrgcr of scales
Group 2)' scales 43 1 1 In the proposed re: Iqed scalcs of pa!. certain rtnproi ements havc
been cffcctcd at some Icvcls Earlier. thc diffcrcncc i n pa! bctucen the minima of
thc three group 'Dscales ifas at the ratc of Rs 2%- cach In thc rc\ iscc! scalcs. on
thc analog of thc prc-re\ iscd minima. thc diffcrcnccs bctnccn thcsc Group 'D'
scalcs should h c bccn at thc ratc of Rs 80/- or so Ho\\c\cr. the diffcrcncc
contcmplatcd i n thc proposed re! iscd pa! is Rs 1 101- and Rs I OO/- rcspcctivcl!
452
43 12 In the prc-rcn.tscdpay scalcs k c wcrc only two grades for group
D staff. I c Rs 7 5 0 - 9 4 0 d Rs 775-1 150 But in the contemplrted Assured
Career Progression scheme, group 'D' staff have been given n four-grade
structure \ i d , Rs 2440-3200, Rs. 2550-3540, Rs. 2650-4000 and Rs
2750-4300 We have also dropped the pejorative des%nathnr of **khalrsi"
and "unskilled worker" and are instud ~ t i o ~the n ~ in the sale
i crtisan
of pty of Rs,750-940by the more grrccfut appellationof "Shrrmik"
43.13 In thc proposed scalcs, Lhc span of all thc Group 'D'scalcs has
bccn uxrascd In thc faur scalcs mcntioncd abovc, the spam has been increased
by 4 years, 3 ycnrs, 4 yern and 10 yenrs respectively. This has bccn
conscwiy donc to nducc thc stagnation prcsentiy being f d by Group 'D' staff.
Thc ~ ~ pA.C.Pi s&mc a coupled
~ ~with Ihc incrcasc in thc span of Group
'D scales will certainly help in reducing the s t a ~ t amongst
i ~ Gnwp 'D'
cmployws
.\fattic enby posts 43 14 Pay scales ol' posts requiring mruitmcnt qualificath OF
Matriculation,1.T.1. Certificaic etc. have been rationalized and they are proposcd
to be placed as far as possible in the scak of Rs. 950 -1500which is being
replaced by the scak of Rs. 3 ~ 5 0 - 7 0 ~ 5 ~ .
Direct etta-y 43 15 Presently, incumbents of a large number of posts requifing
grade* qualifications of ordihaty Graduation or a three year Diploma come an
graduaes rtc.
engincenng, fine art etc. are in different scales; I.$., Rs. 1200-2040,
- -
Rs. 1400-2300, Rs.1400 2600,Rs. 1600 2660 and Rs. 1640-2900.In order to
bring about i ~ v ~it is tproposed , to induct entrants to the posts requiring
~ ~thnc year ~d i p l m wurse
i ctc. as~ m i n ~ u m, entq q u ~ i f iin~thtt ~
scale of Rs.1400-2300,Rs.1600-2660 and Rs.1640-2800.Most of the Jr.
Enjpneers, Jr. ScicntdIic Assistmts, Tecbni#l AsYistantd,tIfive&tirve61igatorsetc. who
are pmently distributed is tkese differmt d c s - w i l l bc W i t e d by ttus measure
of rationalisation. However, there may still be some exceptional c8sts whcre thrs
improvement has not been cffkcted. This has bceoldueqtov&ious &tors likejob
content. skill quirtmc;ntS, inter sc ~~v~~~
453
A' scniccs has bccn hikcd up In thc normal coursc. thc starting pay at Jr Timc
Scalc would horc bocn around Rs 70007-. Instcad. it has bccn raiscd to Rs
nootv-.
Increment it#% 43.19 In the pmwdpay scales, thc pcrccntagc of 1st incremcnt with
Fburlk rofmnceto minimum of the scale r i g 4 from 1.55 to 3.66 and with rcfcrencc
('PC Sralrs
to the mean of the scale the percentage of 1st incremcnt rangcd bctwccn 1.25 to
3.17. The percentage of thc 1st increment with rcfcrcncc to thc minimum pay in
the Third CPC recommendationsranged bctwvccn I .25 to 8 33.
Pu/Onnanc@ 43.21 It has bcar l a g felt that salary progression should be dependent
rela'ed~a~ on individusl p~rfonnwceso that positive competition among personnel is
genuatd iMfE the perfbmance of employa is evaluated according to their levels
of whicvcmcnt. This is the idea behind the scheme of Performance Related Pay
(PRP)that has baen p r o d @ by several counlties. We feel that time is not yet
ripe for the fdl-ficdgedadoption of the PRP scheme. In this context it may be
wOtthwhile to exmine rirC ftasbllity of adopting with suitable changes, the scheme
of Matrix Salary schadult, which the Commission noticed during its visit to
Maluysia.
Feantru of 43.22 The scheme of Matrix Salary Schodyle (MSS) has been in force
MSS in hJtrlaysia since 1992. The Matrix Salary Schedule has the following features-
454
arc bascd on \.aping rates of incnment. The ratc of P3 is higher
than Icvcl P2 and the rate at level P2 is‘highcrthan P 1.
GradeU,
T1 T2 T3 TJ TS T6 T7 T8 .. T21
PI 1357 1423 1489 1555 1621 1687 1753 1819.. #M9
P2 1426 1495 1564 1633 1771 1%40 1909.. 399
P3 1498 1570 1642. in4 im re%,_. 1930. 2002,.. 3438
1. -
Static or no propmim W k r e tl& person remains at PIT3
(Level P I and step T3) if the
’fap is not satisfactoay.
-
PIT3 P2T4 -
Diagonal Excellent-Two increments
l anothcr vettically
one horitontaliy aud
455 :
PERFORMANCE RELATED INCREMENT (PRI)
PRI 43.24 Dut to various administrative and technica1 diflicultics and the
constraints in br9kin8 up-pbt pay scalcs into different levels, it may not be
p i b k to idopt the qstmdMalnyam Matrix Sdnry Schcdult (M.S.S.) as d r
-
in our sct up. But this principle can be incorporated in our system by slightly
modirying it to sui! our envimnment Thk can be donc &rough the
Performance Rdattd Increment (PRI) Scheme, by the grant of an extra
incrrment in addition to tbe normal increment in recognition of exceptionally
mdoriorrt pcrfonnurct But the @t ofadditional increment may be restricted
t ~ p e m m s ~ 5%oLtdal a e Cadre strength ofthe organisationcach year
"0rganiSatio;l"hent rcfcrs to Muristry/Dcparrment proper, attachedor subordinate
oKicc ctc which exist as an ldentiliable separate unit. Grant of additional
increment may not rtqwrt dre rcommendrton of the DPC. The Competent
Authonly -be Gmpawacd to gfsnt.the additional incnmcnt.
EFFICIENCY BAR I
&catlpamd 43.27 -E Bar is intcndd ChCcL t k mtinucd drawal of
uWXCmCntSm the case of proved incficienc~The Islington Commission insisted
on thc tune s+ systtm tyin~ coupled \nth 'Efficiency Bar'. The First CPC
retained Effici& Bar perally.' So did the second CPC when it retained
Efficiency Bar the p u n d of discnrninating between &f&ctory and
unsatisfador).workers. The Third CPCjustified Etrrcrcocy Bar to ensum quality
of \vaic. The F d CFC rdaincd it in Group B, C and D scaks only Howwcr.
they abolishcd E.B. in Group 'A' scales c..ccpt for thc low@ nrng in that group.
I c 2200-75-'z800-EB-l00&0. With effcct from 1.1.1993, Government
abolished Efllcienc).]Bar in respect of Group 'D'empkyxs also
I PROPOSEDSCALES 1
43 30 The dctals of the csistmg scales, and the proposed revised scales
arc given in Anncse -43 1
43.3 1 It ma! bc clarified that while discussingthe vanou$ pay scales, the
Canmission came to the conclusion that there was need for another payscale
between Rs 2000-3500/2375-3500/2375-3750 on the one haiid and Rs.2200-4000
or Rs.3000-4500on the other. As such, we coined a pre-revised payscale of
Rs.2500-4000 as a Group 'Bpayscale, to act as an intermediate stage. As we had
already decided to raise the revised payscale corresponding to Rs.2200-4000to
Rs 8000-13500 (instead of Rs.7000etc. as it should have become if the broad
multiplier of 3.25 were used) there was a gap of Rs.1000. It should be clearly
understood that the pre-revised scale of Rs.2500-4000 (as it corresponds to n
revised scale of Rs 7500-12000) is a lower scale than Rs.2200-4OOO (as it
corresponds to a revised scale of Rs.8000-13500).
FIXATION FORMULA
43 33 The fomiula for fisation of pay in thc rcviscd scales. along with
illustrations is discussed in a latcr Chapter.
457
Category Number of Net Financial
Employees implication.
(in lakhs) (Rs.in Crores)
1. 2. 3.
Tlrrrd I H 43.35 Since the third instalment of Interim Relief, which was
granted with effect from April, 1995, is to be subsumed within this, the net
ficancial implication will be further reduced to that extent.
458
ANNEXE-43.1
PROPOSED SCALES OF P A l ’
-
SL. EXISTING GRADES REVISED STANDARD SPAN IN
NO. STANDARD SCALES SCALES OF PA)’ YEARS
459
SL. EXISTING GRADES REVISED STANDARD SPAN IN
NO. STANDARD SCALES SCALES OF PAY YEARS
OF PAY
(Rs.) (Rs.1
*Note: It may be clarified that while discussing the various pay scales, the Commission came to
the conclusion that there was need for another payscale betiveen Rs.2000-3500/
2375-3500/2375-3750 on the one hand and Rs.2200-4000 or Rs.3000-4500 on the
other. AS such, we coined a pre-revised payscale of Rs.2500-4000 as a Group 'B'
payscale, to act as an intermediate sta e. As we had already dccidcd to raise the revised
8
payscalecorresponding to Rs.2200-4 00 to Rs.8000- 13500 (instead of Rs.7000 etc. as
I t should have becomc if thc broad multiplier of 3.25 \vex used). there was a gap of
Rs.1000. It should be clcarl!. understood that the prc-rcviscd scale of Rs.2500-4000(as
it &maponds to a revised scalc of Rs.7500- 12000) is a lowr scale than Rs.2200-4000
(as it corrcsponds to a r c \ ~ s c dscale of Rs.8000-13jOO).
460
PRESENT CLASSIFICATION
Cl-rjicotion 4 44.1 Civil Services and posts under the Central Govcmxncnt are at present
civil posts
classifid under four groups as follows-
Ccrm1n 44.3 Though a majority of tha posts in the Govt. are classified an tht
~.tceprro?ls above lines, certain deliberate departures have h e n made in certain cases. For
exapple, Assistaots and Grade ‘C‘Stenographers of Central Secretariat, who are
in the scale of Rs.1640-2900, arc classified as Grdup ‘B,wvhercas a largc number
46 1
of other posts in the samc scale are classified as Group 'C'. Some posts in the pay
scale of Rs.2000-3200 and 2375-3500in certain Offices/ Departments have been
classified as Group 'C'.
Liews of Second 44-6 The Second CPC also discussed this issue and came to the
CPC conclusion that the exlsting classification sen ed no practical purpose which could
not be served without it and on the other hand. it had an unhealthy psychological
cffcct The Commission recommended that the classification should be given up
and the amendments that would be necessary in respect of the Central Civil Service
(Classification, Control and Appeal) Rules 1957 and of certain other rules and
orders should be carped out. In making this recommendation it took note of the
practice in other coqntries including those with a large and complex civil service,
where it had not been found necessary to super-impose upon their civil service
grades and occupational groups a broad classification as exists in this country
I iews o/T/rrrd 44 8 The l h r d CPC expressed the 1 iew that classification based on an
CPC assumcd equivalence of the work content in different levels of the various
occupational Groups and, hence of the pay ranges. \\as necessary for personncl
administration. The system of classification \\as fairly well known and the
cmployces,hadb e accustomed to it It hadthe advantage that orders could bc
issued or the existing ordcrs amended. b! ref&ing to the particular classcs
co\.crcd There was no lack of precision in this course in terms of administrati! c
coincnicncc. but much verbiage. othcniisc ncccssac in having to dcfinc thc
catcgorics or occupational groups covcrcd. I\ as thcrcb! obviated
462
44 0 The Third CPC, however, replaced 'Classes' by the expression
'Groups' Thus Classcs I. 11. III and IV were re-designated as Groups 'A', 'B','C'
and ' D
44 10 The Fourth CPC too examined the matter. They held the view that
such classification enabled the Government to csamine and decide matters of
common intercst to the Group or Groups concerned. It played a vital role in
disciplinan matters also. They, therefore, recommended the continuance of the
system of classification of services.
I INTERNATIONAL EXPERIENCE I
Practice in other 44.12 This issue was also examined in the light of the systems prevalent
counm'es in other countries.
OUR RECOMMENDATIONS
44.15 Thcre is need to inculcate a feeling among civil servants that they
all belong to an integrated administrative machinery. Any system of classification
463
or nomenclature, which is likely to'hamper the growth of such a feeling, in
howsoeva small measure it may be, should go, unless it serves a definite practical
end which cannot be achieved adequately othcrwisc. Most of the other countries,
including those with a large and complex Civil Service Organisation, have not
found it necessary to have a classification system like ours
1. Chief Executive
..
II. !hior Executive
iii. Middle Executive
iv. Junior Executive
V. Supervisory
vi. Assistant
vii. Supportlattendrnt
464
S.NO. LEVELS GRADE IN THE PRE-
REVISEnSCALES OF PAY
ii) Supporting 825 - 1200
Staff 950- 1400
950- 1500
1150-1500
975- 1540
975- 1660
1200- 1800
1200-2040
1320-2040
1350-2200
1400-2300
1400-2600
1600-2660
1640-2900
465
44.20 With the proposed reorgarusationof vmous grades into 'Ic\cls', the
existing system of classification of services into Groups *A', 'B', 'C' and 'D'
can be done away with. For thc purposc of disciplinan nilcs Govcrnnicnt can
declare the Appointmg. Revicwng 'and Appcllatc Authoritics. \\.ith rcfcrencc to thc
lcvels of the posts
44 21 Thc othcr distinctions \\hich has becn irthcritcd from the colonial
past and is unique to u s is that bctucen gazttcd and non-gamtcd officials
Imtiall!., gazetted officcrs urcd to bc fctr in numbcr and so important as to find a
mention in thc Official Gamte. c i c q time they ncrc appointcd. promoted.
transferred and so on Today. thc phrasc 'grrzettcd' I S morc of an anachronism
This practicc mahcs the present day official Gazettes unncccssarily \ olminous
and, In turn. rcsults i n a gcncral apath! of cn i i s c n m t s tonards the Gazettes
Gazetted status has not\ bccn reduced to one morc elcmciit in thc caste hierarchy
of the Civil Senicc In practical terms. all it means that a particular official can
attest copies 01docunicnts. issuc character certificates. attcst passport forms ctc
44.22 We may, therefore, abolish this distinction too and lay down the
law that all executives and supervisory personnel would have the powers of
at:estation etc. currently vested in the gazetted officers.
1 INTRODUCTION I
.Llinisirict' 45.1 The Secretariats of the Ministries and Departments of the
Departmenis Government of India together constitute the headquarters organisation. The
Allocation of Business Rules framed under the Constitution determine the hpe of
work to be transacted in each Ministry and Department. With the expansion of the
activities of Government in various fields, therz has been a tremendous increase in
the volume of business transacted in the headquarters organisation which is also
called the Central Secretariat. Govcmment's accountability to Parliament, creation-
of a large number of public scctor undertakings in various ficlds: intensc scrutiny
exercised by Standing Committees of Parliament of the funaioning of various
Ministries and Departments. ctc. are some of the factors \vhich havc led to
increased secretariat work. To cope with the increased workload. the number of
Ministries and departments has gone up to 8 I from 7 I in 1986,j1 in 1973.25 in
1957 and 18 in 1947.
sc. rt*l'lr;tll 45.2 Each Ministn./Dcpartment has a Secretariat whosc main role is to
hclp the Government in thc tasks of policy formulation, preparation of programmes
in order to translatc thcsc policics into coordinated action and cnsuring effective
csccution of Govcmmcnt's policies through periodic review. The Sccrctariat also
helps thc Minister to dischargc his accountabilit:: to Parliament. including the
\.arious Parliamcntan Committccs The detailed csecution of Govcmment's
policics. specially in thc ficld is lcl't to agencies outside thc Sccrctariat which may
bc attached or subordinatc offices of the Ministries or quasi-Co\wnment
institutions or autonomous public sector undertakings, but is always subject to
supcn.ision by lhc Sccrctariat
I l i ~ ~ r n r t l r r t tW
rl I- 45 j In the hicrarchical set-up of n Ministry, bclou thc Minister.
. I .1.
Sccrctaq is the aanunstrawe hcx! 01 the Ministry \vho has bccn dcscribcd by thc
Adniinistratii c Rcfornis Coniniissioii as thc principal adviser of the Ministcr on
policy nialtcrs and his chief agent for cnsuring the iniplcnicntation of policics and
programmes. -Inthe larger Ministries, where the volume of work so requires, a
rccognisable area of work is entrusted to a separate department under the charge
of a Sccrctary or Additional Secretan.. The business allocated to a
Ministry/Departmcnt is gcncrally divided into Wings, Divisions, Branches and
Scctions.undcrthe chargc of a Joint Secretan., Dcput). Sccrctaq, Under Secretary
and Section Officer respectively Takine thr net! of Director and D e p ?
Sccrctaq as being at the same level, the structure of the Central Secretariat is
cornposcd of ninc gradcs from Secretary/Spccial Secretary to Lower Division
Clcrk.
Senicer ivaniiing J j.4 The administrative posts in the Secretariat arc manned by officers
die pos LC from All India Scrviccs. Group 'A' Central Services on dcputat:on and by members
of Central Sccretariat Senice (CSS). The C S S Officers provide continuip in the
uork of thc Secrctariat. Secretariat pasts in thc Ministrics of Estemal Aifairs, Law
and Justice/ Department of Cornpan!, Affairs and Ministry of Railways are
gcnerally held by officers of Indian Foreign Senice: Ccnlral Legal Senrice arid
Railway Services respectively.
Central srafing 45,j The Central Staffing Scheme for manning senior administrative
scheme
posts in the Secretariat, i.e. posts of and above the rank of Deputy Secretary, was
nojified b!- the Central Government on 17.10.1957. The Scheme has been
reviewed and amended from time to time and the consolidated version has been
notified by the Department of Personnel and Training vide O.M. No.36(32)-E0/88
(SM-I) dated 15.7.1992. The scope of the Central Staffing Scheme is bound by the
following parameters:-
(I) All posts of the rank of Under Secretary and above in the
Government of Inha, e x c l h g such posts of Under Secrertary and
Deputy Seaetary as are filled by CSS officers, are filled on tenure
deputauon fiom the All India Services and the participating Group
* A' Services of the Central Government
(11) In so far as the officers hrn the Central Secretariat Services (CSS)
are concerned, a specified number of posts at the levels of Under
Secrete. and Depuh Secretary are treated as part of their Cadre,
and posts over and above these are fillcd under the Central Staffing
Scheme
468
by a member of any All India Service on tenure deputation can bc
deemed to bc a cadre post of that Service.
Teiiurec of 45 6 The normal tenure of deputation for posts coveredby the Central
posrritg Staffing Scheme is 3 years. 4 years, and 5 years for posts at the levels of Under
Sccretaxy. Deputy Secretary and Director/Joint Secretary respectively. In case a
Jomt Secretary is promoted as Additional Secretary, he is given a tenure of 3 years
from the date of appointment as Additional Secretary subject to a minimum of 5
1 ears and maximum of 7 years of combined tenure as Joint Secretaq4Additional
Secretaq. In other cases, the normal tenure for Additional secretary is four years
and for the Secretary, there is no fixed tenure. The eligibility criterion Was also
been prescnbed for selection of officers for manning posts in the Secretariat on
tenure deputation from All India Services and various Central Services.
SSB,’CER 45 7 htially, the Central Establishment Board was set up for operating
the Scheme and to advise the Ministxy of Home Affairs (MHA) in the matter of
selection of oficers for tenure deputation at the Centre. In 1970, in place of the
earlier board, two boards, namely, the Senior Selection Board (SSB) and the
Central Establishment Board (CEB) were constituted to advise the Department of
Personnel and Traming for staffing admmstrative posts of and above the rank of
Under Secretary to the Government of India.
Inahclron from 4 j. l o The position regarding induction of officers of All India Services,
d@ererrt services Central Secretariat Service and c k r Central Services at the level of Cepiit:.
Sccretq and above in the Central Secretariat in 1972, 1984 and 1995 is indicated
in the Table below
469
Table as on Mmmh I, 1995
Sccntafy 30 36 71 IS 25 21 0 0 0
Additional 20 27 72 11 38 I2 i I 0
S&retar?.
Total 325 378 751 221 272 308 208 228 207
Earmarking of 45.1 1 With regard to tile Central Staffling Scheme, suggestions have
posu been received i h n Oficers of the various Group 'A' Central Senices and the CSS
that they should be allowed greater participation in the Secretanat by earmarking
a specified number of posts for each service.
Prrsentposition 45.12 The position is that prior to 1947. a majority of thc superior posts
under the Central Governlent \\we specifically rescncd for Officers of thc Indian
Civil Senice, and even after independence, thc Central Government continued to
depend mainly on ICS and IAS Officers for manning the positions in the
Secretariat. In the case of the All India Services, the rules provide for a Ccntral
deputation quota to be utilised for deputing oficers to the Ccntrc. In their cases,
it is constitutionally mandaton to provide for such a quota, as they have becn
created by Article 3 12 of the Constitution in the national intcrcst as services
common to the Union and the States. The concept of all India Services is to
provde for an cschangc of cxpenence behvcen thc Central and Staic Govcmmcnts.
.Yo cltmtgejrom 45. I 3 The situation has changcd somewhat ovcr thc \cars and mcmbcrs
proc-c..l~~re
of of the Group A' Ccntral Scniccs arc also bcing inductcd into thc Sccrctariat in
rtpprirnlniutrl
appreciable numbcrs. Thc idca is to make use of their experience and knowledge
at the policy malung lmcls in the Government. Considering that their services are
already being utilized. we are not in favour of earmarking posts at different
levels in the Secretariat for any particular Service. Further, the existing
procedure for selection and appointment of senior officers for manning posts
in the Central Government from various Services should cohtinue.
-
Grade Desienation and scale of Pay -
Class
47 1
-
Grade Desienation and scale of Pay -
Class
H&P R1c:t.s 45 20 Rccrutment arid promotion to I arious grades are governed by the
CSS Rules. 1962, supplemental by the CSS (Promotion to Grade 1 and Selection
Grade) Regulations. 1964 The present mode of recruitment to \ arious gradcs is
spclt O u t belo\\ -
472
a) Assistant Grade Ranutmcnt to this grade is made to the extent
of 50 per ccnt by duect recruitment through an open competitive
examination and 50 per cent by promotion from among UDCs
\\ith a minimum of 5 years' service in that grade
c) Under Secretary: Promotions to this grade are 100 per cent from
out of Section Officers on the basis of selection, the eligibility
condition being 8 years' approved service as Section
Officer/Group 'A' of CSSS.
1 3 ~posh
9 of Css 45.2 1 Under the Central Staffing Scheme, the posts of Under Secretary
and above in the Central Secretariat are filled by drawng persons from different
Services without any definite quota having been prescribed for any Service The
posts of Under Secretary and Deputy Secretary, held by CSS Officers, are treated
as 'duty posts'. While the 'tenure rule' is applied to All India Services and Group
'A' Central Services. there is no tenure rule laid down for CSS Officers In view
of the nature of duties and responsibilities assigned to the levels of Under
SecretaqdDeputy Secretary and above, it has been considered necessary to have
officersof dfferent setvices to man these posts Details of thenumber of posts at
the levels of ilnder Secretary and Deputy Secretary held by various services from
1980 to 1995 are contamed in Annexes 45 1 and 45 2 respectively
Demands 45.22 AsSociations of CSS Officers have represented that: (a) Section
0.fficers should be placed in the existing pay scale of RS.2200-4000 with Group
'A' status, (b) the CSS should be constituted as a Group 'A' service with pre-
determined number of posts at various levels, (c) Assistants should be placed in the
pay scale of Rs.2000-3200,(d) all posts of Under Secretary, Deputy S e c r e t e and
certain .percentages of posts at .the level of Director and Joint Secretary may be
reserved for the CSS. (e) disparity in promotion prospects of various services
included in the Central Staffing Scheme should be removed and time-bound
promotions ensured, (f) a Limited Departmental competitive Examination may be
intrduced for promotion of Section Officers to the grade of Under Secrete, (g)
promotion quota from Upper Division Clerks to Assistants should be.raised from
50% to 75% and direct recruitment to Assistants grade may be suspended for 3
years, (h) the eligibilih period for promotion to the grade of Section Officer may
be reduced from 8 to 5 years, (i) the cadres of Upper Division Clerks, Assistants
and Section Officers should be restructured in the ratio of 40:40:20. (-1) the cadre
at the level of Section Officer should becentralised so as to remove disparity in the
matter of promotion of assistants in various Ministries and to avoid loss of
473
scniority on traiisfcr from onc hlinistn. to anothcr uiidcr thc Zoning Schcnic, (k)
special pa!. should bc grantcd whcn postcd as Undcr Sccrctav. &put!, Sccrctanf
a i d Dimtor, (,I) Scction Ofliccrs should bc rcdcsignatcd as Assistant Sccrctaq to
thc Cio\.crniiicntof India, (ni) CSS should bc allo\vcd rcprcscntation on thc Ccntral
Establishnicnt Board. (n) thcrc should bc a conipulsop, training proSrnninic on thc
,it~log! or urgankcd scrviccs and ;1 tised quota in various forcip traiiling
programnics. (0)dircct rccruitmcnt at the Icvcl of Scction Officer should bc
discontinucd. (p) thc practicc of \vithholding of incrcrncnt of dircct rccruit
Assistants duc to non-passing oft!yc\\nting :cst may bc discontinucd. (9) scniorit!.
of lntc ciitrruits may bc protcctcd by cnsiiring that \vhcn juniors arc considcrcd for
pi oniotion on complction of cligibilit!. scn'icc. scniors should also bc considcrcd.
i r ) dcputation quota for CSS Officcrs should bc r a i d from 10% to 204,j. i s ) [tic
scnicc conditions of CSS oficcrs should bc rcgulatcd by an Act of Pariianicnt. (1)
ttic mlc pro\.iding for conipulson transfa on proniotion should bc rcpcaatcd. (u)the
placcnicnt af CSS Officcrs should be niandato? on cmpanclniciit. (Y) thc
diffcrcntial in thc pcriod of cligibilit!. bctwcn dircct rccruit and proniotcc
.4ssistants for appcaring in Scction Officcrs' gradc csarnination ma!' bc removed.
\\v) Assistant Gradc csaniination should bc hcld by the Union Public Scr\,icc
Commission on the old pattcrn as thc objcctive t!pc tcst docs not incct thc
functional requirement of thc post. (s)n spccific rccommcndation should bc niadc
for a highcr ,start on promotion as Scction Officcr/Privatc Sccrciaq. to a\ a d
litigation. (>.)CSS Officcrs should bc scnt compulsorily on deputation to Statc
Go\~ernmcntsfor at lcast thrcc !cars to ha\x first hand cspericncc aboilt thc
slracturc of go\.emancc. pcoplc's problcms ctc. Thcy should be postcd as Sub
Divisional OfIiccr/Assistant Collcctor. Dwclopmcnt Officer ctc., (1L lo%, of
\.acancies in All India and Ccntral Seniccs should bc rcscrvcd for being lillcd
tlirough a Limited Dcpartmcntal Cornpctitive Esamination and Dircct Kccrult
Scctioii Offccrs should bc made eligible for promotion to thc Indian
P.dministrativc Senicc against a quota to bc prescribed for the purpose.
Our 45.23 We have considercd the suggestions and demands made by the
rccontntrtida/roir.c associations and our recommendations arc as undcr:
(c) Since CSS is not a Group 'A' Central Service, the promotion
avcnues available to Group 'A' Services cannot be extended to its
members. Once CSS Oflicers become Under Secretaries, they
can aspire for further progression through the imperatives of
Central- Stafing Scheme. The Assured Career Progression
Scheme recommended by us will provide some relief to the
members of the service.
:Yo LDCE$or (f) Introduction of a Limited Departmental Competitive
US Examination (LDCE) for promotion to the grade of Under
Secretary will reduce the availabilih of posts under promotion
quota and will adversely affect the promotion prospects of
promotee officers. Kecping in view the time being taken for
promotion from Section Ofiicer to Under SecGtary. which ranges
bctwen 14 and 16ycars, we are not in favour of introduction
of an LDCE for promotion to the grade of Under Secretary.
475
Restructuring (1) Upper Division Clerks belong to the Central Secretariat Clerical
cadres Service while Askstants and Section Officers belong to Central
Secrctariai Service. Restructuring cadres cutting across seniccs
is not possible. We a*, therefore, unable to recommend
acceptance of the suggestion.
0) Hat ing duc regard to the fact that the Department of Pcrsonncl
and Training is already fixing the zone for promotion and
handling work relating to recruitment at the level of Section
Officer. preparation of a common seniority list of Section
Officers for promotion to the grade of Under Secrctary, we
recommend that the CSS cadre may be centralised and
computerised so that the existing disparities in the promotion
prospects of CSS Officers in different Ministries are
removed and the seniority of those who move out because of
non-availability of vacancies in their own cadre to other
cadres is also protected.
(k) Thc officers of All M a and other Central Sen iccs arc posted to
thc Ccntral Secretanat on tenure basis and the\, are not paid
dcputation allowance The special pay grantcd to such officers
is in lieu of deputation allowance In the case of CSS Officers,
besides Lhcir being no dislocation, their posting IS treated as a
cadrc appomtmcnt. In view of these distinguishahlc features, we
do not recommend the grant of special pay to CSS Officers
on their appointment as US, DS and Director
(n) With a view to ensuring &$the CSS Officers arc no1 found
wanting in the discharge 6f%qw duties for lack of knowledge of
the Iatcst dmelopments taking piace around the world, we would
recommend that they should be given suitable exposure to
foreign training programmes. They may also be made
eligible for the training programmes organised by the
Training Division of Department of Personnel and Training
476
for various services and officers appointed to the Central
Secretariat.
477
Tratisferr policy (1) It appears to us that the cxisting provision has been made in the
rulcs to providc grater exposure to CSS Ofliccrs so that they can
chschargc their assigned duties effectn cly Movement from one
M tnisqe to a n o h x provides opportunitics for interaction and
criablcs acquisition of kno\vledgc on iiiattcrs \\ hich are drnlt w t h
b!, thc ncw Ministry With a vie\\ to cnsuring that thc \ a r i d
cspcricnce acquired by the CSS officcrs IS available to all thc
MiiustricdDeparbnents, we recommend that a comprehensive
transfer policy may be framed for transfer of CSS Officers
from one Ministry to another. Such transfers should,
however, not be linked with promotion as the compulsory
shift a t the time of promotion further delays the already
delayed promotion. CSS officers up to the level of Under
Secretary may be considered for transfer from one Ministry
to another after 10 years of service in a particular
Ministry/Lkpartment
(u) The Go\.cmmcnt has reccntl!. decided that not lcss than 25% of
posts of Dcputy Secretiu) in cach Minis@./Dcpartmcnt should be
filled by CSS Officers and appointment to such posts should be
madc mandator?; i.e.,on assignment basis by thc Establishment
Officer with the approval of Civil Scniccs Board. It has also
bccii dccidcd by thc Govcmment that CSS officcrs included in
thc Dircctors suitability list may be considcrcd for mandator?.
posting after their names are circulatcd for one ?car with effect
from thc datc of approval of the list b!. thc Appointments
Committce of Cabinct (ACC) or on rcceipt of ACC approval to
the subsequciit suitabilit!, list. \vhichc\ er is latcr. A suitablc
provision has also been madc in rcspoct of officers who could not
be appointed as Joint Secretary during circulation of their names.
Thqt \\-ill also be considered for mandatory posting if they have
bcen empanelled for 3 years or more or they have got only two
years' service for superannuation. In view of the remedial
mcllsures taken by the Government, we d o not propose t o make
any further recommendation in this regard.
4x0
and responsibilities shouldered by DOs. We also received a number of
representations from associations representing CSS officers registering their
protest agiunst the proposed mtrcduction of an intermediary pav scale between SO
and US and espressmg apprehensionsabout their promotion prospects to &e grade
of US and above We would like to clarify that the fears expressed by CSS officers
arc b a d on their lack of appiaation of the erTo~isinade b) b e Commission to
reheve stagnation aff.lictmg their cadre. According to the memorandum submitted
by CSS Dtrect Recruit Assistants' Association, it takes approximately 12-13 years
for an Assistant to become a Section Offker. We have also taken note of the fact
that SOs mcluded in the Select List of 1980 have been promoted as US towards the
end of 1996 It IS thus clear that a direct recruit Assistant remains in the pay scale
of SO for 27-28 years of hs senwe. unless be becomes SO earlier through LDCE
~f whch
l casc he remains in thc pa! scale of SO upto 2 1 or 22 years of his scrvicc
45 27 Taking notc of the fact that SOs take about I6 years to become
USs, we thought of providing somc relief to this important lcvel of functionaries
We have recommended in para 45 25(iii) above conversion of 25% of posts of SO
into DO in the pay scale of Rs 2500-4000. SOs being at thc cutting edgc in the
Central Secretariat and keeping in view then career aspirations, we further
recommend that SOs in the CSS, AFHQ Civil Service, Railway Board
Secretariat Service and IFS(B) shall be eligible for second financial
upgradation in the pay scale of Rs.2500-4000 under the Assured Career
Progression Scheme on completiori of 5 years' service in the grade of SO as
a special dispensation. We also recommend that there shall be no residency
period in the pay scale of Rs.2500-4000for their eligibility for promotion to
the grade of Under Secretary on functional basis. For functional promotion to
the grade of US, the s c n x c rendered as SO or combined servicc as SO and DO
shall be reckoned as at prcscnt As regards progression of CSS officcrs to the level
of Deputy Secretary, the information contained in Annexe 45.2 reveals that on an
average 36% of the posts of DS have been held by CSS Officers during the last 16
years. Keepmg this trend in view, we do not see any justification in CSS Officers
entertaining the fear that they would not be given their due sharc of posts at the
level of DS and abovc
4x I
was constitutcd and as pcr decision of thc Government such issues raised in thc
3CM fora on which formal dsagrcement had not been recorded, haw becn rcfcrred
to the Commission. Somc of the Section Officcrs had also filed a pctition before
Principal Eknch of thc CAT sceking removal of the anomalies which had arisen in
the pay scale of Scction Officers conscqucnt on rcvision of the pay scale of
Asclstant 4 contempt petition w s z!:c fi!d by the petitioner SOs tcfarc t!c
CAT wtuch was finally dropped on informing thc court by the Govenunent that it
had decidcd to place thc mattcr before the Fifth CPC. Thcse petitioners have also
urgcd upon us to rcmove the anomaly b\*rciwng thc pay scalc of Section Officcrs
.Yo ope,hg of 45.30 Thc Commission would invite thc attcntion of the Governmcnt to
pasf cases its dcmi-official communication No. 50/4/94PC(Coord) dated 17.1.1996
addrcsscdto all the Sccrctaries and Hcads of Dcpanmcnts clarifying that thc Fifth
CPC had no intention of re-opening past cases or in making any
recommendation with respect to rectification of anomalies with retrospective
effect and that all our rccommcndations will h a \ x prospcctivc cffcct from our
rcconmicndcd datc only. The Administrati\k blinistnes \vcrc rcqucstcd to settle the
past cascs at thcir lcvcl and clarify to thc conccmcd judicial authoritics thc
restriction on thc scope of jurisdiction of thc Commission \vhcnc\!cr such matters
c a m up for l~caring.!n this view of the matter. it ivould not be dcsirablc for us t.
m&c any recornmcndations for removal of anonialits u.hich have occurred in thc
past and p n t new pay scales retrospectively. Such matters may be decided by the
Governmait itscl f.
Redrganisation, 45.32 The CSSS was reorganised \vith cffcct from 1st August. 1969.
1 Y6Y Thc rules as amended on unplementation of the recommendations of the Third Pay
Commission provided for four grades of Stcnographcrs iii the Central Secrctariat
namciy 'A'?*B'$'C'and 'D.The total strcngth of thc scnicc was about 5,800. In
1962, thc C S S S was dccentralisedwith a vicw to providing grcatcr flcsibitity to its
stmcturc and cnsuring effective control owr thc stdf by the MinistrylDcpartment
concerned. Under the decentralisation schcmc, promotions, confirmation, ctc. arc
made cadrc-wiseby the respective cadre controlling authoritics. Consequcnt upon
thc cnforccmcnt of the decentralisation schcmc. ccrtain disparities had devclopcd
in thc promotion prospccts of CSSS officcrs in diffcrcnt Ministrics/Departmcnts.
To minimisc such disparities, the zoning schcmc ivas introduccd under which
regular ,and long-term promotions arc madc b!. thc local cadrc controlling
authorities from amongst the officcrs who arc within thc rangc of seniority
specificd by thc Dcpartmcnt of Pcrsonncl and TrnininS froin timc to timc. If a
pcrson within, tlic zonc is not availablc for promotion in ;Icadrc, thc vacancy is to
bc reported to thc DOPT for bcing !illcd b!. pcrsons from othcr cadrcs \she could
not gct promotions in thcir own cadrc for n m t of t'ncancrcs.
4x2
Merger of 45.33 Gradcs "A' and 'B' of thc CSSS wcrc merged on the
Grudesif'Gr '*' reco@ations of the Fourth CPC. With a view to providing further satisfactory
promotion avenues fix the mcmbcrs of thc CSSS,the posts of Private Secretary to
Sccretaries to Government of lndia and cquivalcnt officers were upgraded and
placcd in the pay scale of Rs.3000-4500.
Table as on 1 .I1994
Oitr 45.37 Wc havc given our most sympathetic consideration to the scvcral
rL.co,ttnrorjciriorrs siiggestions madc on behalf of Stcnographcrs by their rcspcctive associations and
have analyscd their promotion prospects with refcrencc.to thcii counterparts in
offices outsidc thc Sccrctariat and other comparable scrviccs. We have been
informed by thc Govcmmcnt of a series of nicasurcs takcn for improvemcnt of
promotion prospcits of Stenographers at different lc\.cls. Thcsc nicasures havc
been listed elsc\vhcre in this Chapter under the heading "Ccntral Secretariat
Senice". Our analysis reveals that Stenographers in the Sccrctariat arc at a more
ad7anlageous position, as far as time taken for promotion from onc grade to
another is conccmed, when compared to their counterpans i n thc subordinate
offices and almost at the samc position with other comparablc scmices in the
Secretariat. W l c we rccognise the need that each servicc should have rcasonablc
opportunities for career progression, at the same time we x e of the firm \iew that
the promotion prospects of a particular service cannot be improvcd at the expense
of another service. We have also noted the observations of the Third CPC that the
experience gained by good Private Secretaries should continue to be utilised in the
line in which such espcriencchad been gained instead of the senior and esperienced
CSSS officers branching out into a somewhat different line at this level. Pursuing
the policy and principles enunciated by our predecessors to provide adequate
opportunities for career progression in their own linc, wc make the following
recommendationsto further improve the promotion prospects of Stenographers at
different levels in thc Secretariat:
PPS to Additional (I) At present there are only 93 posts of Principal Private Secretary
Secretaries
as against 1367 posts of Privatc secretary and the average time
taken for promotion from Private Secretan. to Principal Private
Secrctary is around 13 years. We recommend that o f k e r s
holding posts of Additional Secretary or equivalent rank
may be provided stenographic assistance at the level of
Principal Private Secretary. As per information furnished
by the Department of Personnel and Training, this would
need upgradation of 65 posts of Private Secretary to the level
of Principal Private Secretary in the CSSS. We recommend
upgradation of 65 posts of Private Secretary to the level of
Principal Private Secretary. This would r a m thc total number
of posts of PPS io 158.
484
Senior PS (ii) Availability of 158 promotion posts of PPS against 1302 posts
in the feeder gade of Private Secretary appears to be inadequate.
With a view to ensuring that Private Secretaries have airnost thc
same promotion avenues as are available to members of other
comparable senices, we recommend that 25% of posts of
Private Secretary riiay be placed in the pay scaie of
Rs.2500-4000.Such of the Private Secretaries who are
placed in this pay scale should be known 'as Senior Private
Secretaries,
Senior I'PS (in) At prescnt Principal Private Secretaries do not have any
promotion avenues. With a view to ensuring their continued
availability to the senior functionarics and meeting their carecr
aspirations, we recommend that of the 158 posts of Principal
Private Secretary, 58 posts (approximately 37% of Principal
Private Secretaries) may be placed/operated in the pay scale
of Rs.370@5000. Such of those Principal Private Secretaries
as are placed in this grade may be designated as Senior
Principal Private Secretaries and their placement in this
grade should be made strictly on the basis of selection.
IAteral entry to (IY) With the acceptanceof our above recommendatmns coupled with
css Assured Career Progression Scheme which would be equally
applicable to CSSS Officers, their promotion prospects would
u-nprove considerably in their own line. This calls for a review of
the e>clstmgpracbce of lateral entry of CSSS officers to the level
of Section Officer and Under Secretary We have noted that after
1986,promotions to the grade of Under Secretary are being made
on ad hoc basis because of seniority dispute between dlrect
recruit and promotee Section Officers and as a result thereof no
Pnvate Secretary has been promoted as L'nder Secretary. It has
also been reported by the Government that as on 1.7.94,only 17
Private Secretaries were working as Under Secretaries. On the
other hand, CSS Section Offices are also faqng acute stagnation
and the actual time taken for promotion to the grade of Under
Secretary has men to 16 years as against the provision of 8 years
m the recruitment rules. Keeplng in view the Insignificant number
of Pnvate Secretaries who are working as Under Secretaries and
the stagnabon afflicting CSS, we recommend that lateral entry
of Private Secretaries to the grade of Under Secretary
should be discontinued. As regards entry of Stenographers
Grade 'C' at the level of Section Officer. recognising that merit
should be encouraged, we recommend that only those Grade
'C' Stenographers who are graduates should'be allowed to
participate in the departmental examination for the Section
Officer's grade Once a Stenographer becomes a Section
Officer on the basis of LDCE, he can avail himself of the
promotion prospects available to CSS Officers As the CSSS
officcrs vould have promotion opportunitics up to the pay scale
of Rs 3700-5000. we recommend that for direct recruitment
485
at the level of Stenographer Grade 'C, the educational
quatification should be raised to graduation.
Second RCP (v) In regard to sewnd financial upgradation under the Assured
Career Progression Scheme, the CSSS Officers shall be entitled
to thc same concessions as es:cndcd lo CSS offccrs iir pala
45.27 as a special dispensation.
486
Variations 45.40 We would like to clarify that the scale of entitlement of officers
possible to their personal staff as recommended by us in the preceding paragraph is not
expectedto be the same for each and every oficcr holding the above posts but the
actual deploymm w u i u vary according to the normal workload and functional
requirements of the job which should prefwably be assessed from time to time.
PromofeesPs' 45.41 With a view to providing equal opportunities to both the
examinees
promotees and examinees and maintaining the stature of service and quality of
stenographicassistance at the level of Private Secretary who are posted with senior
functionaries, we do not recommend any chhnge in the existing ratio of 5050
for promotion and departmental examination quota at the level of Private
Secretary. Si&larly, we are not in favour of diverting the unfilled vacancies
of Private Secretaries pertaining to examination quota to the promotion
quota, as such a step would distort the structure of the service thereby
affecting its quality.
Setitorin, quota 45.42 The proposal of the associations implies raising the seniority
quota from the esisting 25% to 50% and reduction in the direct recruitment quota
fiom 50% to 25%. Having regard to the fact that stenographers Grade 'C' would
now be able to &pre for promotion avenues up to the pay scale of Rs37O0-5000,
we are not inclined to agree to the suggestion and would recommend for
maintaining the status quo
Promotion 45.43 Having regard to the fact that Principal Private Secretaries are
:hrougli seleclion attached with hghest functionariesin the Minisbries, it is only appropriate that only
those officers who can provide effective assistance to the top executives in the
transaction of Government business are promoted as PPS. We, therefore,
recommend that the existing practice of promotion through selection should
continue.
LDCE at PPS 45.44 Introduction of a Limited Dcpaxtmcntal Competitive Examination
kvel for Private Secretaries, for promotion to the grade of Principal Private Secretary,
would increase the waiting period for promotion to the grade of Principal Private
Secretary. In view of limited number of posts at the level of Principal Private
Secretary, we do not recommend the introduction of a departmental
examination at this level.
P.S.10Ministers 45.45 With a view to providing flexibility to Ministers and Mcmbers of
the Planning Commission to appoint a Private SecretaqdAdditional Private
Secretary of their mvn choice, we are not inclined to recommend any change in
the existing practice.
O h r demands 45.46 The other demands made by the associations representing
Stenographers arc that. (a) the nomenclature of thc Central Secretariat
Stenographers' Service should be changed to Central Sccretariat Executive
Secretaries Sewicc and the ncw nomenclature should bc applicablc to similarly
structured services, (b) thc esisting designations should bc changed to Principal
Executive Officer/Principal Executive Secretary. Esccutrvc OTficcrEsecutive
S m q ,Esecutivc Assistant and Junior Executive Assistant i n placc of existing
Principal Privatc Sccrctag . Private Secretary, Stcnographcr Gradc 'C'and 'D
487
respectively, (c}different ACR forms should be prescribed for the four grades, (d)
Central Secretariat Stenographers' Service offices shuuld be nominated to various
administrative training courses at par wth personnel in equivalent grades, (e)
special allowance at the rate of Rs.300,Rs.400,Rs.500and Rs.600 per month
should be sanctioned to Stenographers Grade 'D,*C','A' and ' B (merged) and
Principal Private Secretary respectively for attendmg ofice beyond normal working
hours and on Saturdays, Sundays and other gazetted holidays, (0 Private
Secretaries should be granted special pay of Rs.400 per month on the same basis
on lvhich it is paid in the Prime Minister's OfficdCabinet Secretariat, (9)
Stenographers who work on ComputersPersonal Computers and other modern
gadgets should be granted special pay; and (h) different charter of duties should
bc prescribed for the four grades of CSSS
Existing Proposed
Stenographer Stenographer
Grade ' D'
488
dscussion with the staff side. In this view of the matter, we do
not propose to make any further recommendation on the
subject .
Duties (d) With a vicw to enabling thc CSSS Officers to perform
multifmous duties, we. recommend that their training cowses
should be specifically tailored to multi-skilling with
considerable emphasis on the operation of comfluters.
OTA (c) While the non gazctted officers are granted overtime allowance
for performing duties bcyond office hours, others are
compensatcd b) way of honorarium and reimbursement of
conveyancc chargcs. In view of this, we do not find any
justification to recommend grant of extra duty allowance.
Special Prv, (f) Spccial pay has bccn grantcd to the Privatc Secretaries in thc
Prime Ministcr's Office/Cabinet Secretariat in consideration of
these officcs occup!ing a unique position, which is not thc case
with other offices. In this view of the matter and having regard
to the financial implications involved in the acceptance of the
suggestion. we do not recommend grant of specizl pay to the
Private Secretaries.
offie two gradcs 3s on 1.7.1994and the scales pncscribcd for cach arc as follows:-
Restructuring o$ 45.52 The cadre of CSCS was restructured in the ratio of 60.40 I e 60
CSCS LDCs and 40 UDCs in 1978-79. This ratio was fiuthcr revised to 50 50 \v c f
April, 1994
45 54 Vacancies in thc grade of lJppcr Di\ ision Clerks arc filled 75%
by promotion on sciiiorit?-clim-fitness basis froni nmong L,DCs with 8 years
servicc and 25% by Limited Departmental C o m p c t i ~ r ~Examination
c in which
LDCs with 5 !cars sewicc arc eligible to appcar
Revision ojpqv (a) Consequent upon revision of pay scale of Assistants and
scale of U X s Stcnographcrs Gradc 'C'of CSSS, thcrc has bcen no change
cilhcr in the duties and rcsponsibilitics cntrustcd to the UDCs or
in thc mode of rccruitmcnt or prcscriplion of higher educational
qualification etc. We, therefore, do not find any justification
for revision of pay scale of UDCs to Rs.1400-2600 as this pay
scale was fixed by the Fourth CPC taking into account all the
relevant factors. We recornmend that UDCs should be given
the replacement scale only
Merger o/ U l X s (b) UDCs and Assistants belong to two distinct services. Minimum
With Assistants educational qualification for both the cadres are also not the
same. While it is graduation for direct recruitment to the cadre
of Assistants, UDC is a promotion post for LDCs for whom
minimum qualification is Matriculation or cquivalent. In VICW of
the distinguishablr featiirrs and having regard to the exking
arrangements under which UDCs are cntrusted with duties of a
lesser order as compared to the Assistants, we are unable to agree
with the contention of tbc UDCs that there is no diffcrcncc
between the work done by them and the Assistants
Accordingly, we do not recommend merger of UDCs with
Assistants.
Agefor (e) The age of entry for recruitment to the grade of LDC is 18 years
departmental
Educationally qualified Group’D’ employees are also allowcd to
examinatioti
appear in the departmental csamination for the grade of LDC
after 5 years of service Assunling the age of entry as 20 years, an
LDC at the age of 25 and a goup ‘ D employee at the age of 30+
would have sufficient number of chances to appear in the
examination before thq. attain the age of 50 years If they fail to
become UDC up to the agc of 50 years through examination. i t
is doubtful that they would succeed in an examination beyond thc
age of 50 years. We are not convinced of the need to relax the
condition of 50 years u p to which an LDC can appear in the
departmental examination and, therefore, recommend for
maintaining the status quo
492
following the year of the examination on the basis of which they
were recruited or 1st July of the year for which LDCs were
appointed through promotion. Thus the actual length of service
after which the LDCs will become eligible for taking the
departmental examination would be less than 5 years. For
promotion quota a minimum of 8 years' service in the grade oi
LDC is required for promotion to the grade of UDC. Having
regard to the fact that the length of service required for appearing
in the departmental examination is already lower than the service
requmd for promotion on seniority basis, and that the approved
service is counted from a notional date and the requirements of
the promotion post, there is no justification to reduce the period
furthcr from 5 to 3 years and we recommend accordingly.
493
A"EXE 45.1
(Refer Para 45.21)
-.
rear I.A.S. C.S.S. OTHER SERVIES TOTAL
NO Oo
/ NO. 'Yo NO. '10 NO.
(2) Figures for the years 1993, 1994 and 1995 as reported by Department of
Personnel and Training.
494
-
Annexe 45.2
(Refer Para 45.21)
(2) Figures for the years 1993, 1994 and 1995 as reported by Departmcnt of
Personnel and Training.
: 405
o y
Introduction to 46.1 The subordmcteofices of different Ministries in Government of
florrSecrelurrat
India and some of the attached offices do not participate in the organised services
orgo"lsu~'o"s
of the Central Secretariat viz. CSCS, CSSS, andCSS. Thus the organisational
strucbureof ministerial posts differs from organisation to organisation, depending
ob the cadre strength and functional requirements of these organisations. This
chapter only relates to such offices.
IBCdl'DCs 46.2 There is a total of 19,481 of posts of Lower Division Clerk (LDC)
and 15,253 posts of Upper Division Clerks (UDC) in these orgarhations. LDCs
are recruited through an all India competitive examination, held by the Staff
Selection Commission. Railways and the Departments of Posts and
TelecommuniCationsare an exception, as they have devised their own methods of
recruitment. The posts of UDC are filled 100% by promotion of LDCs in most
organisations. Certain departments like the Central Board of Direct Taxes, Central
Board of Excise and Customs and Accounts Departments are however an
exception, as direct recruitment to 50% of the posts is made with a higher
qualification of graduation and the remaining 50% posts are filled by promotion.
This position is at vanance with the Central Secretariat Clerical Service, where no
dmct reauitment is madc at the UDC level, but 25 per cent of the posts are filled
through a limited departmental competitive examination held every year by the
Staff Selection Commission, in which LDCs with 5 years regular service are
eligible to appear.
S I ~ ~ ~ . S W C ~ I & 46.3 Follo~vingis the staff strength in various grades of staff above the
dernrls level of Upper Division clerks.
496
Group Pay Scale Asstts. Head Supdt. Admini- Tatal
@.) Clerks st ra t ive
Officer
Assiskmtd 46 4 Ministerial posts next above the level of UDCs are known by
cIcrkr different designations - Assistant, Head Clerk, Office Superintendent level 11 etc
and placed either in the pay scale of Rs. 1400-2300 or Rs.1400-2600.Different
designations and pay scales have been adopted by different departments as per their
functional requiranentS. The designations of Head Clerk and Office Superintendent
level II suggest hat they may be supervisory posts but we have been informed that
the nature of duties and responsibilities of these empioyees are generally non-
supervisory in nature and even if some supervisory duties are assigned, these are
of a very routine type.
Supermtendentv 46 j The majority of supcn~soryposts with designation as Office
Superintendent Level YOfice Superintcndcnt (4,935) are in the pay scale of
Rs. 1600-2660 qnd only a small number of thcm (6 10) are in the pay scale of Rs
t640-2900. These posts arc fillcd by promotion from amongst Head
Clcrks/Assistants with 5 years of rcgular service in the grade. These arc
supcnlisory posts at the lowest Ic\*clin subordinate offccs and they supentisc thc
\iork of Clerks and Assistants norking undcr them. An equally large number of
Supcrintcndents are also in thc pa!’ scalcs of Rs.2000-3200 (3.126 posts).
Rs 2000-3500/Rs.2375-3500 (4850 posts) Supcrintcndents can, thcrcforc. bc
diiidcd into two broad catcgorics - one in the pay scales of
Rs.1600-2GGO&. 1640-2900 and othcr in the pay scales of Rs.2000-3200and
Rs.2000-3500/Rs.2375-3500. Superintendents in the latter categon are promotion
posts for the supcrintcndcnts in the former catcgoq;. Somc oficcs havc ministerial
posts in both the scales of Rs.2OOO-3200and Rs.2000-3500. Superintendcntsin
somc organisations arc also designated as Assistant Accounts Officer and
Accounts Gfficcr.
PariQ with 46.7 Coinplcte parity has been demandcd bctwccn thc pay scales of clerical
sccretariatpaY staff in thc Ccntral Secretariat and subordinate ofliccs. In somc cases, it has been
Scales and cadre
structure
asserled that field jobs entail mre rigorous worhng conditions, whereas secretariat
staf€cnjoyIxtter amenitieswithout any accountability, and thus a claim for highcr
pay scales in the subordinateofices has been madc. A number of administrative
ministrics havc recommended parity on the ground of responsibilities, transfer
liability and interaction with public. In case of assistants of organisations like
Enforcement Directorate,CBI, Central Passport Organisation etc., various benches
of Central AdministrativeTribunal have givcn judgments granting parity with thc
pay scalc of Assistants in CSS.
498
in subordinate offices, where the nature of work is confined to routine matters
related to establishment, personnel and general administration only. Assistants in
the secretariat also submit c a m directly to the decisionmaking levcl of Under
Secretary/Dcputy Secretary, under the scheme of lcvel jumping Taking all these
factors into consideration. we are of the definite view that the pay scale of
Assistants in the Non-Secretarict organisations should slightly be lower as
compared to the pay scale of Assistants in the Secretariat. Assistants in
subordinate offices may therefore, be placed in the pay scale of Rs.1600-2660.
Head C'lerU 46 10 The posts of Head Clerk (Rs 1400-2300) and Office
Supenv Tor Supcnntcndcnt Lcccl I1 (Rs 1400-2300/ Rs 1400-2600) also csist in ali the Non-
Secretariat organistions It IS felt that none of these posts has any supervisory
funchons u i t h the namc It will, be appropriate if the two grades are merged
with the cadre of Assistants. Their pay scales and designations will also be
modified accordingly
('odre o r 46.12 To sum the discussion so far, the cadre of ministerial posts in
\ Ii,irstzrrol
Non-Secretariat organisations should be organised in the following manner:-
posts
LDC - Rs.950-1500
UDC - Rs.1200-2040
Assistant - Rs.1600-2660
Office Superintendent - Rs.1,640-2900
.-fdtninistrutive 46.13 The hicrarchy above the level of Office Superintendents comprises
Oficer
Assistant Administrative Officers and Administrative Officers. A small number
of them arc in the pay scale of Rs. 2000-3200, but thc majority are in the pay
scales of Rs. 2000-3500 /.Rs.2375-3500 and Rs.2203-4000. A good number of
Superintendents arc also in the pay scale of Rs.2000-3200. Due to the general
decision to mergc thc pay scale of Rs. 2000-3200 with the pay scale of Rs.
2000-3500, the Officc Superintendents in the pay scalc of Rs. 2000-3200 and
Assistant Administrative Officcrs in the samc pay scale or in the higher pay scale
of Rs. 2000-3500 will nccd to be treated equally. The post of Administrative
Officers in these organisations may, therefore, be reorganisedl redesignated
in the following manner:-
SI. Present Designation/ Revised Designation/
No. Pay Scale Pay Scale
2. Administrative 4dministrative
Officer Officer Gr.11
(Rs.2375-3500) (Rs.2500-4000)
3. Administrative Administrative
Officer Officer Grade-I
(Rs.2200-4000) (Rs.2200-4000)
4. Sr.Administrative Sr.Administrative
Officer Officer
(Rs.3000-4500) (Rs.3000-4500)
46.15 At the level of Assistant in the C S S , 50% of the posts are filled by
&ect recruitment and the remaining by promotion. In the case of Non-Secretariat
organisations: similar component of direct recruitment cannot be introduced as in
a large numbcr of small organisations, there are no senior level posts beyond the
scale of Rs.2000-3500. Direct recruitment at Assistant level without having
enough promotion opportunities will be detrimcntal to thc cause of efficiency and
will bccornc a major cause of frustration. As such. a11 thc posts of Assistants '
500
hamination and aU graduate UDCs with 5 years' regular service should be
eligible to appear m this examination, leaving 75% of the posts of Assistants to
be filled on seniority-cum-fitness basis.
46 18 The ratio between UDC and LDC has been fixed as 1 1 in case of
Central Secretariat Clerical Service No such ratio has been fixed in case of
We have been informed that generally the ratio between UDC
~~bordinate~fltices.
and LDC in case of subordinate offices is 4:6. We fccl that fixation of a rabo
betweem posts of LDC and UDC in subordinate offices may not be feasible on
functional grounds. However, in order to relieve stagnation in the cadre of LDCs
to some extent in officeshaving a large number of clerks, the administrative
ministries may take action to upgrade some posts of LDCs to UDCs based on
functional requirements. Stagnation shall be partly taken care of under the
Assured Career Progression Scheme
50I
recommend that Superinteadents of Song & Drama Division be placed in the
revised scale recommended by us for replacement of the scale of
Rs.1640-2900
All India Radio 46.2 1 Administrative Officers of All India Radio who are in the pay
scale of Rv. 2@%-3200shalt be placed in the revised replacement scalr: of i2s.
2000-3500 as part of our general recommendations for rationalisation of pay
scales. As per our general recommendations in this Chapter, the post should also
be redesignated as Administrative Officer Grade 111. However. we have been
mformed about the Cadre Review Committee's recommendation that there should
be at least one post each of Adrmnistrative Officer and Dy. Director ( A h ) at
every station of AIR/Doordashan. A final decision on the recommendations of
the Cadre Review Committee should be expedited based on functional
requirements. Posts created. if any, should be designated as per our
recommendations
46.25 UDCs in CBEC and ,CBDThave the opbon to shift to the executive
side by appointment as Inspector (Rs.1640-2900) on qualif\.ing a departmental
examination or else they arc promoted to Office Superintcndcnt level I1 or Head
Clerk (Rs.1400-2300). In the latter c q e , they can aspire to go up to Office
Superintendent (Rs.2000-3200), whereas in the former casc. the!. can rise higher.
As such UDCs in thew dcpartments are reluctant to acccpt promotions in the
miIllstenal cadre. Both thc departments have stated that duc to this reason, a large
number of posts remain vacant in the ministerial cadre and have sought for
remedial meastrrcs
46.26 In order to overcome such difficulties in inchvtdual cadres, we
recommend that an exercise in restructuring the cadre of ministerial posts in
different subordinate offices be undertaken by each Ministry, OR the basis of
general recommendations given by us in this Chapter. We have also analysed
the cadre strength in some of the subordinate offices and recommend a
revised cadre structure as given in Annexe 46.1. This is withwt prejudice to
the revisions that may be found justified after a proper cadse review.
Third CPC 46.28 Considenng the hfferences in the hierarchical structures and in the
type of work transacted In the secretariat and in the subordinate offices, the
Commission was not in favour of adopting a uniform pattern It felt that there
would be a greater intemal harmony if the starographers at the second level and the
Head Clerks were to be given the same scales of pay (Rs 425-700). It also
recommended a selection grade of Rs.550-750for stenographers at the second
level, for the purpose of relieving stagnation.
Fourth CPC 46.29 At the time of constitution of the Fourth CPC, there were about
41,000 stenographers in the three scales of pay of Rs.330-560 (Grade III),
Rs.425-700(Grade 11), and Rs 550-900 (Grade I). The Fourth CPC took note of
the fact that posts of stenographer were linked with the status of the officers
concancd and that the number of officers in subordinate offices being small, there
was stagnation in the cadrc of stenographers. Recognising the need for
improvement in thc promotion prospects of stenographers in officcs outside the
Secretariatand to enabletheir being attached to offtcers holding posts in the senior
administrative grade and equivalent, it recommended creation of posts in the pay
scale of Rs.2000-3200 by suitably upgrading the required number of posts of
stenographers from the lowcr grades. It recommended the replaccment scale of
Rs.1200-2040 for stenographer Grade 111 and Rs.1400-2300 for stenographers
Grade 11.
,4M'lWd <$/he 46.30 On a demand made by the staffside in the National Council of JCM
13oarri of
seeking parity in the pay scalcs of smographers in the sccrctarial and subordinate
Arbitration offices, the matter was referred to the Board of Arbitration (BOA). The BOA
while rejecting the demand for absolute parity directed that stenographers Grade
I1 in subordinate offices should be placed in the pay scale of Rs.1400-2600 w.e.f.
1.1.1986. The Award was implemented and orders were issued on 4.5.1990.
CA T decisiotJ 46.3 1 The pay scale of Assistants in the Central Secretriat Service (CSS)
and Stenographers rn the CSSS was revised by the Government on 3 1.7.1990,
effective from 1.1.1986. Some of the AssistantsKrime Assistants and
Stenographers Grade I1 working in the CBI,Directorate General ofJncome Tax
(Investigation), and Directcrate of Field Publicib. filed a number of petitions before
the Principal Bench of the Central Administrative Tribunal seeking benefit of the
orders dated 31.7 1990. Rejecting the contention of the Union of India that
Stenographers Grade I1 and Assistants in the non-saretartat offices could not be
compared w i t h Stenographers Grade ‘C’of CSSS ‘and Assistants of CSS because
of different classification, method of recruitment, nature of duties and
responsibilities and eligbdity for promotion to higher gradc, the CAT directed the
Union of India to place the petitioners in the pay scale of Rs 1640-2900. The
judgement of the CAT has been implemented.
Present 46.32 The comparative position of stenographers in the secretariat and
positron
offices outside the secretariat as it existed at the time of constitution of the Fifth
CPC is as under:-
Secretariat Non-Secretariat
0 Principal Pnmtc
Secretary
(Rs.3000-4500)
5 04
and in the secretariat in matters relating to (a) pay scales, (b) designations, (c)
cadre structure, (d) promotion avenues, (e) level of stenographic assistance to
officers in technical, scientific and research organisations, etc. Suggestions have
also bem made for a higher pay scale for stenographers in the entry grade, treating
advance increments granted for acquiring proficiency in stenography at higher
speed as pay, allowing stenographers in non-secretariat offices to compete in the
Limited Departmental CumpetitiveExamination (LDCE), and grant of Special Pay
for operating computers, fax machines, etc.
Pay scales and 46.34 We have given our careful consideration to the suggestions made by
desi~a"ons Associations representing stenographers in offices outside the Secretariat in the
light of observations made by the Third CPC The Commission had observed that
as a general statement, it was correct to say that the basic nature of a stenographer's
work remained by and large the same whcther he was working with an officer in the
secretariat or with an officer in a subordinate office. The Commission was of the
considered view that the size of the stenographer's job was very much deptndent
upon the nature of work entrusted to that officer and that it would not be correct,
thereforc, to go merely by the status tn disregard of the functional requirement. By
the sexy nature of work in the secretariat, the volume of dictation and typing work
was expected to be heavier than in a subordinate office, the requirement of szcrecy
even in civil offices of the secretariat could be very stringent. Considenng the
differences in the hierarchical structures and in the type ofwork transacted in the
secretarizit and in the subordinate offices, the Commission was not in favour of
adopting a unifam pattern in respect of matters listed in the preceding paragraph
To our mud, the observations of the Third CPC are as relevant today as they were
at that point of time and we are not inclined to overlook them totally. In view of
the above mentioned distinguishable features, we do not concede the demand
for absolute parity in regard to pay scales between stenographers in offices
outside the secretariat and in the secretariat notwithstanding the fact that
some petitioner stenographers Grade I1 have got the benefit of parity in pay
scale through courts. However, pursuing the policy enunciated by the Second
CPC that disparity in the pay scale prescribed for stenographers in the secretanat
and the non-secretariat organisations should be reduced as far as possible, we are
of the view that Stenographers Grade I1 should be placed in the existing pay
scale of Rs.1600-2660 instead of Rs.1400-2300/Rs.l400-2600.The next
available g r d e of stenographers in non-secretariat offices is Rs.1640-2900 (Grade
I) We do not recommend any change in the existing pay scale of
Stenographers Grade I. Senior Personal Assistants and Private Secretaries
are at present in the pay scale of Rs.2O00-3200 and Rs.2O00-3500
respectively. Giving the Senior PAS the benefit of rationalisation of pay
scales, we recommend that both Senior PAS and Private Secretaries should
be placed in the pay scale of Rs.2000-3500 and known as Private Secretaries
Stenographersin the newly recommended grade of Rs.2500-4000should be known
as Senior Private Secretaries and those in the pay scale of Rs.3000-4500shall
continue to be known as Principal Private Secretaries.
505
offices outside the secretariat deserve to be provided some relief and we
accordingly recommend that the eristing posts of stenographers in the pay
scales of Rs.1200-2040, Rs.1400.2300/Rs.140600 and Rs.1640-2900should
be pooled together and restructured in the ratio of 40:40:20 by individual
departments wherever feasible. For smaller offices, there could be pooling
of ports for this purpose only.
fw-odrtcrrotl of 46 36 We have noted with concern thc acute stagnation prevalent in the
tiew grodr
cadrc of stenographers 111 ofices outside the secretariat, particularly i n small offices
where there are posts only in the entry grade. The Assured Career Progression
Scheme recommended by us elsewhere would ensure at least two upgradations in
the career of a stenographcr Eve!i in big offices which are headed by officers in
the grade of Joint Secretary and Additional Secretw to the Govenunent of India.
the highest grade available to stenographers is liniitcd to
Rs.2000-3200/Rs 2000-3500 With a view to meeting the zspirations of
stenographers in such big offices, we are of the view that the level of
stenographic assistance to officers in the existing pay scale of Rs.7300 and
above may be raised by upgradation of the equivalent number of posts of
Senior Personal AssistantdPrivate Secretaries to the newly created pay scale
of Rs.2500-4OOO
Let rl O I I ~ JC~IIC 46 37 Having duc regard to the difference in the volume of dictation and
d’slrttas~~’1ic typmgwork, hmarchlcal structure. type of work transacted in secretariat and non-
asst \“I)ICC seaetanat offces, it wl1 not be worhvhle to aim for parity in respect of scale and
level of stenographic ass~slil~lcc
betweeen officers m the Central secretariat and non-
secretariat offices As regards level of stenographic assistance to officers of
techcal, scientific and research organisations, we are of the view that mere scale
of pay of such officers cannot be the criterion for provision of stenographic
assistance. The level of stenographic assistance to such officers has to be linked
with quantum of work load, to be determined by the Staff Inspection Unitllnternal
Work Study Unit. We feel that the existing guidelines relating to provis!on of
stenographic assistance to officers of technical, scientific and research
organisationsare based on rational consideration and we, therefore, recommend
that the &Sting practice of provision of stenographic assistance based on the
quantum of workload may continue.
Special payfor 46 41 With the introduction of modem office gadgets. the Job of
handling stenographers has been made easier and less wearisome than norking on
compulers, etc.
conventional macbes. In vleu of the fact that Government spends large sums on
acquisition of such modem gadgets for the facility of stenographers and provides
necessary traimg for their opcratlon, no special pay is justified Handling of officc
gadgets should be treated as part of the duty of the employees We do not find
any merit in the demand and recommend its rejection
Promorion 46.42 It has been urged before us that the discrimination in promotion
avenues avenues between English and Hindi Stenographers in All India Radio and
Stenographers
Doordarshan may be remo\ ed
507
46.45 We have considered the demands and suggestions carefully. Since
the Commission has r m m c n d e d doing away with the existing concept of
classification of posts with further distinction of gazetted and non-gazetted; the
demand for reclassification of senior PAS has become infiuctuous. Since the
stenographers belong to a common category, we have recommended application of
common pay scales, designa:ions, ctc. for this occupational group. With the
rationalisation of pay scales, Senior P-As would now be placed in the pay scale of
Rs.2000-3500. If they are still retained as one of the feeder categories by the
DRDO for promotion to the grade of Senior AO-11, they would automatically move
to that grade. We do not propose to make any special recommendation for
Senior PAS in DRDO in view of the fact that their chances of promotion in their
own line would be incrwsed su5stantially with the introduction of a new pay scale
of Rs.2500-4000and Assured Career Progression Scheme As regards grant of
pay scale of Rs.1400-2600 to Stenographers Grade III. with cnhancement of
qualification, we have been informed that there is acute shortage of stenographers
at the lowest level even with the existing qualification of matriculation with
shorthand speed of 80 w.p.m. If both the educational qualification and speed in
shorthand are raised, it would lead to further shortages Keeping in view the
practical difficulties, we do not recommend raising of the educational
qualification notwithstanding the desirability of having persons in
Government with higher qualification. Stenographers in DRDO being a
common category may be given the pay scales as recommended b y u s for the
common category
Cotmting o/Rank 46.46 It has been suggested that the rank pay of Service Officers should
Pay/or be considered as a part of the basic pay for determining their entitlement tq
entitlement
stenographic assistance. It has also been suggested that there should be 25% of the
posts of PPS in the Directorate General of Ordnance Factories against 50 posts of
PS.
508
suggested.
509
e) Principal Private Principal Private
secretary (PPS) Secretary (PPS)
f) New Grade proposed Senior Principal Private
(Rs.3700-5OOo) Secretary (Sr.PPS)
Widening flrc 46 52 In the case of CSSS, we have recommended widening the scope of
scope Of dufies duties of stenographers at different levels. We recommend that the decision
taken by the Government in their case shall be equally applicable to
stenographers of AFHQ. We have been informed by the nodal ministry that the
ACR forms have already been revised for different grades of stenographers on the
pattern of CSSS.
5 10
XESTRiCTIJHING IN MLNISTEKMI. STAFF OF ('RHTALY NON-SRCH%TA ' OHGLVlSATIO>3 i
W K H O F POSTS EXISTING
Propdsrd 1.D C. U.D.C. ASSISTANT OFFICE ADMN OFFICER ADMN OFFlCER ADUSOFnCER SR -51s
SUPDT GR.m CR.II CR.1 OFFICER
RS.950-l500 RS.1200-2040 RS.1600-2660 RS.1640-2900 RS.2000-3500 RS2S004000 RS.22004000 RS.3000-4500
NATIOUAL \fL~SEUMExisIi@ 14 10 3 2 1
Proposed 14 9 4 2 I
260 39 25 20
234 65 25 IS 5
NATIONAL Existing 41 19 14 6
ARWCIIIVES
Proposed 11 17 16 5
A\THROPOL(X;ICALtxisting 52 35 16 II
SURVEY OF I\DIA
Proposed 52 31 20 11 2
511
47
I INTRODUCTlON I
P ~ ~ i e I ' s ~ ~ w w 47,
. ~ o 1t ~ Two All India S c n i x s csistcd cizn before thc daun of
IS
.-I independcncc.
These \verc the.Indian Civil Scnicc and thc lmpcrial Policc. Whcn
freedom camc a question arosc as to jvhether thesc scrviccs be disbandcd or
retained. Sardar Patcl, thc architcct of m ~ d e r nIndia, spoke in favour of All india
Services thus :
"It is not only advisable but essential if you want to havc an efficient
service, to have a Central Administratisc Service in which we fix the strength as
the Provinces \Gould rcquire them and we draw a ccrtain number of officers at the
Centre, as we are doing at prcsent. This will givc cxperience to the personnel at
the Centre leadmg to efficiency and administratiye experience of the District which
will give them an opportunity of contact uith thc pcople. They will thus keep
themselves in touch with the situation in the countn and their practical experience
will be most useful to them. Besides, their coming to the Centre will give them a
dfferent experience and wider outlook in a larger spherc. A combination of these
two experiences would make the services more efficient. They will also serve as
a liaison between the provinces and the Government and introduce certain amount
of freshness and vigour in the administration both of the Centre and the Provinces."
Cosliluliotlnl
provisions
47.2 It was dccidcd not to makc furthcr rccruitment to the ICS and IP.
but two new analogous scnices called the Indm Administrative Service and indian
Police Service were established in 1949. The franicrs of the Constitution inserted
a special provision on All India Scrviccs in thc Constitution. Article 3 12 states
that:
.' if the Council of Statcs has dcclarcd b! rcsolution supportcd by not lcss
than tt\o-thirds of thc mcmbcrs prcscnt and toting that it is necessary or
expedient in the national interest so to do, Parliamcnt ma! b!, la\\ provide for
thc creation of onc or morc All India Scr\ iccs (including an All India Judicial
''
Scn icc) common to thc Union and thc Statcs
c 1 -1
i ‘rtwtiiwi o f . I1.Y 47 3 Thc Coiistitutioii itself rccogiiiscd the IAS and IPS as All India
Scrviccs dccnicd to havc bccrl constitukd uiidcr Artlclc 3 I2 Subscqucntly.
Parlianicnt passcd thc All hdia Scrviccs Act. 195 I Thc Indian Forcs! Scn:icc \\as
crcatcd somc vcars latcr. in 1960
O h ~ c ~ c r r01
~ r ~11s
t 37 4 Thc main objcctivcs of thc founding fathcrs i n pro\ idirig for thc
All India Scn~iccswcrc
.4H( * :r 47.5 During thc cnd (,Us, the Administrativc Rcforms Commission
nhsi*ntrfiotl s rc\.icwcd the functioningof thc All India Scnkcs. Its Study-Tcam on Ccntrc-Statc
I l96Sl
Relationships was of thc vicw that thc main objcctivc undcrl!.ing thc All-India
S c n i x s rcmaincd as valid as cvcr. Their commcnts bricfly arc as under :
b) With personnel drawn from different Statcs. each State gets a leavening
of senior officers from outsidc, whose vision and outlook transcend local
horizons.
c) Systematic deputations from thc States to the Union broadens the vision
of the officers so deputed and brings to the Union the experience of
ground realities.
d) The joint control of these officers by the States and the Union
Government, with the latter having ultimate authority over them, provides
a measure of remote control which, bcing more objective, enables officers
to withstand local influcnce and to provide independent advice.
“The All India Services arc as much ncccssq. today as thcy werc \\hen the
Constitution was framed... Thc mcmbcrs of the All India Scnices haw shown
thcmscl\~cscapable of discharging the roles that the framcrs of thc Constitution
cn\isaged for thcm”.
(7rriici.m 0//1/.Y 47 7 Although the AIS officcrs havc manfully toilcd on, thcrc arc a
numbcr of ominous signals that thc stccl framc IS losing its “stccl” Bcing less
amcnablc to prcssurcs thcy h a w bccn targcttcd by various intcrcst groups
513
( I ) !XX’ 1 1 0 ) The setting up of the National Judicial Pay
01’ India ( I002
Commission is possibly a step towards constitution of such a Service. We
welcome this move.
I i l / l O / \ * m',rits 47.I 7 Wc coiiic ncst to thc phcnoniciion o f d x AIS Ofliccrs losing thcir
iviilingncss lo bc indcpcidcnl and ObjCCtiW in thcir n d \ ~ ' cto lhc political nlaSlCrS
This ivcakcniiig of thc bsckbcnc has not happciwd siiddcnly or ovcmight. Thc
nicthods uscd tp tanic a rccalciuant officcr h a w bccn documcntcd b!. nunicrous
witcrs on thc subjcct. Thc sitxplcst nicthod is to traiisfcr him scvcral timcs in a
yciu. Although it is o k n said that transfcr is an intcgral part of thc scnicc systcm
and not a punishmcnt, it is diffcrcnt whcn onc has to pack up all onc's bclongings
and rcadmit childrcn to frcsh schools scvcral timcs in a !car. If this tcchniquc docs
not work, suspcnsion or 3 vigilancc raid ISrcsortcd to. Thcrc arc somc cxamplcs
of oficcrs who havc complaincd of niurdcrous assaults, acid-throwing. ctc. On thc
othcr sidc of thc coin, onc can think of scvcral blandishmcnts likc cushy postings,
foreignjaunts. allotmcni of plots and flats, usc of discrctionary quota for scnding
thcir wards to mcdical or cngipccring c~llcgcsand so on. Thc Vohra Committcc
has iividl!, dcscribcd tiic ncsus that has dcwlopcd bctwccn unscrupulous elcmcnts
in the political. burcaucratic and busincss \vorlds. Rcccnt csposiircs of scvcral
scams also undcrlinc thc sainc plrcnomcnon. It is of Ihc utmost iniportancc that this
news be broken and stcps urgcntly takcn to strcngthcn and c\.cn rcstorc thc
backbone of thc AIS Offccrs.
Our 47.18 For this purposc. the following steps are recommended.
rccomniendarions
Each transfer order should contain the average tenure of AIS officers
in the State, as modified by that particular order. This would providc
m e c b a t e warning signals in casc too many prcmaturc transfcrs arc bcing
ordcrcd.
( ;tw, r.111 \I I \ 47 x u'c \+auld not lihc to bc d r m n into the gcncralist i s spccialis~
.S[I<Y r i r i r c f
contro\w$ Sufficc i t to say that officcrs of AIS and Cciitral Scn iccs arc similar
iii all rcspccts. clccpt t\+omajor fcaturcs Thc officcrs of Ccntral Scn iccs arc also
gcncralist adminiszrators but the), arc confincd to a singlc dcpartnicnt nhilc AIS
officcrs can bc postcd to a numbcr of dcparlmciits Sccondl! . thc AIS officcrs ha\ c
c\pcricncc of functioning at thc bloch. sub di\ isioii. district. di\ isioii. Statc and
Ccntrc, \\hilt central scn iccs officers nioi c up onl\ i n thc Iinc hierarch\ of their
o\\n departnicnl
47, 10
l t i s [ r i m t t i ~for
s Thcrc is no doubt that thc All India S c n x c s ha\.c cmcrgcd as onc
u't''' 4nn'1"'1
of thc principal instrumcnts for upholding thc unit!, and integrity of the n?tion. Thc
Ssrkaria Commission ivamcd that an\' rno1.c to dilutc thcir structurc, nct\vork or
authority undcr any mistakcn notion should bc rcgardcd as rctrogradc and harmful.
Wc would likc to draw attcntion to thc fact that. India is a largc count? of sub-
continental s i x We ha1.c a rich di\.crsity of culturcs and ivc arc. by virtuc of our
s i x and population, almost fatcd to cmcrgc as a rcgional poucr in thc 2 1 st ccntu?.
Naturally, thcrc arc othcr forces which would likc to th\vart this risc and they havc
bccn hypcractivc in fomcnting disscnsions. scccssionist mo\.cmcnts and trouble in
vulncrablc pockets of thc 'countg,. Wc must not bc o\.crawcd by admtnistrati\x!
modcls that ha1.c ivorkcd well in small islands. thc population of which may be
equal to onc of the districts of Uttar Pradcsh To kccp India united, strong.
democratic and free is not a small task. Only a network of AIS can insure us
against disintegration.
Proposals for 47 11 This rcaliinhon has, now and thcn. Icd to proposals for niorc AIS
more IIS
Onc such proposal rclatcs to thc Mcdical S c n ~ cu, hich has not bccn supported by
a majority of thc States so far We would like to appeal to the political parties
of all hues that they should rise above narrow State or partisan interests No
doubt Statc scnices consist mostly of sons of tlic soil. ccrtainl! thcy arc more
amenablc But it is in the country's larger interests to have more AIS. To
begin with, we have recommended two - Indian Medical Service and Indian
Engineering Service (Nithout thcrc bcing an! suggcstion for placing thcsc
subjects in thc Union List) If \+c can build a national coiiscnsus on thcsc, onc
could thcn concci\c of othcr All India Scrviccs
( ‘rtwtiori CJJ 47 I9 Anothcr phcnomcndn uscd for taming thc wilder clcmcnts in t!ic
siiitwirt’s AIS is h c crcation of cs cadrc posts with high-sounding titlcs, which arc dcclarcd
cqaal to samc rcally powcrful posts. For csamplc, thc post of Eaitor-in-Chicf J f
Gaxttccr Unit may bc dcclarcd as of Comrnissioncr‘s rank; thc chairmanship of
a Boundary Commission may bc cquatcd to thc post of Chicf Sccrctary. Thus an
upright cfficcr suddcnly finds himsclf owthrown and shiftcd to a sinccurc.
unimportant assignmcnt whcrc hc has no work, no powers, no authority, nothing
to do. Thcrc cannot bc a morc potcnt mcthod of rcducing a strong man into a
\vcakling.
(I) With thc total numbcr of AIS posts going doun. thc annual intakc would
ncccssarily havc to be drastically rcduccd too. Rcsultantly. thc quality of
thc recruits LOthc AIS 1~11:miprovc.
517
(111) With Icss important posts liaviiig bccn siirrciidcrcd. all rcniaiiiiiig posls
\vould ha\ c. niorc or Icss, thc saiiic inlicrciit \\ortli-oi'-chargc Thus i t
ivould bc morc difficult to humiliate iiii upright oi'liccr. b! shifting 11111110
a usclcss post
Demandfor 47.28 We now come to the difficult arca of rclations between the IAS
Parip and the other Services Most of the Associations of the IPS and Central Senices
have spent a lot of time and effort in t q m g to csplain as to why there should be
absolute parity between the IAS and these S e n x c s , in terms of pay scalcs, career
progression and Central deputation. It would tpc useful to cxaminc their arguments
and see how far these are tenable
Tire I-mark 47 29 The h e f argumcnt IS that all rccruits to IAS and Ccntral Scn ices
argrrmetil
are mductcd through the same esamination Thcrc may bc a diffcrcncc of onl). onc
mark between the last man in the IAS and thc first man in thc Ccntral Scn.iccs
That single mark should not makc such a diffcrcncc as to changc thcir cntire carccr
pattcrns
Demandfor 47.28 We now come to the difficult arca of rclations between the IAS
Parip and the other Services Most of the Associations of the IPS and Central Senices
have spent a lot of time and effort in t q m g to csplain as to why there should be
absolute parity between the IAS and these S e n x c s , in terms of pay scalcs, career
progression and Central deputation. It would tpc useful to cxaminc their arguments
and see how far these are tenable
Tire I-mark 47 29 The h e f argumcnt IS that all rccruits to IAS and Ccntral Scn ices
argrrmetil
are mductcd through the same esamination Thcrc may bc a diffcrcncc of onl). onc
mark between the last man in the IAS and thc first man in thc Ccntral Scn.iccs
That single mark should not makc such a diffcrcncc as to changc thcir cntire carccr
pattcrns
The Specialist 4'31 Thc othcr argumcnt is that officcrs of Ccntral Scrviccs arc
:Irpmcmt
spccialists who dcscrvc to hcad thcir dcpartmcnts and hold gll thc posts of
Sccrctancs, Spccial Sccrctarics, Joint Sccrctaries ctc and thc intrusion of thc
gcncralist IAS officers rcduccs thc cffcicncy of Government, cspccially in thc
proscnt-day agc of spccialisation
All are Generalist 47 32 It has been shown in an earlier paragraph that thcrc is essentially
Services
no diffcrencc betwccn fAS oficcrs and officcrs of thc Ccntral Serviccs. All of
thcm arc gcnaalist administrators Their expertise lies in their administrative skills
of conceptualisation, man and matcrials management, financial planning,
intcrpretation and application of rulcs. Compared to Central Scrviccs an IAS
officer has cxpcriencc of all levels of government from the panchayat to thc district,
Statc and Centre, and compqed to IPS and Ccntral Services he has experience of
diffcrent departments in the present set-up
47.33 The reasonable argument that has some weight is that thcre should
be better career progression for the IPS and Central Services too.
47.34 With regard to the edgc cnjoyed by the IAShndtan Foreign Service
ovcr the other Services, we have examined the matter in the light of the views
expressed by previous Pay Commissions and the Government's Resolution of
1987. We find the edge existing from the 1st CPC to 3rd CPC but with varying
mounts. As far as the Fourth CPC is concerned the pre-revised scales, the revised
scales suggested by the Fourth CPC and the scales finally approved by the
Government are shown in the following Table :
519
Scale Pre-revised Pay scale Scale suggested by Scale approved
by Fourth CPC Government
(ii) As far as the edge enjoyed by the IAS and IFS over the other Services is
concerned, we do not find any persuasive reason that would impel us
to do away with the edge currently enjoyed by them. We, therefore,
recommend that they be given corresponding replacement pay scales.
(iii) Currentiy, there is a oonventional edge of two years between IAS/IFS vis.
a vis. IPSKentral Services as far as empanelment in the Central Staffing
Scheme is concerned. We are not disturbing this edge. The edge of two
years does not apply to other Services (including Indian Forest Service)
with respect to promotions in their own cadres. However, certain
instances have come to notice where promotions in their own cadres
have been stalled till the corresponding batch in the IAS was
promoted. This practice must stop.
520
(v) In ordcr to rcmovc thc apprchcnsion of othcr Scrviccs about thc proccss
of cmpanclmcnt and posting undcr thc Ccntral Stafling Schcmc. onc non-
IAS Sccrcw should bc a mcmbcr of thc Civil Scrvicc Board An outsidc
cspcrt may bc co-optcd for certain spccialiscd assignmcnts. It is also fclt
that thc pancls should not bc sccrct documcnts but should be notificd
formally, for thc information of all conccmcd.
h r i w herwtw 47.37 There is a long-pending demand of officers of the Indian
~"s~"'"'~ Forest Service that they should be brought at par with the lndian Police
Service. There is a great emphasis on the environmental 'issues in the
international community. Preservation and regeneration of forests are
concerned among the key issues for the future of the planet. IFS ofliccrs also
have a major interface with IPS oflicers, in that both services combat crime.
In view of the increasi'ng importance of forestry and environment, the
demand for equation sf IPS and IFS has acquired legitimacy. It is a
reasonable demand and may be accepted.
Our 47.38 The AIS have also an interface with their three feeder services -
recornmendations the State Civil Service, the State Police Service and the State Forest Service. There
are certain problanatic issues which have arisen over the years. One major area is
the creation of posts in the f d e r cadres, which are higher than the senior time
scale of the AIS. Tly creation of such posts beyond the NFSG results in the
problem of fixation of pay on the promotmn of an oficer into the AIS. It is,
therefore, imperative that the following steps be taken:
(b) Suitable provisions may need to be made in the rules of the feeder
cadres so that the promotional avenues of these cadres are
ameliorated in such a manner as to permit their promotion to the AIS
within a defined time-frame. These can also ensure that members of
feeder services need not be placed in grades higher than NFSG before they
make it to the AIS.
52 1
INDIAN ADMINISTRATIVE SERVICE I
47 40 A scnous problem that nccds urgent attention is the rclationship
bctivccn thc Sccrctarics (Homc) and Directors General of Police 03 the one hand,
and bct\vccn the Sccrctarics (Forests) and Principal Chief Conservators of Forests
on the other Sccretarics (Home) and (Forests) need not always be senior posts,
while DGPs and PCCFs arc the senior most oficcrs of the IPS and IFS in the State
Thcrc are naturally problems of who will initiatc the ACR and other intcractional
niceties
47.42 In many States, the post of District Collector is not giycn the
necessaqp importance. with the result that very young IAS Officers get posted to
thesecrucial assignments. As District Colkctdrs are supposed to co-ordinate the
functioning of all district officers, some of whom may be much more experienced,
it is recommended that no IAS officer should be posted as a District Collector
unless he has completed nine years of service. Further, it is often the case that
a hslrict Collector has to be promoted to the SAG when he has completed only a
brief stint in the district. In such cases, he may be allowed to continue in the
district while holding the SAG pay-scale.
47.44 The IPS associations have asked for a uniform scale for all
Directors General of Police in the States. This is a justified demand and we may
upgrade all DGPs to the pre-revised scale of Rs.7600-8000.
.4ddl lXif’5 47 45 Therc is currently no cadre post of Additional DGP in the States
A11 thc posts arc ex-cadre posts created by the State Gokcmments In fact, thc
Ministr?; of Homc Affairs had made an abortivc attempt to abolish these posts but
had to rctracc its stcps in sicw of the strong rcaction from thc Statc Governments
I t is felt that ficld rcalitics should bc taken into account and accordingly we
rccommcnd that the rank of Additional DGP be recognised for creation of
522
cadre posts in the pre revised scale of Rs.7300-7600.
47 40 Thc IPS Associations havc asbd for thc abolition of the rank of
DIG This is a rank which is functionall! rcquircd at thc lcvcl of thc R a n g
Furthcr. thcrc arc ccrlain traditional rclativitics bctwccn thc Armcd Forccs and thc
Policc nhich cannot bc undul!. disturbcd As such. we are unable to accede to
this demand. However, the condition that an officer should ordinarily put in
fopr years of service in the grade of DIG for promotion to the scale of IG
needs to be removed, as i t acts as an unncccssan, hurdle
47.47 Having concededthc demand of thc fFS far a panty wth thc IPS.
it would bc necessary to raise the pay scale of Principal CCF to Rs.7600-8000
(pre-revised scale) in all Stile Governments and also allow the creation of post
of Additional PCCF in the pre-revised scale of Rs.7300-7600. Conservators
of Forests wwld meve to the pre-revised scale of Rs.5100-6150and the scale
of Rs.4500-5700 would become a non-functional selection grade for the
Service. We recommend accmdingly .
IG Forests 47 48 In the Central Government, the IFS have only om senior post in
thc Inspector General of Forests. The post may be redesignated as Director
General of Forests while continuing to draw his pre-revised pay scale of
Rs.8.000 (Fixed).
Director, IGNFA 47.5 1 The post of Director of the Indira Gandhi National Forest
Academy is presently in the pre-revised pay scale of Rs.5900-6700. It may be
upgraded to Rs.7300-7600 in the pre-revised sca4e of piry.
DKib. 47 52 There is only onc post in the scalc of Rs.5900-6700 for the IFS
as Director Project Tiger in thc Ministry of Environment and Forcsts. This
number may be increased to five, by upgradation of four posts of DISC as
Inspectors General of Forests (IsG) in the pre-revised scale of Rs.5900-6700.
523
48 I Thc public services of the Central Go\? can bc broadly classified
lnto (a) the Ci\d
Services of thc Central Govcrnmcnt and (b) thc Dcfcnce Sen ices
of the Ccntrd Govcrnment The Civil Services of the Central Govcrnment consist
of (I) All-India Senwes, and (11) Ccntral CniI Scniccs As mcntioned in thc
preceding chapter, there are three All India Semces. vi7 the Indian Administrative
Service, the Indian Police Senwe and the Indian Forest Service These three
services are common to the Centre and the States and hence arc under theirjoint
control The Civil Sewices of the Central Govt are under the control of the Central
Government alone
524
(Ks4500-5700) also csists is pari of Juiior Adniinistrativc Gradc Iii sonic caws.
it isfunctional aiid iii othcrs i t i s non-functional Gcncrall! all thc Group A'
Ccntral Scr\ icc cadrcs havc posts in highcr gradcs. I c Scnior Adminisirali\c'
Gradc(Rs 5900-6700). Highcr Administrativc Gradc(i c thc scalcs of Rs 7 3 W
7000. RS 7600/-(fi\~d).RS 7300-8000. RS 7600-8000).
I hit! J'osis 48.4 A wcll-structurcd Group ' A ' cadrc consists of two distinct
camponcnts : (I) Rcgular Duty Posts and (ii) Rcscrvcs. Thc rcgular duty posts
which constitutc thc corc of thc cadrc arc mcmt for pcrforming thc functions for
which thc scnicc has bccn constitutcd. It consists ofboth pcrmancnt posts as \wIl
as tcniporan' posts which arc likcly to continuc indefinitcly. Thc duty posts arc
smcturcd into diffcrcnt lcvcls of hicrarchy in thc time scalc, junior administrativc
gradc. scnior administrativc gradc, ctc. corrcsponding to diffcrcnt Icvcls of
rcsponsibility.
Rmvws 48.5 Thc rcscrvcs arc of four h-pes, viz. (I) probationary rcscnc (11)
lcavc rcscnc ((111) training rcscrvc and (iv) deputation reserve. Somc Scnicc
Cadrcs provide for a probationary rcscrvc in order to catcr to thc rcquircmcnts of
probation which has to bc undergone by dircct recruits to the scrvicc. Thc strcngth
of thc rcscnc depends upon thc six of thc normal annual intake through dircct
rccruitmcnt and the pcriod of probation required to be put in by dircct rccruits
Other Reserves 48.6 Thc othcr rcscrvcs, namely, leave, training and deputation
reservcs, arc intended to serve as substitutes for regular duty posts in the event of
scrvice officers holding duty posts being temporarily away from their cadrc on
Icavc, training, or deputation. Officers holding the posts under such rescncs do
pcrform regular functions of the posts against which they are posted as substitutes
Thc vanous types of reserves, including probationary reserves, are usually created
and accounted for in the junior time scale.
Attributes of 48.7 The attributesof an Organised Group 'A' Civil Service, as per the
Orwised Department of Personnel and Training guidelines, are as follows:-
il' Central Civil
Services
a) The highest cadre post is not below the level of Rs. 5900-6700;
d) All vacancies above the Junior Time Scale and up to the Senior
Administrative Grade (Rs. 5900-6700) arc filled by promotion
from the next lower grade.
Career 48.8 Officers joining a Ccntral Group 'A' Civil Servicc havc certain
l~xpeclutiotrs cspcctahons from thcsc scrviccs in tcrms of going up the ladder through diffcrcnt
stages of the herarchy w i h n a reasonable pcriod of time. If thc cadrc pyramid is
d k j ~ ~ ~obviously
ted the promotional opportunities for individual mcmbers of thc
Senlice would be limitcd. On the othcr hand, in a structurc which is not so stccp.
one can cxpcct rcasonablc promotional opportunitics. Thus, thc dcgrcc of
525
rcalisatioii ol'carccr cspcctations b!. niciiibcrs of a scr\'icc IS cssciitiall! ;I liinction
ol' thc dcgrcc of stccpncss of thc cadrc profilc p!.raiiiid
/*c*,i\thi/itt < / t i 4% (1 It has also bccn brought to our noticc that thc cadrc structure o !
'hJc'c'/"cicCc* soiiic of thc organiscd Group 'A' CI\11 Scniccs suffcr from \ aricd dcgrccs of
Srrirc t i i n '
lopsidcdncss \\ hich havc disturbcd thc cquilibriuni We strongly feel that
functional justifications dove-tailed with reasonable promotional
opportunities Should be the prime considerations in deciding the proportion
of posts in different grades in a cadre Thc dcsidcratum of functionalit! preclude
an!. conccpt of an idcal and uniform pyramid tbwards which cach cadrc controlling
authority could'attcmpt to movc EIcn so, somc broad paramctcrs do nccd to bc
laid dotin. so as to somcwhat cquahic opportunitics for progrcssion
\ lock/ ''4 drc 4 8 10 Thc demands conccmlng thc fcasibility of a modcl cadrc structurc
Strirc lirrcl
and thcu rationalc havc bccn carefully considcrcd by us in thcir totality Although
i t is clear that uniform career prospects in all scrviccs can only bc a distant
objective, we recommend the following ideal distribution of Group 'A' posts
among various grades for any Organised Gr.'A' Central Civil Service Cadre
with regard to the senior duty posts (STS and above) in order to provide
guidance to the cadre controlling authorities in their quest for an ideal
structure:-
Inclusion of 48 1 1 While going through the cadre composihon of the Indian Railways
Group posts ' n
Accounts Service, I h a n Railways Personnel Service, and Indian Railways Traffic
the Group 2'
Cadre strength
Service, it has been observed that the posts belonging to their feeder Group 'B'
Services have been shown against the JTS of the respective Group 'A' Sen ices
authorised cadre strength In fact, in all the 8 organised Services of the Indian
Railways (excluding IRMS ) the JTS strcngth represents the post of Assistant
Officer in the lowest rung of Gazetted Cadre and combines both the Gr 'A' and
Gr 'B' posts We have been given to understand that a clear cut segrcgation
between Group A and Group B posts at the JTS lcvcl in an organisation like
hdan Railways may not be possible As per the existing arrangements, the post
is considered as Gr 'A' post in the pay scale of Rs Rs 2200-4000 when i t IS
occupied by a Group 'A' Officer, othenvisc i t is a Gr 'B' post in thc pa! scalc of
RS 2000-3500
I(eviov rfltlie 48. I 2 Wc fccl that this kind of working cnvironmcnt and administrativc
uittliori~'ed ccldre
sct-up is not peculiar to thc Indian Railways alonc. This is quitc similar for othcr
stretigth qf
or~citri.rc~d (;r. 2 '
All India Scrviccs and somc of thc Ccniral Scrviccs whcrcin the officcrs of Group
A't i J TS lcvcl and thc rcspcctivc Group ' B'lfccdcr scn.iccs man intcrchangcablc
Sl,rvice,, ~ ~ ~ / t i d i* a
/<oi/,vtiy.s posts which arc cqui;.alcnt in duties and rcsponsibilitics. We recommend review
526
of Group 'A' Cadre Strength of all 8 organised Croup ' A ' Services of Indian
Railways in consultation with the DOPT so that the Group ' A ' cadres are
distinctly segregated from the Group '€3' Cadres. Meanwhile, our
recommendations with regard to Model Cadre Structure may be considered
to be applicable only to those posts which are strictly Group 'A' posts. The
Group 'B' posts should not be taken into account.
( ' d r c ri'vii'w 48, I 3 Practically all thc Group 'A' Scnwcs Associations havc painted
1 )tvniitid\ a dismal sccnario of thcir carccr advanccnicnt and status of cadrc rcvicws b!
rcspccti\ c administrativc ministrics thcrcb! rcsulting in acutc stagnation It has
bccn obscnd h a t h c various Central Scnwxs arc at diffcrcnt Icvcls of rc\ ICM of
thcir cadrc structures Some havc alrcady nianagcd four cadrc rcvicw since thcir
inccption. whilc ohcrs havc yct to gct thcir niaidcn oncs finaliscd It has bccn
obscrvcd that in thc abscncc of any mandato!. provision for undcrtaking thcsc
cadrc rcj icws, this proccss may takc an inordinatcly long pcriod
527
batch Thcir iiilcr sc sciiiority also Laps 011 gctting cliangcd with cvcry promotion
All this gciicratcs consrdcrablc bad blood It is, therefore, suggested that
promotions in the Central Services may also be held in the same manner as
in the IAS. One batch be taken for consideration at a time lntcr sc scniorit\
as fiucd b! UPSC at thc initial cnlq should rcniain intact. dcspitc supcrscssion
48.20 Another sore potnt with the Central Services is that in some of
them there is not a single post carrying the scale of pay of Secretary(Rs 8000/-
fixed). We felt that this was a just grievance and we have taken pains to
provide at least one post carrying that scale in almost all the services, except
those which are very small in size or young in age
Our strategy 48.2 1 It will thus be appreciated that we have adopted a six-pronged
strategy to ameliorate the condition of the Central Services :-
528
(e) Keeping a J.S./Dir./D.S. level officer of each service as the
officer dealing with cadre affairs of that service.
Srrv ices 48 23 '?k following Organiscd Group 'A' Ccntral Scrviccs arc bang discusscd
I n this
dfsclcssed in this Chapter and rest of thcm havc becn covercd by us in thc Rcport scparatcly.
clrap ter
llllr#Itlfll Ill MI 4x 20 The Indian Forcign Scrvicc (IFS) was cstablishcd for thc conduct
of thc full r a n g of India's fmagn relitions The cadre control of this Sen ice lcsts
with the Ministn. of External Affairs
l'tirifi in pi\ 48 28 Kccping in view the changcs rccommendcd b!, us in the Combined
\crrIt,c \'i\-ti-\i\
Civil S e n ices Examination for the recruitment of 1AS and IFS officers and the
IA s
l scales between the two services, we recommend the grant
traditional pant?*~ fpay
of same set of pay scales to officers of both the services.
/'rim iptil 4X 32 Of thc clcvcn posts prcscntll in h e scalc of' pa? of Rs 7300-7600
.l c ~ f l l ~ t l r t l i l r and variously dcsignatcd as Dircctor General, Principal Accountant Gcncral and
[;ciiwol
Director of Estcrnal Audit, India, Unitcd Nations Board of Auditors, cight arc in
530
various Statc Capitals and vcstcd with thc rcsponsibility of ovcrsccing thc Audit
of transactions of thc conccrncd Statc Govcmmcnts, Statc public cntcrpriscs,
autonomous bodics, ctc. or thc Accounts and Entitlcmcnt functions in Lhc
rcspcctivc staks. Posts of othcr Statc Accountants Gencral arc in a lowcr scalc of
pay of RS.5900-6700.It has been urgcd that of the posts of Accountants Gcncral
in cach of thc states cntrusted with audit functions one post should bc of thc lcvcl
of Principal Accountant General in the scalc of pay of Rs.7300-7600. This would
obviously involve upgradation of a large number of posts, which will necessarily
haw to be justified on functional considerations. At thc same time, in the context
of our emphasis on improving efficiency in administration and enforcing
accountability, wc recognise the need for strengthening the audit machinery,
Espcctations from Audit have also increased in the recent past following the
dctcction of large-scale irrcgularities in various spheres of governmental activity.
Pcnding, thcrcfore, a detailed evaluation of the actual functional requirements and
as an interim measure to alleviate the problem of stagnation in the Senior
Administrative Grade of .the Service to some extent, we recommend the
upgradation of four posts of Accountants General to those of PAC in the
replacement scale of pay of Rs.7300-7600. We would leave the actual
deployment of these posts in the field to the C&AG of India who is the best
judge of his requirements.
48.33
Director .Vahonal The National Academy of P,u&t and A m & , Shimla, is the apex
ofAudr‘ in-service training institute for the officers of the IA&AS which is headed by a
and Accounts
Director in the SAG level. We recommend the upgradation of this post in the
replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-
7600.
53 1
in tlu Dcparbiicntaliscd accounling forniations Initiall!. thc officcrs l'roni Indian
Audit and Accounts S c n ~ c cwcrc dcrivcd and thc first dircct rccruitmcnt to this
Scrim bcgan from thc y w 107H Thc officcrs of this Scnicc arc rcsponsiblc for
foniiulation of policics and proccdurcs in mattcrs of Govcmnicnt paymcnts and
accounting. and intcrnal audit functions i n thc various Ministries/ Dcpartmcnts
csccpt Rail~ays,Dcfcncc, Posts and Tclccommunications. Spacc and Atoniic
Encrgy \\hich have thcir in-housc accounting sct-up
48.39 It has bccn statcd bcfore us that one of thc major objcctivcs of
departmentalisation of accounts in Civil Ministries in 1976 was to improvc thc
financial competence of Ministries. It is a distinct fcaturc of thc financial &
accounting sct up prevailing in the Railways, Telecommunication and the Deptt.
of Posts where financc and accounts are combined at all levels in an integratcd
functional sct up. This has not been the case with the Civil Ministries where thc
finance stream is managed under the "Central Staffing Schemc" and is separate
from thc Accounting stream which is manned by trained and qualified personnel
at all levels. Accordingly, complete integration of financial advice, Budget and
Accounts functions in the Civil Ministries at all levels has been sought.
532
desirabk to recommend that officers of the Departmentalised Accounts set-up
alone should be appointed as FAs. The demand is not accepted.
Upgradation of 48.4 1 The Service Association has demanded upgradation of a host of
W O posts of posts in various grades. In view of their higher functional responsibilities and
Controller of
Accounts
increased work toad, we recommend upgradation of two posts of Controller
of Accounts in the Ministries of Law & Justice and Food & Civil Supplies in
the replacement scale of pay corresponding to the pre-revised scale of Rs.
5900-6700 as Chief Controller of Accounts.
Merger of ICAS 48.42 The Indm Audit & Accounts Service was bifurcated in 1977 and
into any other the Indian Civil Accounts Senice constituted. Even after nearly 20 years, the total
.4ccoroits Service
strength of the ICAS has not crossed 199. This IStoo small a number for a viable
Service Further, the officers of the ICAS are confined in their experience to the
Central Government offices in Delhi and their expertise is limited to maintenance
of accounts This has somewhat limited their horizons We, therefore,
recommend the merger of the ICAS into any other Accounts Service.
Introduction 48.43 The Indian Cost Accounts Service is comparatively a young civil
service and is manned by qualified CosVChartered Accountants. The officers of
this Service are required to tender advice to various Ministries on a variety of
complex Cost and pricing related issues. This service is being administered by the
Department of Expenditure, Ministry of Finance.
Chief 48.44 The Chief Advisor (Cost) is the overall in charge of the Cost
A dviser(Cost) Accounts Branch, Ministry of Finance, which serves as a consulting organisation
for the Central Govt. for resolving issues relating to costing, escalation on
contracts, resolving disputes on price fixation between the Govt. and the public
sector organisation etc. Keeping in view the functions and responsibilities of the
Chief Advisor (Cost), we recommend the upgradation of the post as ex-officio
Special Secretary to the Govt. of India in the replacement scale of pay
corresponding t o the pre-revised scale of Rs.8000/- p.m.
Provision of 48.45 It has been argued before us that the existing provisions in the
direct e n w at h t m e n t Rules which provide for filling up of 25% posts at STS level through
STS level
dtrect recruitment are not in confbrmity and semblance with the provisions of other
Organised Goup 'A' Services Having considered this issue in its totality we feel
that since this is a service of qualified professionals whose demands outside
the governmental set-up are manifold and with much higher emoluments, it
would be desirable to retain this provision to enhance the attractiveness of
service for qualified professionals.
Cpgradarion and 48.46 To streamline the cost accounting work of various
eticadrement of Departmentshlinistries of Govt. of India, officers of this service have been
sonie kqv posts
specifically pcstcd and attached in ten different Departments. The Cost accounting
work pertaining to the other Departments/Ministries/Undenakings is being looked
after by the Cost Accounts Branch, Ministry of Finance. Wc fccl it appropriate to
partially re-adjust the hierarchy at the top. This would not only help in better and
systematic w o r h g of the officials but provide an umbrclla for middle level ICAS
officers posted in other Departments as well. In view of the changed economic
scenario, entry of multi-nationals into infrastructure/ core areas, extremely high
investmentlcxpcnditureare being proposed and made in the sectors like Railways,
Telmmmunica~ons,Posts,Steel & Mmes, P o w , Coal, Defence, Fertilizer There
is a strong need from the national point of view to monitor the profitabilitv aspect
nf such h u g s :i+
:tn
i:s
: k i n g madc in thesc aeciors. Aicuraingly, we
recommend the following :-
48 51 There are separate acts so\ c m g the levy and collection of escise
and customs duh (Central Excise Act 1944. Customs Act 1962) Presently, up to
the level of Commissioners the job of trio wings has already been segregated and
different Commissionerates arc operating for the purposes of customs duty and
excise duty Keeping in view the increased magnitude of workload pertaining to
Customs & Central Excise wuthm the jurisdicbon of Chief-Commissionersat Delhi.
Calcutta, Chennai and baroda, we recommend upgradation of post of one senior
most Commissioner each to Chief-Commissioner in the a b w e four Chief-
Commissionerates in the replacement scale of pay corresponding to the pre-
revised scale of RS.7300-7600.
Non+nctionnl 48 52 In most of the Gr 'A' Central Senice the promotion to STS from
rank OJ'.~ddl JTS IS generally accopnpanied with a changc in designation as well. Moreover, the
DePW promotions from JTS to Selection Gradc level generally involve passage through
Commissioner
three sets of &tinct promotional designations (hctional or non-functional). In
case of Indian Customs & Central Excise Service officers, this promotion is totally
non-hctional and the officers continue to perform thesame job for a continuous
period of 9 ;ears or more with the same designation, which is not the case with a
host of other similar Gr.'A' Civil Services. We recommend the introduction of
a non-functional rank of Additional Deputy Commissioner corresponding to
the STS level.
Special allowatice
48 53 Sanction of Special Allowance amounting to 10% of basic pal for
,for Rcizwrtc 311 'Revenue Officers', in considcration of the discharge of essential functions.
oflcials resource mobitisation and combating economic crimes coupled with the dire need
for a very high standard of integrity. has bcen demanded.
48 54 We are convinced of Lhc fact that each and every Centrai Scn icc
has bccn constituted to perform a spccialiscd role assigned to them and officers are
cvpccted to deliver their best with thc utmost sincerity, devotion and integrit?
Grant of special allowance on account of this for the officers belonging to any
Service is neither justified nor appropriate.
-
INDIAN DEFENCE ACCOUNTS SERVICE
Cwttroller 48.56 The Controller General of Defence Accounts is the Head of the
Gctrrral oJ Indtan Defence Accounts Sexvice and functions as Inwmal Financiai Adviser and
Defence .-l
ccoioits
Chief Accounts Officer to the three Senkes Chiefs. CGDA is fully involved by
the Ministry of Defence in policy formation on all matters relating to pension,
delegation of financial powers, accounting procedures, changes in terms and
conditions of work contracts and procedures on Internal Audit for Defence and
their update. We recommend the upgradation of the post of CGDA in the
replacement scale of pay corresponding to the pre-revised pay of Rs. 8ooOl-
(fixed) equivalent to the Special Secretary to the Govt. of India.
Hegrotial 48.59 At the field level there are five Regional Controllers of Defence.
ro"fro''ers f. Accounts who are co-terminus with the five commands of the Indian Army which
Drfitrte . 4 C C O U t l t S
are headed by the Army Commanders (GOC-in-C) in the pre-revised pay of Rs
8000/- The respective Army Commanders are assisted by an officer each in the
rank of Rs. 7300-7600 as Chief of the Staff On the same pattern we
recommend the upgradation of these five Regional Controllers of Defence
Accounts in the replacement scale of pay corresponding to the pre-revised
scale of Rs.7300-7600.
Upgradation of 48.60 Four Internal Financial Advisers have been positioned in each key
Internal service headquarters to assist the authorities. Upgradation of these 4 posts of
Financial Adviser
Intemal Financial Advism has been dmmded. The IFAs at Ac.y Headquarters,
h Hqrs. and Naval Hqn. have already been positioned by utilising some existing
posts in the Defence Accounts Department giving additional charge to C.D.A.'s.
Considering h e size of the Defence Forces, Budget vastness and complexities of
their Hqrs. organisational structures and functional responsibilities, we
recommend for the upgradation of four posts of Internal Financial Advisor
in the replacement scale o f pay corresponding to the pre-revised scale of
R~.5900-6700.
Introduction 48.61 The Indian Defence Estates Service was originally constituted as
Military Lands and Cantonment Service. This Service has been assigned the task
of management of civic administration and local self-government in cantonments,
developmental works in cantonments, administration of defence land, procurement
of immovable assets and lands for defence purposes etc.
Direclor General, 48.62 The Director General, Defence Estates is thc Head of the Indian
Defence Estales Defence Estates Service. In view of the exishng command structure, we
recommend the replacement scale of pay corresponding to the pre-revised
scale of Rs.8000/- equivalent to a Special Secretary to the Govt. of India.
Directors of Field 48.63 The Defence Estates Organisation has five functional field
Commands commands h c h are headed by the IDES officers of HAGISAG level who in turn
dbectly report to the D.G.(Defence Estates). The headquarters of Western
Command, Eastern Command and Northern Command of Defence Estates
Organisation are located at Chandigarh, Calcutta and Jammu respectively and are
headed by Senior Admimstrative Grade level officers. These three functional
commands are comparable to the Central and Southern Commands which are
headed by a Principal Director each in the Higher Administrative Grade level.
Keeping in view the functional justification and job responsibilities we
recommend the replacement scale of pay corresponding to the pre-revised
scale of Rs. 7300-7600 by converting the posts of Director in the three
Commands into that of Principal Directors.
Consullation with 48.64 It has been brought to our notice that the Ministry of Defence has
UPSC in obtained exemption from consultation with the UPSC in rcspcct of all. disciplinaq
drscipiiriary cases
cases against the officers of IDES which needs to be reconsidered. The
UPSC(Exernption from Consultations) Regulations. 1958 protide that in regard
to disciplinary matters it shall not be necessary to consult UPSC before any
punishment is imposed on civilian employees paid from thc Defence Services
Estimates. This csclusion is not specific to the officers of the IDES only as
brought to our notice by the Association. Hence the status-quo may continue
537
THE INDIAN ECONOMIC SERVICE
Introduction 48.65 The Indian Economic Service was constituted with the objective of having
an organized Group A Service to formulate and implement the economic policies
ml ~ m ~ a m _ r l nf s country. The scxic? is intci-dzpar&mentalin nature
? e thc
aftcr.a rigorous training programme, the young recruits are groomed to function as
economic administrators and economic advise.rs and are postcd in different
Ministries.
Encadremenr of 48 66 The IES Officers Association has represented that the post of
Principal Adviser.
Planning
Chairman. Commission for Agricultural Costs and Prices, Chairmm, BICP.
Commissioti Special Secretq and Pnncipal Adviser in Planning Cornmission etc ,be sncadred
within the service as these are posts n i t h predominantly economic functions and
as some of these posts have 'been held by officers of the service at different points
in time We note that Planrung Commission, in spite of being one of the major
users of Indian Economic Senlice Officers. has not encadred any posts for the
service officers at the higher levels It is also noted that the 8 SAG level posts in
Plannmg Comrmssion encadmi into the IES vide Order No 1 1015/1/90-IES. dated
1 2 9 1 as a part of their only cadre review and ha\ ing the clearance of the Cabinet
ha\e still not been operationalized In order to brmg about a congruence between
the functional needs and the legitimate aspirations of the members of the service
we recommend that one post of Principal Adviser in Planning Commission
carrying the replacement scale of Rs.8000 fixed and an ex-offcio Special
Secretary status may be encadred in the Indian Economic Service. We also
recommend that all the eight SAG level posts encadred into the IES vide
order No.11015/1/90-IESdated 1.2.91 in Planning Commission may be
operationalized without further delay.
Encadrement of 48 57 The IES Association had proposed that the post of Economic
Advisers Adviser in the Ministry of Civil Supplies. Ministq of Labour and Ministry of
Railways as well as the post of'Advisers m the Mlrustry of Finance at present in the
scale of Rs.5900-6700be upgraded in view of the enhanced duties and
responsibilities attached to these posts We agree with the position and
recommend that the post of Labour and Economic Adviser in the Ministry of
Labour and Economic Adviser in the Railway Board in the Ministry of
Railways be upgraded and henceforth be operated in the replacement scale
of Rs.7300-7600.One of the two posts of Adviser in the Ministry of Finance
encadred in the Indian Economic Set V : Y T a v he upgraded and given the
replacement scale of Rs.7300-7600.This post may be designated "Additional
Chief Economic Adviser".
Representatloti of 48 68 The number of pasts at the SAG \eye\are rather inadequate in the
SAG'eve'oficers IES and this is indeed a legitimate problem Outstanding officers with even 28
on Central
depvtatron
years of service have not got their promotions to the SAG Grade. The demand for
the extension of flexible complementing scheme (FCS) to the IES cannot be
conceded as u e areconfwg FCS to R&D professionals only However, we feel
that representation at the SAG level in the Central Staffing Scheme for the
IES needs to be improved. Some preference for IES officers for manning
certain kinds of posts with mainly economic content needs to be kept in mind.
538
Like other services the IES officers may also be considered for the post of
Financial Advisers in Ministries. We also observe that while the Ministry of
External Affairs has created a post of Secretary (Economic Relations) there IS no
specialized officer to assist hm. We recommend that one post of Joint
Secretary in the Econotqic Relations Division be earmarked for the Indian
Economic Service.
Encadremen! of 48 69 A large number of posts wth economic content, at the SAG level
SAG levelPOstr and above. is held outside the service either by contractual employees, lateral
entrants or consultants, whle officers from the service continue to stagnate As
a matter of general policy, all posts having economic content should be
encadred within the Indian Economic Service. Some positions may be filled
in by appointment of consultants or lateral entrants but this should be on the
pattern of other disciplines in Government and to a limited extent only so as
not to jeopardize the legitimate interests of IES officers. If officers of the
service are at all found to be lacking in certain respects then we should try to
unprove the method of recruitment to the service, create greater opportunities for
in service traimng both in Inha and abroad and tahe such other steps as are
necessary to eqwp members of the IES to discharge the functions associated with
the posts they are supposed to man
Encadrernent of 48 i 0 The IES Association has requested that posts ldce Economic
Econgmic and Adviser in Ministry of Industry, Economic Ad\iser in Ministry of Commerce,
Statistical
Advisers#
Adviser Financial Resources in Planning Commission, Economic and Statistical
Member Adviser in the Department of Apculture and Cooperatioq, Chairman, Forward
Secrerary and Markets Commission in Mmstry of CibiI Supplies, Member Secretary of
Chairman, Comssion far Agnmltural Costs and Prices and other posts as identified by the
Forward Markets Jalan Committee may be encadred mto the senwe, as these are posts with
Commission in
IES predominantly economic functions and hence naturally belong to the Indan
Jimnom~cService. We obsrve that these posts were ongmally not encadred and
were allowed to be filled by &ect recruitment as the service was still in its infancy
A large number of these posts has been held by IES officers at vanous points of
time and is still held by them. Today the service is more than 3 1 years old and
there are several capable officers wthm the semice to man thzse positions. We,
thmfore, recommend that to b e p wth, the posts of Economic and Statistical
Adviser in the Department of Agriculture and Co-operation, the post of
Member Secretary, CACP and Chairman, Forward Markets Commission in
Ministry of Civil Supplies may be encadred within the Indian Economic
Service.
Study leave 10 4 8.71 We have elsewhere recommended that study leave for scientists
I*% be extended to 3 years. We recommend that the same provision be extended to
the IES officers also when they go for a Ph.D or a related Degree. They may
also be allowed to combine study leave with other kinds of leave up to a
maximum of 48 months.
Cadre structure 4 8.72 We notice that while some of the wocs of the serviwrelate to
OJsiE.5 inadequate cadre structure, other problems relate to an indifferent cadre
managemcnt. We observe that at present the Indian Economic Service Cadre is
being managed by a DepuQ. Economic Adviser in.the scale of Rs.3700-5000from
\tithin the senice. In line with our recommendations for other Group A services for
effectivc cadre management, we recommend that a J.S. level officer from within
539
the service should manage the cadre. We, amrdingly, recommend that the
existing post of Deputy Economic Adviser be upgraded and given the
replacement scale of Rs.5900-6700. We also observe that in the case of IES there
is an Indian Economic Service Board for ratifying all decisions pertairing to the
cadre management of IES. Surprisingly not a single member of the IES is on the
board. We reccmwnd that st I r y t co-optcd s%cers of the IES may be
made members of the board for a period of two years by rotation. Also the
decisions of the Economic Service Board should be made binding on the
participating departments, as is the case with appointments made by the Civil
Services Board. All controt on cadre posts for review, upgradation etc., should vest
with the Cadre Controlling Authority.
-~
Extern 01 Pub l i c 3 48.74 It has been pleaded before the Commission that work pertaining
to External Publicity should be transferred from Ministry of Fsternal Affairs to the
h4mistry of Information & Broadcasting forhandling by the officers belonging to
Indian Information Senice
Our 48.75 We feel that the work relating to External Publicity in our
Recommendation Missions abroad is linked with the part of our foreign policy and may, therefore,
not be divorced from the overall working environment of the Ministry of External
AfGtirs. The oEcers involved in this work are expected to be well-versed with the
fmer nuances of the overall foreign policy, cbpIomacy and should be able to steer
this work in the right drrection, context and perspective. We feel that publicity
work is highly inter-linked with the political and social and other aspects of
the international relations for which the officers of the Indian Foreign Service
are the most suitable to man this job. AccordingIy, we reject the demand.
.4 ddirional 48.76 A request has been made for the upgradation of one of the posts
Principal of Adchtional Pnncipal Information Oficer, New Delhi to that of Senior Additional
information . Principal Information Offcer in the HAG scale of Rs.7300-7600.
Oficer
Qrrector. Field 48.7 The Directorate of Field Publicity is one of the suborhate offices
PubIiciw of the Ministry of Information and Broadcasting. This Directorate is presently
being headed by a SAG level oMicer It has been demanded &a! the post of
Director, Fie14 Publicity in the Dircctorate of Publicity should be upgraded to Rs.
7300-7600 wth redesignation of Director General of Publicity.
Additional 48.79 The Director of Field Publicity has under him 22 Regonal Offices
headed by the oEcers of the level of JAG/SG and 258 Field Publicity Units. The
Field Publiciy
Lhrector has been entrusted with the responsibility of issuing directions from time
to time and effective monitoring and evaluation of work of field units on a
continuous basis. In view of the magnitude of the job and responsibility, we
recommend upgradation of the post of Director as Additional Director
General, Field Publicity in the replacement scale of pay corresponding to the
pre-revised scale of Rs. 7300-7600.
Iti&oductiorr 48.80 ' Indian Ordnance Factories Senice(I0FS) was constituted for the
oi.eral1 management of Ordnance Factories which provide sinews of self-reliant
indigenous defence production,capabilities of the nation. It comprises both th:
technical and non-technical posts. Tcchnical posts constitute about 90% of the
total cadre strength and are mainly filled through Combined Engineering Services
Examination. The remaining 10% non-tcchical posts are filled through the
Combined Civil Service Examination conducted by UPSC. About 84% of the total
posts in the IOFS cadre are operational and the remaining 16% posts are for staff
assignments.
Upgradation 01 4 8.81 The Association has raised the demand of parity of pay scale of
pod of Members/Additional Directors General of the Ordnance Factories Board with
Member/D.G..
OEB
Members in the Railway Board on the ground of comparable functions and
responsibilities being performed by them.
54 1
proposals may be considered by the God. during the detailed cadre review
on functional and administrative justifications:-
Name of the Post No. of Post
Utii/icarroti of 48.84 The recruitmcnt to the Indian Ordnance Factories Scrvicc is being
bo*i rrcirtJical made through two streams, i.e., the Techrucal and non-Technical. Tkc incumbents
a n d ttott-
techrticnl streanis
thus selected through thc two different streams maintain their rcspectivc intcr-se-
of IOFS seniorit\. up to the S.T.S level. The unification of both the streams takes place at
the JAG level and a combined inter-se-seniority list is made at this stagc which is
solely based on the datc of declaration of UPSC results.
liitroductrotr 48.86 The Indm Postal Service manages the vast domestic and
international postal and mails net-work, money transfer and certain agency
functions, banking transactions, life insurance, covering postal operations and
administration. The Postal Services Board, the apex postal body, comprises a
Chairman and three Members, assisted by the Member (Finance) of the Telecom
Commission. The Secretary (Posts) is also the Chairman of the Board and also the
Director General of Postal Operations.
~.'hiefl'ost 48.88 Postal Operations arc organised into 19 Postal Circlcs hcadcd by
,\ 1astcr.c.( ~ e m v d
a Chief Post Master General each. In seven circles this post is opcratcd in thc HAG
level whereas for thc remaining twelve circles in the SAG lcvcl. Kccping in vicw
the unique characteristics of high density and high per capita usc of postal and its
agency senices and concentration of pcrsonncl, wc fccl that a highcr order of
542
supervision is required. We recommend the upgradation of three
-ow. .U1
Better 48.89 The Service Association has also represented that a factor
o/ contributing to stagnation in the Service is due to lack of captive ex-cadre posts
Indian Postal
Service under
requiring thcir expertise at least in the fields of conununications and movement of
centrl/
slafllg goods and services. We note that some of the Accounts, Revenue and Railwa!.s
Scheme Senices have h s h d of a component for their rcspective cadres. W e are also of
the oy;riion that Postal and Mail expcfi:isewould be of immense use in services
relating to both the abovc fields claimcd by thc Service. We accordingly
recommend that Ministries and Departments concerned should consider
Indian Postal Service officers on priority for manning such positions.
Introductioti 48 90 The Indian Post & Tclcgaph Accounts and Finance Service has
b a n assigned the task of providing financial advice and financial management to
the Dcpartmcnts of Posts and Teleconimunxations
MemberFitmice) 48.9 1 One of the major demands madc:by the Service Association \\.as
Telecom thc encadrcmcnt of the post of Mernbcr (Finance), Telecom Commission and
Commission and
Financial
revi\*al of the post of Financial Advisor in thc Postal Services Board and its
Adviser, Postal cncadrcment in the service. We feel that the Service is too young to provide an
Services Board officer having the requisite seniority to fill the post of Member(Financx) which is
in thc pay and rank of Special Secretary to the Govt. of India. However, this post
could be considered for encadrement in future when the service officers with the
requisitc eligibility, background and experience become available in-house.
Revival of h e 48.92 The post of Financial Advisor in the Postal Services Board was
pos1 o/ downgraded to the level of Joint Secretary earlier due to non-availability of suitable
b4ember (Finance)
as a cadre post
officcrs of the cadre. On account of the vast modernisation programmes being
undertaken in the Deptt. of Posts which involvc much larger investment decisions
than hithcrto coupled with an orientation to a markct situation etc., we recommend
for the revival of the post with due upgradation as MembertFinance) in the
Postal Board in the replacement scale of pay corresponding to the pre-revised
scale of Rs.7600-8OOO as a cadre post of the Indian P&T Accounts and
Finance Service.
Future structure 48.93 The Service Association has rcqucsted for maintenance of thc
of the service present structure of this service in the cvcnt of Corporatisation and Privztization
of Tclecom Sector, i.e., thc status of its officcrs of this Service as Governmcnt
sen ants
Gicadremettl of 48.96 The Financial Commissioner (Railways) enjoys a special status in the
the post of Ministry of Railways. The in-depth knowledge of multi disciplinary working of
Financial
Comniissiotiu
Indian Railways is essential for manning the post. The IRAS is now a well
(.%?r!wa.vsJ established semice and it would be best of combination of involvement, knowledge
and independence if the post of FC (Railways), which is hitherto an ex-cadre post,
is exclusively manned by theoficers of IRAS. We recommend its encadrement
in the IRAS.
48 98 We have been moved for the upward revision of :he pay scale of
the cadre post of Financial Director (L&FE). In recognition of higher duties and
responsibilities assigned to the post. we recommend that this post may be
operated in the replacement scale of pay corresponding to the pre-revised
scale of Rs. 7300-7600.
A dntinistrative 48.100 With a view to having independent Financial Advice, till sometime
control of Sack, the administrative control of Finance Officers in Railways was with the
Finance Oflcers
senior officers of their own stream irrespective of their deploJment or postings
even in thc functional Divisions or Zones. This included the writing of ACR's
besides other things. This tradition was given up in order to integrate financial
stream with the General Management in the Railways. Under this scheme all the
posts of General Manager,A M . General Managers, Divisional Railway Managers.
Senior Deputy General Managers, Deputy General Managers etc. have been kept
as es-cadre posts for manning by the suitable officers of the eight organised Group
'A' services of the Railways including the IR4S. This integration, inter-alia,
brought the Fin*& Wing under the full administrative control of the concerned
Divisional or Zonai heads for all purposes including ACR writing.
48 101 It has been brought to our notice that p e n the naturc of their lob as
internal auditors and financial ad\xers !here is some prqudicc against 1R:IS
officers particularly in the evaluation of their suitability for holding general
nianagcment posts in Railwavs WC appreciate c necd to full! integrate thc
finance officers in the mainstream of the administration. But at the same time we
are aware of the critical need to enhance the credibility c f the Government
departments and agencies by ensuring their accountability to the people. In order
to achieve the twin objectives of integratin? railway finance officers into the
mainstream and ensuring their professional independence,we recommend that the
annual confidentiai report writing system be modified in a manner that the
accepting authority of the report is always a finance officer in the hierarchy.
Accordingly. wherever accepting authority is the executive officer, the same be
modified to make appropriate finance officer as the accepting authority.
Encadrernent of 48 103 It has been brought to our notice that while officers of IRAS and
posts of IRTS have their established channels of promotion to the posts of Additional
hfernber(Stafl
lrnd Additiotial
Member and Member in their resyecu\ c streams, the Officers belonging to IRPS
h4enrber(Stafl are devoid of such in-cadre promotional akcnues We recommend the
encadrement of the posts of Member and Additionat Member (Staff) in IRPS.
Upgradation and 48.104 The Executive Director Establishment (IR) is responsible for
re-desikiotion nf maintaining good industrial relations all over Indian railways. He is required to
Executive
LXrector(Es11.-IR)
frequently interact with both the major emplo!ces' federations on behalf of the
Railway Board and deals with industrial relations policy at the Board level. We
feel that this job should be handled at a fairly senior level by officers having
sufficient maturity to deal with such sensitive issues. We recommend the
upgradation of the post of Executive Director(Estt. 1.R) in the replacement
scale of pay corresponding to the pre-revised scale of Rs. 7300-7600 as
Additional Member (Estt.I.R.).
Earlyfinalthtion 48.105 It has bea,demanded that the rules of recruitment, induction and
of recruitment seniority of IRPS have not been properly defined, as a result of whch officers
ond promotion
rules
belongng to other Group 'A' Railway Services have been allowed to join the IRPS
at various stages. Even the o f f e r s belonging to the Group 'B' Services like RBSS
have been giicn option to switch over to IRPS with seniority of their Group 'B'
services in Group 'A' for the total length of their Group 'B' service, beside the
promotion from various Group 'C' service as provided under Railway Rules on the
basis of vacancies in the Zonal Railways. In order to streamline the cadrc
ahnistration. we recommend early finalisation of the recruitment and
promotion rules by the Ministry of Railways as p'er the guidelines prescribed
by the'DOPT.
Ititrodiictioti -18 100 The officers of this Scn icc arc responsible for management of
transport scn ices, busmess dei elopniciit and gcncratiod collection of reiwnics 111
thc Indian Railways
I~trtrcalsp~it
oJ' 48,107 The variety of h c t i o i l s performed by tius Service officers covcr
Inlo IWo
two dstinct streams, i.e., Operational and Commercial. Creation of a separate post
sfreanis
of Member (Commercial) at Board's level and additional posts of ADRMs to look
after the commercial matters at Divisional level ha\re been demanded b?, the
Memorandists.
48.108 We observe that the two streams haye been carved out for the
purposes of administrative convenience only and there is complete intcr-
changeabilityof officers betwen them i.e. the traffic officcrs can work iii operating
as well as in commerci@wing. We feel that the proposed vertical split in the cadre
is neither justified nor appropriate.
Upgradatioii c$ 48 109 The Additional Members in the Railway Board are required to
ihree potts of monitor the performance of PHODs in the Commcrcial and Traffic dcpartmcnts
:lddi!roircil
.ileiiiber
of the Zonal h i w a y s . In order to improve the managenal effectiveness at thc top
management level we recommend the upgradation of three posts of Additionaf
Members in charge of Commercial, Commercial and Tourism & Traffic
T r a n s p o r t in the Railway Board in the replacement scale of pay
corresponding to the pre-revised scale of Rs. 7300-8000.
Director 7rc!fic 48 110 Traffic Research Directorate of the RDSO is pro\ iding support
Reseorclr to all the Zonal Railways and is presentl) headed by a Director in the S.4G grade
Directoraic
Rllso Present day transportation research activities require specialised inputs in the field
of-operational research Upgradation of the post of Director of the Traffic
Research Directorate, RDSO has been sought on the ground that the \ahable
expenence gamed by the officm should not be lost to RDSO merely on the ground
that they have to be moved out on thelr turn for promotion to Ihe next higher grade
W e recommend this upgradation.
48 114 The posts of Chairman and Members of CBDT are the top level
Departmental posts which could be occupied by an IRS officer. In t u x xith our
scneral approach and in order to streamlinc the administrativa sttudture of sarious
Boards in the Government, we recommend the replacement scale of pay for the
post of Chairman, CBDT and its encadrement in the IRS. We also
recommend the upgradation the post of Members in the repiacement scale of
pay corresponding to the pre-revised scale of Rs.7600-8OOO and their
encadrement in the Service.
Revival ojtlie 48 115 Members of CBDT arc responsible for (a) Investigation (b)
post of Income Tax ( c) Personnel and Vigilance (d) Tax policy and Legislation (e)
.llewiberCJudiciall
it, CBDT Revenue and Audlt. Till recently there used to be a post of Member (Judicial) who
was responsible for all matters relating to tax litigation in Supreme Court besides
thc supervision of Gift, Wcalth and other direct tases work at the Board level In
addition, he ussd to supervise the work of all Chief Commissioners of one Lone.
In 1994, tlus post was abolished as part of an economy drive and his work was re-
allocated among the remaining five Members Ir! view of the increased work-load
with the passage of time both in thc field of revenue collection as well as
adrmnistrationof tax laws, it would be desirable to revive the post. Accordingl! .
we recommend the revival of the post of Member(Judicia1) in the CBDT in the
replacement scale of pay corresponding to the pre-revised scale of Rs.7600-
8000 along with its encadrement in the IRS.
Chiefi 48 116 The Chief-Commasioners of Income Tax are responsible for the
Cornrnissioner~res
of Income Tar overall administration of Field Officers and for meeting the action plan targets
relating to collection of taxes, completion of assessments, expenditure budget,
public relations, filing of reference applications in the High Court, prosecution of
tax-delinquents etc. Presently, there are 33 Chief-Commissioners of Income Tax
in the Department. On an average each one of them supervises about 8 to 10
officers of the Senior Administrative Grade level. This span of control may not be
conducive for effective supervision and control as close supervision and guidance
even in individual cases at times becomes necessary. In order to achieve this, a
post of Chief Commissioner each for States which are left out without having it
has been demanded. Having considered this issue, we recommend the
upgradation of a post of senior most Commissioner each in Orissa, Guwahati,
and Haryana regions to that of Chief-Commissioner in the replacement scale
of pay corresponding to the pre-revised scale of Rs.7300-7600.
Creation of an 48 117 The IRS Association has highlighted the requitement of an
.4nnoured exclusive Armed Security Force for the Departmental personnel to providc
Security Force
protection to them specially during searches as their experience, in general. uith
the Statc Police or other para-military police has pot been happy
5.47
Income Tax Department with local administration would be a more appropriate
preposition instead.
Non-junctrorinl 48.120 It has been observed that like IC&CE Senrice, in Indian Revenue
rank of Service, too, the promotions from JTS to STS dre non-functional and thc officers
Addl Depugs
Comm~ssiomr
continue to perform the same job for a continuous penod of nine years or more with
the same designation. We recommend the introduction of a non-functional
rank of Additional Deputy Commissioner corresponding to STS level in the
Service.
Encadremriir of 48.12 1 It has been demanded &at all Gr 'A' posts 111 CBDT including the
uNGroup 2 ' post ofJomt Secretary(Ahtrabon) be encadred in the IRS. Posts in the CBDT
POSIS OjCHD" Ill
IRT have been classified as 'technical' or 'non-technical' and only the non-technical
posts are filled under Central Staffing Scheme In our opinion, it would neither be
desrable nor possible toeannark posts covcred under the Central Staffing Scheme
foi any particular service. There are some technical posts with Secretarial
designations in CBDT which are also covered under Central Staffing Scheme but
whde firling such posts preference is given to the officers of IRS We ha\ c alread!
recommended the encadrement of the posts of Chairman and Members of CBDT
III the IRS Cadre. A proposal to post one officer of each Gr 'A' Central Sen ices
as Deputy Secretary/Director or Joint Secretary LI! the concerned Ministry to look
after the work of cadre control has been separately recommended by Commission
Hence,we do not recommendencadring all the Group 'A' posts of the CBDT i n the
Service.
Upgradation arid 48, 24 The post of DG(CS0) in the scale of RS.7300-8000 although an
encadremen'of cxcadrc post has been held by ISS officers in the past. The ISS Association have
DG.cso
demanded that the post of Director Gencrd. Central Statistical C ~ ~ a ~ i s ~ ! i c x ,
should be upgraded to the level of Special Secrctary and encadred into ISS. In view
of the hgher responsibilities attached to the post we reconmend that the post may
be given the replacement scale of Rs.8000 fixed and encadred in the Indian
Statistical Service. The DG (CSO)would be ex-oficio Special Secretary to the
Government of India.
Upgradation of 48,126 The ISS Association have also put forth the demand for
'eve'Pos*s
upgrdahon of several SAG level posts in the Central Statistical Organisation and
CSO aed ASS
Nahonal Sample Survey Organisation into the HAG level (Rs.7300-7600). Given
the size of organisation and the responsibilities and duties attached to €he posts of
Director (National Accounts Division) and Directcr (FOD),we recommend the
replacement scale of Rs.73OO-76OO for these posts. We also simultaneously
recommend upgradations of two non-functional selection grade posts, one
each in the National Accounts Division and Field Operations Division to the
SAG level in the replacement scale of Rs.5900-6700.
Extension ofFCS 48.127 To streamline their career progression and given the technical
@Iss nature of their job contents, ISS Association have proposed to us that Flexible
Complementing Scheme should be extended to them. As we have confined
Flexible Complancnting Scheme to the Research and Development professionals
in the scientific category, we are unable to accept their demand for Flexible
Complementing Scheme.
Extension of 48.129 It has been alleged by the ISS Association that for want of lcgal
coverage " I d and legislative teeth, the statistical.systeni has been unable to provide timely and
scope of
CoIIec!ioti v j
tcliable data. They have proposed that the coverage' and scope of the csisting
sIalislics,.lc, legislation i.e. the Collection of Statistics Act. 1053 should be widened to embod!.
1953 the entue nor,-agricultural sector of the cconoiny. This would enable thc officials
to derive infomation from the conccrncd agencies in time, as they would be bound
b!, the law to provide the sanic. We are of the view that there are various
aspects of the Collection of Statistics Act which make this a sbmewhat delicate
proposition. The expansion in the jurisdiction of the Collection of Statistics
Act has to be considered carefully in the light of the arrangement for and the
cost of the associated enforcement machinery. The cost of enforcement would
rise with the coverage of the Act ro a large number of small and dispersed
cstrb1islmcr;ts. I i r CIA Luniext, it is suggested that the whole matter shouid
be gone into by the Government and decision taken after due examination.
Itltrodur trot1 48 130 The Indian Trade Senice (formerly Central Trade Service) was
created to cater to the requirement of a specialised cadre of officers to man the
Import-Export Trade Control Organisation In tune with the cconomic
liberalisationof the In&an economy. the Imports and Exports (Control) Act, 1947
was repealed and subsututedby koreign Tra& jZvclopment and Regulation) Act.
1992. Under the new Act the Director General of Foreign Trade (DGFT) is
responsible for advlslng the Govt m formulating the Export arid Import Policy and
for carrying out the policy objectives. With mcreasing emphasis on relaxation of
statutory controls, an increasing need is felt for augmenting the developmental
role for promohq India's Foreign trade. Since the Indian Trade Service continues
to be solely utilised by the DGFT, some basic re-structuring becomes the need of
the hour.
Recommendorroqc 48.13 1 Having carefully considered the demands made by the Service
on key issues ond
,mw,,on,poJ,s Association and in the above context, we recommend the following:-
55 1
Anntre 48.1
OF ORCANISEDGROUP A CL
- CIVIL SERVICE.$J)I$CUSSED IN C W E R 48
s.J%!
Excise Scrvicv
9. Indian E c o ~ i Service
c 515 139 I88 163 25 -
ss
10. 493 203 . 105 27 2 1
552
I INTRODUCI'ION I
49.1 The Central Civil Services Group 'B' are the second'level of
command structure among the broad categories of Central Civil Services as
Qscussed in the preceding chapter. Some of them are regular Group 'BSmices
and others are isolated posts in Group ' B scales of pay. In thls chapter, we shall
only consider a few general issues concerning Group 'B'Services. Specific issues
pertaining to individual Group 'B' Services hare been discussed in the relevant
chapters. The only exceptions are the Civil and Police Semicts of the Union
Territories, which are being discussed in some detail.
Growth in 49.2 The growth in the number of persons belongin8 to Group 'B
Numbers
scales of pay may be seen from the following Tabk :
1957 0.19
1971 0.46 6.5.
1984 0.80 4.3
1994 1.36 4.9
553
Arbitration offices, the matter was referred to the Board of Arbitration (BOA). The BOA
while rejecting the demand for absolute parity directed that stenographers Grade
I1 in subordinate offices should be placed in the pay scale of Rs.1400-2600 w.e.f.
1.1.1986. The Award was implemented and orders were issued on 4.5.1990.
CA T decisiotJ 46.3 1 The pay scale of Assistants in the Central Secretriat Service (CSS)
and Stenographers rn the CSSS was revised by the Government on 3 1.7.1990,
effective from 1.1.1986. Some of the AssistantsKrime Assistants and
Stenographers Grade I1 working in the CBI,Directorate General ofJncome Tax
(Investigation), and Directcrate of Field Publicib. filed a number of petitions before
the Principal Bench of the Central Administrative Tribunal seeking benefit of the
orders dated 31.7 1990. Rejecting the contention of the Union of India that
Stenographers Grade I1 and Assistants in the non-saretartat offices could not be
compared w i t h Stenographers Grade ‘C’of CSSS ‘and Assistants of CSS because
of different classification, method of recruitment, nature of duties and
responsibilities and eligbdity for promotion to higher gradc, the CAT directed the
Union of India to place the petitioners in the pay scale of Rs 1640-2900. The
judgement of the CAT has been implemented.
Present 46.32 The comparative position of stenographers in the secretariat and
positron
offices outside the secretariat as it existed at the time of constitution of the Fifth
CPC is as under:-
Secretariat Non-Secretariat
0 Principal Pnmtc
Secretary
(Rs.3000-4500)
5 04
~ ) / ~ f ~ I ) O S l J ~llj t/ H I jc)4 Wc havc alrcad! sct a targct of 30% rcduction i n all othcr
tiumhzr.t Scniccs In tunc with the ovcrall stratcgy, it is recommended that there should
be an across-the-board 30% cut in the Central Civil Services Group 'B'
cadres also This can bc achicvcd by adopting a niultr prongcd stratcgy of lcsscr
annual intalrc. abolition of vacant posts, compulsory rctircmcnt of corrupt and
incompctcnt officers and scnding pcoplc homc undcr thc voluntary rctircmcnt
schcmc with thc goldcn handshakc
Career 49.6 Currently, the career progression of thc various Group ' B
Progressimi Services ISqutc variable. Some of thc Grogp 'BScrviccs, as for cxamplc, in thc
Income Tax Department and the Customs and Central Excise Department, arc
feeder Services to the corresponding Group 'A' Scmiccs. Others like the Central
Semtatiat Service, Railway Board Seadariat Service, Armed Forccs Headquarters
Serviceetc.have chancesof promobon in thcir offices and some of them havc even
reached the levels of Joint Secretary,Additional Secretary and Secretary. Some
Group ' B Services are feeder to the All India Services, as for example the Delhi
Andaman and Nicobar Civil Service and the Delhi Andaman and Nicobar Police
Service. There are other Group '3'Services which do not have good chances of
promotion and tend to stagnate fof a long time.
c) Many of them have a feeling that, as and when they arc promoted
to the Group 'A'
Service,they should not havc to pass through thc
Junior Time Scale but should be directly inducted into the Senior
Time Scale. They are encouraged in this demand because of thc
present position where in somc Group 'B' Services such a carcer
progression is already pcrmissiblc.
554
\car. Thc cadrc controlling authoritics insist that thcy woul
ollow thc pronidion of only that numbcr of Group ' B' candidatc
as arc pcnnissiblc acuxdmg to thc prcscribcd pcrccntagc of posl
to bc fillcd in by promotion, not as pcr thc actual vacancics but i
rclation to thc numbcr of direct rccruits taken. Thc Association
havc dcmandcd that full bencfit of promotion should bc.allowc
to thcm against the promotion quota. Some haw gonc as far 8
to demand that thcy should also be promoted on an ad hoc basi
against thc posts not fillcd up from the direct raruit quota. 1
few, who arc bcing given such ad hoc promotions, want hi
promotions to bc on regular basis.
: 555
pcnod of I2 ycars and I 0 ycars for Group ' D and ' C' cadrcs, thc
rcsidency rcquircnlcnt has bccn kcpt at only 8 ycars for Group 'B'
cadrcs.
49.10
C.T. Civil Service The U.T. Civil Service (DANICS) and U.T Police Service
@Ax*cs)und (DANIPS) cater to the middle level civil and police administration needs of the
U.T Police
Service (VANIPS)
N.C.T.of Delhi and UTs of Andaman and Nicobar Islands, Lakshadweep, Daman
& Diu and Dadra & Nagar Haveli. The total authorised cadre strength of these
services is 398 and 355 respectively. Posts in both these services are interspersed
among three grades of pay, viz., Grade I1 (Entry Grade): Rs.2000-3500; Grade I
(Selection Grade): Rs, 3000-4500 and Junior Administrative Grade : Rs. 3700-
5800. The posts earmarked-underGrade I and JAG are classified as Group 'A'
posts. The recruitment to the Entry Grade is made by direct recruitment and
promotion from amongst suitable officers of the feeder grade.
Pondrcheny Civil 49.1 1 The Pondicheny Civil Service and the Pondicherry Police Service
Service & provide the middle level of Civil and Police administration in the U.T. of
Pondrcheny
Police Service
Pondicbeny and are the feeder services for the AGMUT Cadre of respective All
India Services. Their cadre strength is 62 and 14 respectively. On the pattern af
DANICS there are threegrades of pay for the Pondichemy Civil Service as against
the two grade pay structure in case of Pondicheny Police Service. Fifty percent of
posts of Entry Grade (Rs. 2000-3500) in both these services are filled by the
Combined Civil Services Examination conducted by the UPSC and the rest by
promotion.
Demands 49.12 All the above mentioned four Services have demanded an Entry
Grade of Rs.2200-4000 and standard Grades of pay upto Rs.4500-5700 on the
pattern of most of the State Governments including the neighbouring States who
have already created such promotional avenues for their corresponding cadres
These services are feeder to the AGMUT cadre of thc respective All India Services.
The AGMUT cadre of AIS comprises of two distinct categories for the purposes
of feeder Services to *e AIS, namely the participating States and UTs including
N.C T of Dclhi. The participating States arc Arunachal Pradesh, Mizoram and
556
Goa whilc thc Union Tcrritorics arc Andaman B Nicobar Islands. Pondichcy.
Chandigarh. Lakshadwccp, Dadra B Nagar Havcli. Danian B Diu and N.C.T of
Dclhi. R' IC Statc CiviVPolicc Scrviccs of all thrcc constitucnt Statcs hay, url r ; n Q
scalc of Rs. 2200-4000. Thc U.T. scgmcnt of AGMUT cadrc has four &inct
fcodcr Scrviccs, namcly. thc U T, Civil Scrvicc, thc Pondichcrry Civil Scrvicc, thc
U.T. Policc Scrvicc and thc Pondichcny Policc Scrvicc. Thc U.T. of Chandigarh
is bcing rnanncd by dcputationist oficcrs from thc Statc Civil Scrviccs of Punjab
and Haryana. In ordcr to strcamlinc Ihc pay structure of Lhc f d c r Civil and Policc
Set%&, we recommend the entry grade of Rs. 2200-4000 followed by the
grades of Rs. 3000-4500,Rs. 37W5000 and Rs. 4500-5700 for these Services.
Our 49.13 The inlfoduction of a ncw gradc nmssitatcs somc re-structuring
recmmcndabons.
pay scaler of b e cadres involving intcrspcrsing of cxisting posts among different grades of
pay. We recommend the foliowing'tevised uniform grade structure for these
Services:-
Rs.3ooo-4500 75 71 11 4
Rs.3700-5000 75 44 10 2
Rs.4500-5700 30 27 5 1
557
I'rlmIollfJlr yctotca 49 I j Thc All India Scrviccs (Appointmcntby Promobon) Rulcs provide
for a promotion quota of 33 33% of scnior duty posts plus Ccntral dcputation
rcscncs for thc rcspcctivc fwdcr cadrcs It has bccn dcmandcd that thc statc
dcputation. Icavc and training rescrvcs should also bc counted for thc calculation
of promotion quota, and the pacentage should be raised to 50%. We fwl that this
is a larger issue whch cotlcems all the f&r cadrcs to thc AIS. Thcre is no rcason
to intcrfcrc with the present arrangement. We recommend that the status quo
be maintained.
Jortrt Select I,l.sl 49 16 It has been argued before us that to the detriment of the intcrcsts
of thc UT Civil Service and UT Police Service, from 1988-89 onwards, thc
Ministry of Home Affairs have resorted to promotion of officers on notional
allocation basis Th~shas enabled the Mlnlstry to arbitrarily earmark the promotion
quota vacancies for different constituents of the AGMUT Cadre, which bears no
rclabon to the strength of different feeder Cadres The Service Associations have
dcmanded swwhmg over to the 'Joint Seniority' system for such promotions We
feel that the promotions to the respective AIS, AGMUT cadre should be made
on the basis of a 'Joint Select List' drawn batch-wise by including suitable
oficers of all the constituent feeder cadres
Eonnorking olex 49.17 The National Capital Territory of Delhi is one of the constituent
cadre posts units of the AGMUT cadre of IAS. One of the major grievances of DANICS
officers has been that all the middle and top level ex-cadre posts in Delhi
Admhstration are being filled by either the IAS officers of the AGMUT cadre or
by oficers on deputation from other cadres. This practically leaves little room for
their officers to man even the middle level administrative posts in Delhi. We feel
that all senior/top level ex-cadre posts in the National Capital Territory of Delhi
should be manned by the officers of the IAS (AGMUT Cadre) and the middle level
ex-cadre posts by the DANICS officers. Accordingly, we recommend
earmarking of all seniodmiddle level ex-cadre posts under Delhi
Administration for the IAS (AGMUT Cadre) and the DANICS respectively.
558
50
Introduction 50 1 The organised engineering cadres are employed in almost all important
depaitmtmtdministriaof the Central Government. The Engineers are involved in
diverse activitks of manufacturing, maintenance and operation of systems. Major
departments in which the engineering workforce is engaged are Railways,
Defence; Communications, Water Resources, Power, Surface Transport, Urban
Affairs & Employment (CPWD), Commerce (DGSBrD), Industry, Science and
Technology (Survey of India) and Mines (Geological Survey of India).
There is a wide variety in the functions and profile of the ministries and
departments in which the engineers are engaged.
Role of engineers 50.2 In the context of fast changing economic policy regime in the
Governmen' country and the imperative need to redefine the functions,and role of the Central
Government, we commissioned IIT, Delhi to study the 'Role of Engineenng
Personnel in the Central Government'. Indian Institute of Technology, k l h i in
their report formulated following concerns in the light of the present national
condtion :
"a) The nature of the engineering job in terms of its output is such
that it is verifiable in an absolute sense (in terms of visibility) and
in a relative sense (in terms of tangibility of outcomes and
appmtness of failures). The issue therefore is about the nature
of autonomy required and whether the requisite autonomy vests
with engineers to function adequately.
Given that the pay scale has protocol valuc in the Govcrnmcnt,
the issue of possible dclinking of pay scale promotions to
responsibility promotion remains one of the complicatcd ones.
Zdent*ing, rcwardng and nurturing compctcncc is the heart of
the survival of a profession.
"The facts of the casc are that reforms have not altered the extent
of hierarchy ip specific groups nor has the Government made any effort to
change the status of such groups. An attractive tax package and an access
to imports have been o f f d to the professional and urban middle classes.
The prosperity of the former has not been harnessed for national
development by making it amenable to income tax. The unionized worker
continues to be a definitive variablc in the industrial policy almost to the
neglect of the issues of skill formation in a manncr which is growth
oricntcd. The dominant proprictq class, thc industrialist, the rich farmer,
and the professionals alikc sccm to bc wcll poiscd to get the best out of thc
deal of the reform. The fiscal disciplinc which should havc comc in has
560
not tcrkcn placc. and truc compctition in thc domcstic marlict has bccn
rcstrictcd dcspitc relativc erosion of monopolics whilc pio!cction of thc
domcstic capital is still a mattcr begging attcntion. Liberalization of
forcign direct invcstmcnt to financial scctor rcforms is of coursc much
projcctcd. But how far this alters thc rolc of thc Ccntral Govcmmcnt. as
far as thc actual running of thc Govcmmcnt is conccrncd, in tcrms of thc
specifics remains really an impondcrable question.
Ministry/ Total
Dcparhnent
4000 4500 SO00 5700 6700 7600 8000 (fired)
- - - _ - - - - I _ -
56 I
Ministry of' Watcr
Resources
C'WliS 2x9 260 I01 ox 33 04 0I -- 756
CI'IS I76 210 *Ill( ) 35 06 0I _- 539
Ministry of'
Kaihvavs
ClVll 1363 647 469.) 2645
Mechanical 790 27x 322 ) 1609
Elcctrical 672 337 318 )(H) 1412
S&T 493 29 1 I91 1 I044
Stores 346 23 1 122 1 I59
Department of
Science and
Technology 92 154 74 327
(Survey of India)
Ministry of Mines
GSI (Mech.) 10 17 06 34
. (Drilling) 73 34 19 128
Ministry of
Communication
Telecom 62 1 2268 520 (=) 3665
Telecom Factories 28 29 10 -- 70
P&T Civil Wing 23 87 455 -- 600
Ministry of
Commerce
* R~.5100-5700
S Rs.5900-7600
(#) Rs.37004500 + Rs.4500-5700
@ Rs.7600 (fixed)
(=) including Rs.3700-5000 and Rs.4500-5700
Srarus aridHole 50.4 . The memoranda reccivcd by us from engineering cadres rcflect,
oflywinrefs: with a few exceptions, a universal sense of frustration and deprivation in respect
Perceprion
of carecr progression and role in decision making. This perception is very acute
among Group 'A' E n g i n m g Serviccs when they compare themsclves with Group
'A' Civil Services and All India Scniccs. The All India Federation oTEngincers
rcprescnling the Associations of Group 'A' Enginccrs and the Institution of
Engineers have articulated the grievances and demands of Group 'A' Engineers.
Important issues highlighted by the Fedcration and the Institution in their
562
nicmoranda and at thc trmc of oral ci,idcncc bcforc us arc sumniariscd bclo\\ -
Problemsfaced 5 0.5 The All India Federation of Engineers has further pointed out
by certain problems faced by Engineers. These are:
50.6 Thc Federation has suggestcd that therc is nccd for setting up a
nodal department for Enginccring Organisations. This department must exercise
control over physical planning, financial association, rccruitmcnt, promotion.
training as \veil as inter-dcpartmcntal transfers and posting of pcrsonncl including
cnginccrs and tcchnologists. bcsidcs standardisation of specifications, codes, rulcs
and proccdurcs and thcir updation.
50 7 A comparativcstudy of slnrctural ratios and thrcshold analysis of
Ccntral Group 'A' (Non-Technical), Ccntral Group 'A' (Tcchnical) and All India
Scn4ccs rcvcals thc following-
ii) Thc promotion threshold lcvels for Senior Administrative Grade (SAG)
and above are part~cularlydisadvantageous to Engineering Services This.
characteristic, howevcr, is shared by Central Group 'A' won-Technical)
Services with Engineerihg Services vis-a-vis All India Services.
Engineers in Civil 50.8 It is presumably due to better career progression and status that
service^ there is a growing tendency among the Engineers to compete for and join the Civil
Services. The available statistics from 1984 to 1986 indicate the following in this
regard :-
564
Ici cl of satisf;ictioti ;IS coiiiliarcd lo cngiiiccrs 111 olhcr
dc~~nrtiiicntslmiiiistrics "
I8400
I995 48390 56660 26670
1996 5 1300 56660 32030
I997 54370 56660 34320
I998 54370 56660 33340
I999 57640 56660 28900
2000 61 100 56660 20800
Annual
Average 56260
27780(49.38%)
(Source: lnstitute of Applied Manpower Research, New Delhi).
565
of 'Botch Parity' put forth by the representatives of the Engineering Services
is feasible of implementation.
h i t i i r i K arid 5 0 16 We are of the vicw that training and updation of skills and
shil' I c d f J r t r ' i ' knowlcdge arc very crucial for all government officcrs in a modem technological
norld We find that in some cngincering cadres (as in Railways) no training
rcserve 1s prouded We recommend that the training reserve within the limils
suggested by us in the model cadre structure be provided for all Engineering
Services. We also recommend that the government consider including the
engineering services in the Foundation Course for all Civil Services. We also
endorse following suggestions made by IIT, Delhi in their study in this regard
for acceptance of the government:-
566
Membership of professional bodies should be encouraged by way of
reimbursement of membership fees.
(c) A Field Duty Allowance on the same scales as the Design and Planning
Allowance for those engaged on field duties, involving additional physical
effort and skills as well as mental strain.
567
Reimbursement of fees for membership of professional bodies
1400.2300 DR 6O%to7JK DR 2JYelo9oK Diplonu DR 97% w- IE Diploco. JE(Diploclu) DR@iplonu) DRZJ-4oH Diploma ladnmcdi~clRomoticm
(Diplm) R. 10s. lo 7JYa DR 13 113% (Diploma) DR 100% (Dip.) Also by Tr. of R.60 -75% (DR IOOK) W e with of A r t i s m s
R 25Ca4oK DeprtExrm LDCE 3% Ddbmm (Diplome) Mu)u md
Tr&in&l)~/2yn 16 20% with DR Qwl. DR 8oH (Dieloma\ Scimr G v h a
Pr. l O n ; ' h I & tes io feeder
ca&er(lL. 1400-
2600)
1600.2460 R. loOn R. I W h (in NA NA NA R. 1oOn NA NA
OPs md N W O
dY)
DR 1-
1640-2900 NA R. IOOH(AtF3) DR 50% Time B m d Time Bowid in QviVElect NA NA DR2W
UXE5o%ioJycn Jycm Tim B d in Diplmnm
(Science 5ycm (Drilling,
Gmcbera Pr. 1001;
depubnedly R. loOn (Mtch)
qwli6.d
)rl.binJ**l)
2000-3200 DR 20% Pr. 75% O R d y NA NA NA h.tbm.0 HdD'Ma NA
crdurr
2000-3500 NA Pr. 100% Mu Gr'B'Pmaul dviYelcn Pr. 1wK
p m n d i o a i o 15 DR 4oHCESE
ynifno~pram-R. 60%
t.edo0-r (JE+DA+ ((Lr 'B') ( w l yW d
buir Dmm) 1wHPr.h
F a nplrpro- llvp wist
llD(io0 :5oK
Sdectios; 5 o H
IDCE
2373-I500 R. lwK Pr. I W m O h NA NA NA NA
NASO
2375-3750 Selediico NA NA NA NA NA NA NA NA NA
Warp W
22004OOO DR 6oHCESE DR I O O % M u DR 5OHCESE D R 100% DR IOO)((CESE) CiviyElrd DR 60$(CUE DR JoH DRJoH
R. 4 o H DR 6ow OFe R. JOH DR IOOH R. 4oK CEBH R.JoH
R n O D 4oK R-m f&ppb
DR 662l3HNA90 wisr)
R:33 113%
30004500 R.lOOY. )66U%R.AEE R.lOOK RlOnAEe R . $ o H m R.AEE R.?% R. lOan Fr. loOn
Mu p3 113% R. AE Pr. 5 o n AB' 5oH Ae R.AE TODU96
I: J o K R A A S 9
N W O 130% R. Sr. Fa-
SUBORDINATE ENCINKERI'VC SERVICES : PROMOTION PATTERN
46.94 Yer
TechcdC.drr
Minim of Surface
nodBW I N
570 :
Dcpwneoi
Civil 1096 Ni 1
SurVcyOfWah
Eltcoicd
- tPo.dnnoad.
rlpolsoQ
ofRrZo0o
-3Joo in 15 ya
- m.n
--
2W61 -10230 2M61 14500 NO
Telrcom -.
TelecmFactoh
PM’Civil W g
445
2224 - p.r 4.:
s a l e of 1640-2900 in loOn
445
2224
81
1569
1935
70.5s
No
Y-
-Rrzooo-3500
Jlrrr
P d prcmotion
in 1s
b
ycm
(c+rCpiDkcbW*
M i n i m of Wplrr R-c
Mrpvav o f Pow([:
113 NIL - 914 330 36.10 No
of Rulw.yl
- 171 - 171 92 53.v No
CivilEa(li0caig
MedmnicdW 13331 (9337) 9720 8925 66.91 23058 1132 4.91 No
flcccricd J%giacrriag 22103 (I6S77) 19393 18101 81.90 414% 799 1.93 No
Sigvl mddeleroa~ 9127(U45) 1162 not n97 16889 ui 285 No
-erios 4891 (2201) 3968 3662 14.U 8859 330 3.n No
2 -Dcproad
409s (1364) 3229 3229 nu nu 322 4.4 No
:371 :
Bascd on h c anal!sis abovc, \\c hn\x iiiadc !'ollo\~iil~
important
findings -
Diploma Engiiiccrs (Civil & Electrical) in ('PWLI. P&T ('11 11 Wing. All
India Radio/Doordarshan undcr thc Miiiistn of liifoniiation and
Broadcasting gct highcr pay scalc (Rs 1040-2000) in a tinic bound
nianncr.(S JTS) and subscqucntly pcrsonal proniotion to thc pav scalc of
Rs 2000-3500 (15 \.rs ) This pattcm has rcccntl! bccn introduccd in
Building and Roads Wing of Mililac Enginccring Scnicc
There is large variation in the pattern of promotion within Group 'C' and
from Group 'C' to Group 'B' posts.
The best three orgmsations III respect of promotions \tithin Group 'C' arc
- CPWD, P&T Civil Wing , Ministy of I&B (Civil & Elcctncal) Thcsc
three organisations hake scheme of time bound promotions Thc Worst
Three organisations are - Border Roads(B&R), I&B (Broadcasting),
Indian Naval Armament Organisation
Demands and 50.2 1 The demands and grievances of the subordmate enpeering cadres
Grievames: have been articulated by the Federation of Diploma Engineers. The Federation has
Low Pay Scale
made the following important submissions before us:-
The pay scales and the status ofthe engmcers has been brought down over
a period of time, the maximum damage being donc by the Fourth CPC
which granted the pay scale of Rs. 1400-2300 to Junior Engineers (Jes)
572
Rs 1400-2300 at the c n t n Icvcl
Rs 1O4O-2!lOO aftcr 5 !cars of s c n x c
Ks 2000-3500 nlicr 15 !cars of total S C ~ I C C
Thcsc pay scalcs \\crc. ho\\cvcr. not cxtcndcd to the Junior Engiiiccrs
\\orking in othcr dcpartmcnts In thc mcantimc, the Suprcmc Court ol
India anardcd thc highcr pa! scalc of Rs 2000-3200 to thc Enginccring
Assistant; of thc Ministry of Information and Broadcasting \\ho ncrc
carltcr cquatcd to JEs Thc Fcdcration dcmands that JEs should bc git cn
thc initial pay scalc of Rs 2000-3200 i n prcscnt tcrms
I Imr-h1>loId Thc timc-bound pay scalcs awardcd to JEs of CPWD should bc cstcndcd
kr&r p vscah to all JEs Following timc bound pav scalcs bc granted in prcscnt terms -
Quota in Group For promotion of JEs 80% posts of Assistant Engineers should be filled
:1 'posLs up on the basis of seniority and remaining 20% by Limited Departmental
Competitive Examination (LDCE).
L'nijom Service There should be common senice conditions for Diploma Engineers all
Condiiions and over the country in respect of their pay scales, designations, promotion
Ilesipratrons
prospects, status, etc.
5 73
' ~ w l l l l l ~ ~ tJ/
l l / 1/11.
\ j()2, Wc ha\ c rcccivcd coiiiiiiciits from major Miiiistrics and
" l t l l \ ~ r ' l ' \ "'I
Dcpartmciits 011 thc pa! scalcs of DiplomidJunior Eiigiiiccrs
I )l*l#rclrlclc( 1 1 1/11'
l~tdmi/ioii
Thc Miiirstq of Urban Affairs and Emplo!iiiciit has rccoiiiniciidcd that llic
pa! scalc of Junior Enginccrs at cntn Icvcl bc thc rcplaccnicnt scalc 01
Rs 2000-3200 and thc.scalc of Assistant Enginccr bc grantcd after scnm
of I0 !.cars
Thc Ministry of Ralways has rcconimcndcd a highcr pay scalc as thc scalc
of Rs 1400-2300 is also thc pay scalc of Mastcr Craftsman and Mistrics.
nho form thc fccdcr gradc for promotion to thc post of Tcchnical
Supcn isor Thc Ccntral Admi~strativcTribunal, Ncw Dclhi has dircctcd
Railways to rcfcr this casc to thc 5th CPC
Thc Dcpartmcnt of Tclccom has proposcd a highcr pay scalc for JEs than
that of Dman gradc I (Rs.1600-2660) as thc lattcr works undcr thc Junior
Enginccrs
574
rccruitcd in thc pay scalc of Ks 1400-2300, arc graiitcd highcr pa! scalcs 01'
Rs I Wi-2900 aftcr 5 !cars of scrixx and pcrsonal proiiiotion tc thc pa? scalc of
Rs 2000-3500 aftcr anothcr 10 ycars of scrvicc I n our opinion, it -is not
desirable or feasible to replicate this pattern of time-bound higher pay scale
and personal promotion in other cadres due to following reasons:-
1) This would dc-link altogcthcr thc availability of posts for timc-bound pay
scalcs and pcrsonal promotion as in CPWD
ii) Total dc-linking of posts and higher pay scaldpcrsonal promotions would
disturb thc misting cadrc structurc whcrcin posts arc availablc at diffcrcnt
Icvcls as pcr functional rcquircmcnts
iv) The cadrcs which at prcsent havc functional posts at different levels may
bc put at a dsadvantagc wilh rcgard to furlher highcr promotions if ACP
upgradations arc not followcd by rcgular promotions against substantive
posts at intcrmcdiate Icvcls
50.26 We consider the demand for cadrc review of Group ' B' and Group
'C' posts consequent to the adverse impact of Group 'A' cadre review, to be
justified. We recommend that the Government immediately take up all suck
cases with a view to rectifying the adverse impact on Group 'B' and Group
'C' cadres. These reviews, however, will be subject to our overall strategy 01
rightsizing the Government machinery.
')5(1- IYX)
'175.1 5JIl I'racer 'IraLcr 'rraccr 'I'raccr 'I racer
(1'1) (43) (276) (141) 111) 54')
576
I Yman
( i r 111
(h')?)
I Yman IYman
Gr I Cir 1
( I 57X) (223)
('hid Chief
lYmM Estimator
(254) (8) 336
Chief
Wman
(1) I
'I-echOficer
'A
(74)
Tohl 120 973 452 2511 2020 358 1378 395 8147
16102900 H u d Dman
(2) 2
2000-3200 Head D ~ M Head Chief Chief
Dman Dman Dman
(1) (25) (8) (1960) 2332
2000-3500 mice
Surveyor
(359) 359
2375.3500 (I)
: 577
/'ctj' S('U/l'.C I !I' 5 (). 3 4 Thc 3rd CPC rcduccd largc nunibcr of pay scalcs and
I )rq/i.vttlw rccommcndcd following fix pay scalcs for Draftsman:-
.Irhifrcthoti
.4 word I .cvcl Pay Scalc(Ks.) Qualilication tor Ilircct Recruitment
578
iii/i,r-i),,j),ir/iiii,ii/ j ( )3 7 Wc constitutcd and coin ciicd an iiitcr-dcpartmciital group lo
,It IrImjJ coiisidcr thc problcnis and issucs raised b\ tlic Associations of Drawing Office
Staff Rcprcscntativcs of 2 0 Miiiistrrcs/Dcpartiiiciits participakd I I I thc
dclibcrations of thc group Bascd on thc discuss~ons111 thc riitcr-dcparlniciital
goup and gcncnl pnnciplcs of pap dctcrmiiiation cnunctalcd b\ us. we make the
following recommendatims for Draftsmen:-
Draftsman Grade 111 1200-2040 Draftsman Grade 111 1320-2040 hlatric + 2 yrs Diploma in drafts-
manship or equivalent
Draftsman Grade 111
Senior Draftsman 1400-2300 Draflsman Grade 11 1600-2660 Matric or '10 + 2' + Diploma in
Engineering or equivalent
Draftsman Grade I/
Head Draftsman 1600-2660 Draftsman Grade I 1640-2900
Chief Draftsmad
Chief Estimator 2000-3200 Chief Draftsman 2000-3500 Degree in Engineering or equivalent
5 79
necessary.
580
II) ‘Ihc Ccntral Electrical and Mcchanicsl Engineering Scn,icc
Threshold as on
1.7.1995 - - 1976 1967 1967 Nonc
Threshold as
on 1.7.1995 - - 1977 1975 1964 NA
50.39 The break-up of posts in thc scrvices and threshold for promotions
to highcr posts havc becn notcd above, The Association represcnting Central
Engneering Service has brought to our notice the unprecedented stagnation at the
Senior Time Scale(STS) Junior Administrative Grade(JAG) and Senior
Administrative Grade(SAG) levels. They have suggested introduction of
time-bound promotions upto Higher Administrative Grade (HAG) through batch
parity with officers of All India Services and Group ’A’Central Services.
50.40 We find that a very hgh percentage of posts (58.77) in STS is due
to provision of 50% posts at this level for promotion of Group ‘ BAssistant
Engineers for most of whom this must be the culmination of their career. The
threshold levels of promotion present a dismal scenario for the Service. We have
been informed that 4 more posts of -4dd1tionalDirector General (ADG)(HAG) and
13 posts of Chef Enpeers(SAG) in addition to some posts at JAG level are now
available after approval of latest cadre review proposals in 1995. This is expected
to improve the career prospects of the Service. In addition, the general scheme of
ACP upto NFSG would provide further relief to the cadre.
50.4 1 The number of Group ‘A’ posts of Engineers (other than Project
Team) in CPWD depends upon work-load n o i s for creation of Divisions. The
project posts would further depend on the nature and value of projects offered to
CPWD for cxecution. The improvement in career prospects of the Senice would
thus depend a great deal on thc increase in number of divisions and projects.
However, following recommendations are made in accordance with the general
approach discussed above to provide some relief against stagnation to Group ‘A‘
organised services:-
58 i
ii) Two of the existing six posts of Additional Director General in the
pay scale of Rs.7300-7600 be upgraded to the pay scale of
Rs.7600-8000in present terms.
50.42 The Central Public Works Department (CPWD) has made some
Sfc~rr'n'e'tditt~
suggestions as noted below for our consideration:-
l:'tt@r.er wid1
I.)ept~pIttspzctor
(;ctrtwl of i> To compensate enginccrs for extra timc taken to acquire enginccring
t~l~lict~llll~~, qualifications compared to an ordinan. graduatc dcgrcc, it is suggested
that the Central Enpccring Service Officers be given two ?cars antc-date
\ is-a-vis the officers joining All India Seniccs and othcr Non-tcchnical
Services.
ii) The pay scale 01 the buperintending Enginecr should be equal to the pay
scale of the DIG of Central Para-Military Forces (Rs.5100-6300), in view
of well established parity of equivalence of the Superintending Engincer
with the DIG of Police and the Commissioner in States and that of the
Exqutive Engineer with Superintendent of Police and District Magistrate.
582
5 0 45 Wc would, howvcvcr. lihc to mahc an cvccption onl\ in thc casc of
SupcnntcndingEnginccrs It is a fact that thc Sccond CPC had alrcady cstabllshcd
a parity bd\\ccn Supcrintcnding Enunccrs aid Conservators of Forcsts by granting
thcm both thc scalc of Rs 1300- 1 HOO This parity was ccmcntcd furthcr b! thc
Third CPC which obscrvcd that “For thc post of Conscrvators of Forcsls we
rccommcnd dic scak which wc havc tccommcndcd for Lhc Supcrintcnding Enginccr
gradc of thc Ccntral Class 1 Enginwring Scrvicc VIA. Rs.1800-2000 For thc
sclcction gradc or Conscrvators of Forcst. thc samc Commission statcd that ”a
scliction gradc of Rs 2000-2250shuld bc introduced for thi: Conscrvator of
Forcsts, on thc samc principlcs as rccommcndcd for the Sclcction Gradc in thc
Ccntral Class I Enginwring Scrvicc ” Bct\vccn the Third and Fourth CPCs. thcrc
was an upgradahon of thc first gradc for CFs to Rs. I 800-2000.Subscqucntl!, thc
Fourth CPC mcrgcd the scalcs of Rs.1x00-2000and thc Scloction Gradc of
Rs 2000-2250and gave CFs thc singlc functional scale of Rs.4500-5700 The
samc treatment in spuit was u n f m a t c l y not accorded to the SEs who wcrc givcn
a JAG of R~37OO-500Oand an NFSG of Rs 4500-5700 Taking into account the
significant role of engineering scrviccs in the nation-building process and the fact
that thc promotion prospects in cngincering cadrcs are rather bleak, we
recommend that the NFSC of Rs.4500.5700 should be converted into a single
functional scale for Superintending Engineers and the scale of Rs.3700-SO00
should instead be the non-functional JAG for Exe.Engineers. However, in
order to avoid too fast a rate of promotion in certain cadres to this grade, it
is further recommended that promotions to the scale of Rs.4500-5700 would
be permitted only on completion of 13 years of service in Group *A’.
Although the above recommendation is being made in the context of CPWD
engineers, it is clarified that this dispenstion will be available to all
Engineering cadres in the Government.
50.46 We find that the average age of entry into Central Civil
Services and engineering Services is the same. We, therefore, do not accept
the suggestion to grant 2 years’ ’ante-date’ to Engineering Service officers.
Electrical and 50.47 The Electrical and Mechanical Engineers of the CPWD have
Mechanical represented to us that the W t o r a t e of the CPW3 is insensitive to the aspirations
Engineers of
CP112) and career problems of Electrical and Mechanical Engineers. The association of
these engineershas alleged that despite phenomenal increase in their work-load and
the contributionof Electrical and Mechanical Wing (E&M Wing) in several fields
of highly specialised nature, the E&M Wing is discriminated against in respect of
creation of posts based on accepted work-load norms and manning of senior
management level posts (ADG and DG) of the department.
50.48 Thc CPWD administration, on the other hand, has contested the
claims of the association and has submitted the following for our consideration:-
1) The role assigned to and expected from the CPWD in the government set
up is that of a body responsible for construction of civil works and
buildings, which neccssarily rcquires a pre-dominant civil cngincering
input.
ii) Thc Ccntral Elcctrical and Mechanical Enginccring Scrvice (CE & MS)
was all along considcrcd to bc a support service in the role assigned to’the
CPWD.
5 83
iii) In most of thc sophisticatcd iiistallatlons. thc job of' Elcctrical and
Mcclianical Wing compriscs of purchasc of proprictan. or ncar
proprictay. high cost full!. factory asscmblcd. or ncarl! full! factor!
asscniblcd, installations Thc i\orh-load dcfincd for an clcctrical dit ision
is nomially laid do\vn on thc basis of normal routine clcctrical norhs lihc
wring NO&. hich. at b a t constitutcs about 20% of the building cost, and
\I hich ncccssarily demands a widcr jurisdiction and a morc spread-out
uorh fgr an clcctrical division
584
Thc rcquircmcnt of Euccutn c Enginccrs. Assistant Engiiiccrs and
Junior Enginccrs is bascd on thc basis of actual workload pcrfoniicd b!
thc divisions Similarly thc nianpo\vcr rcquircnicnts of corrcspoiidcncc
branch, accounts branch and drawing branch is bascd on thc basis of
actual work pcr formcd by thc di v i s ions
SIU team has not been ablc to apprcciatc thc logic followed in the
above formula due to some inherent ncgativc cffcct of rcvision of financial
norm. To obviate this effect SIU has recommended that revision of norm
should be done every year and it should be directly related to the
increaseldecrease in the cost of index on proportionate basis".
Our views
50.52 The Committee in its findings has rightly observed that the
'norms/yardsticks are generally outlay bascd and not on the basis of
worth-of-charge'. It was precisely because of this reason that we had suggested
review and rationalisation of norms which should be need based rather than on
mere outlay for works. Noting recent changes in trends towards engaging outside
agencies for the execution of works and the decision to permit private sector
participation in prdects 'under several ministriesldepartments we had suggested for
this Committee to consider that:-
585
3VH 3VS 3SdN 3 V f SLS SLf
I ~ < ~ f l l , l(l1l1~h*
f 50 50 Tlic AsscXiation ol' ('t3S( Roads) ( h u p ' A ' I I ~ ; ~ I I I ~ ~I11;lt
I I I ~ thc
S
I\\~l~ltltl~l~l I3ginccrs arc king trcatcd as aiicillanfto tlic gcncralist adiiiinistration and arc not
bciiig allowcd to cuploit thcir talent t o the optimunl cvtcnt l'hc Asstxiaboil.
tlxrcforc. fccls that the Enginccrs arc tlius rcduccd to an iiifcrior statils/catcgon
conipivcd lo gcncrdds aid that thc prcsciit social and adiiwiistrativc ctlios should
undcrgo radical changcs and thc v c v basis of dctcniiining rclaiivc structurcs. both
\ crtical and horimntnl must bc rc-cuamincd
We find that the last cadre review for the Service was done in 1986.
Next review is overdue. The Government may initiate necessary
steps to finalise the cadre review immediately.
% age share of
totalduh posts 38.23 34.39 13.40 8.99 4.36 0.66
Threshold as on
1.7.1995 - - 1979 1971 I964 1962
% age share of I I
total duv posts 32.65 38.96 20.59 6.49 1 30*
Threshold as on
1.7.1995 - - 1975 1972 1965 Nonc
(* Not encadred)
50.63 Group ' B officers of the Central Water Commission designated as Extra
Assistant Directors in Headquarters and Assistant Engineers in the- ficld
sub-divisions have brought to our notice that despite being the real working Icvcl
in the Commission, their promotion prospects which were already bleak have
further worsened due to Group 'A' cadre reviews. They have pointed out that the
following ratios exist bctwccn diffcrent grades in the Engineering cadres of the
cwc:-
Grades Ratio
5 0 65 As pw thc existing rulcs, 40% of thc intakc to thc Group 'A' junior
Drcctors) is by promotion from Group 'B'. Thc balancc 00%
tiinc scalc (Assistant
is direct rccruimnt through Union Public Scnicc Commission. The Grovp 'B' is
a singlc gradc acmicc whcrcas Group 'A' cadrc is a multi-gradc scrvicc from
Assistant Dircctor right upto Mcmbcr of thc Commission. Thc Ccntral Watcr
Commission had constitutcd a Cadrc Rcvicw Committcc hcadcd by Chairnian.
Ccntral Watcr Comniission to rcvicw thc cadrc of Group 'B' Enginccring Officcrs
Thc broad ~crmsof rcfercncc of thc Committcc wcrc to csaminc the csisting
promolion opporiunitm to thc cadrc, to suggcst modifications. if ncccssarl\.. in thc
rccruitmcnt rulcs 'kccping in view thc special rcquircmcnts of Ccntral Watcr
Commission and its ficld formations.
50.66 We understand hat the neccssar?. cadrc rcvicw for Group ' B' posts
in CWC has alrcady bccn finaliscd and is undcr considcratron of the administrati\ c
Ministn. We endorse the recommendation of the Cadre Review Committee
for enhancing the promotion quota of Group 'B' posts in Group 'A' JTS
from existing 40% ;o 50%. In addition, we recommend a time-bound crash
programme for filling of vacant Group 'A' posts within 6 months. This
would, in addition to ACP scheme recommended by us, provide necessary
relief to Group 'B'engineers.
50.67 We have been informed that the feeder posts to thc Group 'B'
posts in the CEA are (I) Technical Assistants(graduates) since rcdcsignated as
Technical Officcrs. (it) JEs(graduates as weil as diploma holdcrs) (111) Head
Draftsmen and (iv) Research Assistants(Engineering) All these feeder categories
are in Group 'C'.Promotion to Group 'B' posts are made in the ratio of 2 1 from
graduate and diploma engineers respectively. There is acutc stagnation in the
Group 'B' cadre. As against the eligibility period of 3 years in the gradc for
promotion to Group 'A' posts,about 90% of the total strength of Group * B' officers
have rendered 8 to 16 years of service in the grade. This has occurred mainl:. due
to cadre reviews undertaken for improving the carcer prospects of Group 'A'
oficcrs, resulting in a reduction in the number of Group 'A' posts at lower levels
590
Rcscarcli Assislants (No1 csistiilg i 1 m )
Supcnisors ( 3 8 posts) Rs 1400-2300 (rc-dcsrgiiotcdas JU)
Hcad Drauglitsman (25 posts) Rs 2000--320(1
t )nr 5 0 70 Thc pa!* scalc of Junior Enginccrs IS proposcd lo bc impro\ cd 111
W Ctt
gcncral from thc csrsting Rs 14OO-23OO10Rs.I6ot)-2660. A second pay scale
~nlll,~lt~fll~l~~~l.\
SO 71 Thc nunbcr of promotion posls (02 posts of AD-11) for JEs. TOs
and Drartsmcn arc adcquald In addition. thc provisions of ACP would proudc
furthcr financial rclicf ti11 rcgular promotions arc madc for thcsc catcgorics
MINISTRY OF COMMUNICATIONS
sc) I
projccts I hc Association accordingly has put forth iollow ing dcmands and
suggcslioiis for our considcration.-
In ordcr to ensurc better coordination in the ficld units, thcrc should bc onc
CE (Civil) with each Chief Gencral Managcr.
In order to meet the training requirements of the Civil Wing there should
be an SAG level officer supported by three JAG level officers in the
Advance Level Telecommunication Training Centre (ALTTC). In
addition, each zone should have a JAG level offker to meet the training
needs of the field units and the freshly inducted staff at the zonal level.
592
I063 to plan and csccutc all ci\4 works of thc Post & Tclcgraphs Dcpartmcnt.
Dircct rccruitnicnt of Civil & Elcctrical Enginccrs to thc P&T Civil Wing startcd
in I063 through thc Combincd Enginccring Scrvicc Esamination o f thc UPSC.
Thc Architects \vcrc dircctly rocruitcd through thc proccss of intcrvicw through thc
UPSC. This scrvicc was constitutcd into an organiscd scrvicc callcd "Thc Indian
PdlT Building Works Scniccs" (IPTBWS) with cflcct from 18.4.90, with thrcc
sub-cadrcs viz. Civil. Elcctrical and Architcctural, as thc spccialiscd functions of
thcsC thrcc sub-cadrcs for planning and construction of buildings and othcr
m s t c d infraslructurc works arc intcr-rclatcd and rcquirc close coordination. On
bifurcation of thc crstwhilc P&T Dcpartmcnt in 1985, separate Civil Wings were
constitutal for Dcpartmcnt of Posts and Tclccom. Both the wings arc .scn.iccd by
thc common cadrc of IPTBWS with thc cadrc controllcd by thc DOT.
Our so 73 Wc havc csamincd thc suggcstions and demands of the Scrvicc
rrcimnrrtr~~irtii~tr
F
in thc light of csisting organisational sct up, training facilities availablc for thc
Scrvicc and adjudicatorf functions performed by the membcrs of the Scn.~ccin
Arbitration cases Wc make thc following recommendations.
POSIof,Mwiber. 50.74 We consider -the demand for creation of a post of
Infiashucrure i;i Member(1nfrastructure) in the Telecom Commission justified in view of the
7rlemm
Commtssrorr
need for representation of this Service at the policy planning level and
estimated annual work load of Rs.600 crores for infrastructural services for
telecom development. We accordingly recommend that one post of
Member(1nfrastructure) be created in Telecom Commission.
Other HAG posts Any upgradation or creation of posts of E-in-Chief (Rs.7300-7600) for
Civil Wing of P&T BWS would generate resentment among Electrical and
Architectural Wings since in the field a parallel hierarchical pattern exists in all the
three wings of the Senice upto the level of Chief EngineedChief Architect in SAG.
It may also be premature to suggcst creation of higher level posts pending
re-organisation of the Department. In our opinion, it would be appropriate to
consider creation of other higher field level posts, if justified, after the
reorganisation of the Department, particularly in view of private
participation in this sector.
% agc share in I I
total duty posts 16.94 61.88 14.19 0.54 0.1 1
Thrcshold as on
1.7.1995 - - 1986 1979 1974 1963
Thcrc are about 250 SAG oficcrs and 16 CGMs In DOT In ordcr to
bmprouc the services cvcry fourth post of Gcncral Managcr shou!d bc
upgraded to the rank of Chicf General Managcr cquivalcnt Additional
Sccrctary to thc Govt of India
In order LO rcducc the dclay of 4-5 !cars in promotion to JAG scalc allcr
an STS ofliccr pub in X years of scn icc hc ma! bc givcn doublc incrcnlciit
cvcn \car aftcr complction of X !cars ofscn ICC.
Our I ’wH:\ turd 50 83 Wc ha\c formulatcd our vicws on thc Scrvicc and its dcrnands
rl~ctJ”i”tl’~ldu‘’c’’~ aftcr considcring thc fast changing sccnario in thc Tclccom Scctor
Jimwr t h g i t i w n 50.0(, Thc Junior Enginccr (Civil) is proposcd to bc grantcd thc initial
mid Jirriior pay scale of Rs. 1600-2660 instcad of csisting Rs. 1400-2300 in accordancc with
l>lr.coni 0flcer.v
the gcncral proposcd pay scalc for Diploma Enginccrs in Govcmmcnt. Thcsc
Junior Enginccrs (Ci\d? Elcctrical) further enjoy thc bcncfit of highcr pay scalc of
5 95
Ks 1 640-21N0 aftcr 5 years of sen icc and pcrsaral promotion to the pay scalc of
Ks 2000-3500 aftcr anothcr 10 !cars of scrvicc as i n thc CPWD This is
proposed to be continued as at preseni.
The posts of factory manager be upgraded from JAG to SAG level and
selection grade be provided at the JAG level as in other organised services.
Our 50 89 The Assistant Managcrs(Gr 'A'JTS) arc recruited (50%) through
recommendations
Combined Engineering Services Examination. There is no sound rationale in
keeping a small cadre for Telecom Factories distinct from the main Telecom
Engineering cadre In Railways, for instance,' the Engineering Services Officers
man posts in workshops and Production Units In order to integrate Telecom
Factories into the mainstream and improve the career prospects of
Engineering Officers in Telecom Factories, it would be legitimate to merge the
posts of Group 'A' Telecom Factories Engineers into the Indian Telecom
Service. This would obviate the need to earmark any post in HQs for
Telecom Factories' Service as demanded by the Association of Telecom
Factory Engineers and also bring promotion prospects of TFS officers at par
with ITS. We accordingly recommend merger of Telecom Factories
Engineers cadre with Indian Telecom Service.
S96
significance due to induction of modern technology and private participation
in Telecom Sector.
Siiht i r h i t i 5 0 . 0I Mctallurgists who along with Assistant Enginccrs arc fccdcrs to
c'trc'rc'It' 7"11'c'infr
thc posts of Asstt. Managcrs.in Tclccom Factories arc dircctly rccruitcd with thc
1.iIl~ltKI1*.V
qualification of dcgrcc in Mctallurgical Enginccring or cquivalcnt Diploma
.\ /c*:tillitrp.:,srmil
J ~ , ,~;,/,,c.,ittl
~~~,~ qualification in thc pay scalc of RS.2000-3500. We consider this pay scale for
((ficcr the post of Metallurgist to be adequate.
(>/Jiccwoj7RC j0.94 We have been informed that all the pcrsonncl for TRC wcrc
initially drawn from thc Telegraph Engineering Scrviccs, now callcd Indian
TclecommunicallonScrvice(1TS). The direct recruitmcnt for TRC was startcd in
1965 to allow for grcatcr spccialisation and also bccausc cnough pcrsons wcrc not
always available from thc operating wing of thc dcpartmcnt. Somc officcrs w r c
recruited in TRC by dircct intcrvicw through UPSC, though thc bulk of thc officcrs
597
cotitiriucd to bc draivn from thc TES Thcsc officcrs wcrc dircclly rccruitcd to
Group ' A' sen ice About 40 officcrs wcrc rccruitcd iii TRC bctwccn 196s and
1075 At prcscnt onl! t w h c olxccrs arc in scrvicc A large iiunibcr hakc lcft duc
to unccrtaiii carccr prospects
licw.3 OfIllC* 50.95 Thc Dcpartmcnt of Tclcconi in the Official vicws has madc two
llepiwtnrzril significant points.-
that separate recruitment for TEC was made, sincc intakc of oficers to thc
ITS Group 'A' was not adcquatc to mcct thc tccjlnical manpowcr
rcquircment of TEC during 1965 to 1974; and
that it is dcsirablc that somc ITS ofliccrs work at highcr Icvcls in TEC so
that their espcrience can bc utiliscd for thc organisation.
Our views cifrd 50.96 The officcrs manning rescarch unit should bc totally intcgratcd
rrcommetidutio~t with thc technical cadre of the departmcnt. Their isolation, apart from causing
career stagnation, is detrimental to thc intercsts of thc organisation in a fast
changing technological scenario in telecom sector. This position wherc a small
number - hwlVe at present - form a separate group even though they hold identical
qualifications as the mainstream department engineers and do the same work - is
not tenable. In fact, the special recruitment of TRC officers through UPSC was
done due to administrative problems. It would be unfair to deny the career
progression to these officers vis-a-vis ITS officers. The hon'ble Supreme Court
in a judgment in 1982 on a writ petition filed by TRC Scientific Oficers(Class I)
regarding denial of promotion opportunities and special pay at par with ITS
officers working in TRC made following observations:-
"......It is not the case of the Government that the petitioners are not
competent and are not able to dscharge their duties. All the direct recruits
are graduate engineers and have been working throughout in the
Telecommunication Research Centre. They do the same job as the
transfcrred oficials (of ITS).
50.97 Thc Suprcmc Court did not givc any final vcrdict on the
promotion opportunities due to non-availability of adcquatc matcrial but grantcd
spccial pay to TRC Scicntific Officcrs at par with ITS officcrs working in TRC.
598
accordingly, recommend merger of these posts along with existing incumbents
in the Indian Telecom Service.
Wireless Adviser(Rs.5900-6700)(01)
I
&rector, Wireless Monitoring(0I ) I Nochange
Jt. Wireless Adviser(O1) (Rs.4500-5700) 1
D\..Director(03), Dy. Wireless Adviser(03) No change
(Rs. 3700-5000)
Assistant Wireless Adviser(07) JAG (Rs.3700-5000 without Spl. Pay
(Rs.3000-4500 + Spl Pay Rs.200) (NFSG posts on JAG posts would be
available by virtue of merger into
organiscd ITS)
Engineer-in-Charge(I3)(Rs.3000-4500) Sr. Enginccr
(Rs.3000-4500)
Engineer(65)(Rs.2200-4000) No change
599
I MINISTRY OF DEFENCE: I
Indian Defence Service of Engineers
(?fID.Sh:
l.~'~t~ilttIJ.~ 50. 1 0 I Thc Association of Indian Dcfcncc Scrvicc of Engineers has
~~lssoour'oti~ csplaincd to us thc miscd army-civilian character of Military Enginccring Scrvicc.
Thc Association maintains that this system works to thc disadvantagc of civilian
ofiiccrs sincc the promotion avcnucs. rank and pay structurc of army officers bcing
dffercnt thcrc arc no clcar rulcs with regard to inter-sc seniority. The Association
has submitted the following for our consideration:-
The existing systcm has resulted in senior IDSE officers working under
junior army officers and has caused a lot of demotivation and
demoralisation among the civilians.
600
Apart froni poor cadrc nianagciiiciit. prcparatioii or pancls by holding
DPCs and othcr disciplinan, procccdiiigs arc iiiordiiiatcly dclaycd
Thc post of Additional Chicf Engiiiccr csists only it1 tlic Indian Dcfciicc
Scrvicc of Ensinccrs. As thcrc is no basic pa!' scalc for tlic post. this has
bccn placcd in Lhc sclcction gradc of thc Junior Administrativc Gradc and
a sum of Rs.400 p.m. is admissiblc in addition. Sincc this post has bccn
abolishcd by all othcr dcpartmcnts aftcr implcmcntation of thc 4th Pay
Commission's rcport. thc post of Additional Chicf Engiiiccr bc upgradcd
to thc Scnior Adrninistrativc Gradc without any chaiigc in thc functional
rcquircmcnt or dutics laid down in thc rcgulation.
Our I2ew.c. atid j0.102 Wc havc carefully pcruscd thc vicws of Enginccr-in-Chicf Branch
rrcf'nirerrd"rr''ls on the memorandum of thc IDS€ Association and havc csamincd thc prcscnt
oti C-iviliaii -
.\li/ilup
organisational structurc in MES
liitt*r-jm,
We find that thcrc is trcmcndous rcscntmcnt among civilian
officers of MES duc to disparitics in cquivalcncc bctwccn Army and Cnilian
Officers Further, the senior-most civilian officer who is Additional Director
General in the pay scale of Rs.7300-7600is reporting to the Director General
who is a military officer of the rank of Major General in the pay scale of
Rs.5900-6700. This is obviously an anomaly. In the interests of the
organisation and fair play, we recommend that the head of this organisation
should be a civilian
(i) Enginec~~ above Ihe grade of - 50% military and 50% civilian excluding certain sensitive
Superintending Engmem appoinlmcnts (20 Chief Engineers) which are not.apportioned to
civilian oficen)
(ii) Engineers upto L e Grade of - 50% Military and 50% civilian
Superintending Engineers
(iii) Architects - Minimum 80% Civilian
(iv) Surveyor of Works - Minimum 75% Civilian
(v) h a c k and Stores - 33 113% Military 66213% Civilian
(vi) Administrative Cadre - 33 I !3% Military and 66 23% Civilian
50. I05 Thc latcst rcvicw was donc by thc Estimatcs Committcc of thc
Scvcnth Lok Sabha. Thc Committcc madc following observations-
: 601
civilianisation and coniplctc mrlilarisa~ionof this scn ICC After
considcring thc pros and coiis of tlic niattcr. thc Committee fccls h t thc
prcscnt coinpositc charactcr of thc scnicc i s bcst sultcd for no
organisation lihc Militan. Enginccr Scn~iccs”
50 107 The basic role of the MES is to provide service support to the
defence forces. A Works Board which is usually invested with more
autonomy and powers than an organisation in Government may not be
compatible with the nature of role expected of MES. A functionally
autonomous Board with an army-civilian mix may not dovetail with the
disciplined command structure of the defence forces. In our view, therefore,
the demand for constitution of a Defence Works Board under the Ministry of
Defence is not justified.
50.109 The demands for a separate deputation and training cell and
Construction Adviser(Secretary level) to be manned by an IDSE officer are
not feasible to be accepted within the existing organisational framework.
50.1 1 1 The Ministry of Deface has clarified that the second cadre review
suggesting creation of large number of posts at HAG,SAG and JAG levels is in
the final stage for approval of the Cabinet and would improve the career prospects
of civilian MES officers. Further, we have proposed to make mandatory,
periodic cadre reviews justiciable. This would ensure elimination of delays
in future.
602
5 0 I13 Thcrc arc a largc nunibcr of posts ( I 74) of Additional Chicl’
Enginccr(Rs 4500-5700 + Rs 400 SP) TIic proposcd upgradation of a11 thcsc
posts to SAG may significantly disturb thc cadrc structurc Thc h l i n i s t ~has also
adviscd that tlic sccond cadrc rc\ic\\ I S 111 thc final stagc of approval b! thc
Cabinct In view of this position, the demand for upgradation of the posts of
Additional Chief Engineers may be considered by the Government as part of
Cadre Review. The continuance of these posts in the present grade, however,
may be reviewed by the Ministry in the light of cadre review approval and
the pay scales of Brigadiers (the equivalent rank of Additional Chief
Engineer) recommended by us.
Sit hordrtrarc 50 114 Thc pay scalcs of Subordinatc cnginccring constitucnts of MES
’adrev arc rccommendcd as shown undcr -
Pay Scales
603
Naval Armament Supply Organisation
50. 1 16
.~,i~,i/..lr~i~J~~i,,~ir At prcscnt Naval Armamcnt Supply Organisation (NASO) has
.Supp!v Dircctor Gcnqral of Armament Supply, undcr Matcrial Branch at Naval
0rg~ini.utticwi
Hcadquartcrs [NHQ),. which carrics out thc staff function at NHQ and is thc
dirccting authority to the various Naval Armament Dcpots.
50.1 18 The Naval Armament Depots, where majority of INAS posts are
utilised (85%)have a 2 tier management structure as indicated bclo\v:-
1st Tier JAG SFSG Overall incharge ofthe depots.
JAG Incumbents of thac POJts arc heads of . The oflicers in this grade arc also
distinct functional dcparcmcnts.cg. guided Ofliccr-inChugt of small depots.
weapons. production material management. ctc.
2nd Tier Scnior/J&ior Time Scale. They act as Section o f f c u s for small and medium hpskcctions.
Ihe h v d Hcdqcurten whac 15% posla arc utilized has 3 tier managcmcnl s t ~ d u r c . aindicated
s
klow:
1st Tier SAG Overall directing md controlling authority designated as Dinx~orGeneral of Armament
Supply.
2nd Tier JAG.%F#G They work as Directorlh.Dinctor/Depuly Director at Naval HQ.
3rd Tier Sr Jr Ti& Scale lhey work as Astt. Direftor/Deplty Assn. Director at NHQ.
Director General. 50.1 19 Diredor General of Armament Supply is responsible for efficient
management
-'LmonJen'S"~~ ~ ofNaval Armament inventory and related capital assets of the Indian
Navy valued at over Rs.3000cropcs and management of more than 6000 personnel
spread over v&ious depots and in Hqs. In addtion, Naval Armaments being an
cxtremely specialisad line, he has to provide guidance and hrection to the Naval
Armament depots in respect of projeci management, indeginisation, technology
assimilation,safety, ensure high .level of weapon and armament availability to thc
service and meet all the operational requirements of the service at all timcs.
Further,hc has to interact with R&D Organisation. Keeping in view the nature
of work itrd responsibilities entrusted to this post, we recommend
upgradation sfthe post of Director General of Armament Supply at Naval
Hqs from SAG to HAG (Rs.7300-7600).
Our 50. 120 In order to have rational and effective organisation structure
rrcr,nmcc~ti~u~ir,,~s
there is need to have one post each of Chief General Manager, Armament
Supply under each Naval Command namely, Western, Eastern and Southern
Naval Command. All the depots and establishments of Armament Supply
Organisation under each command may function directly under the
respective Chief General Managers in SAG.
50.122 The IBES association has infomed us that the cadre management
of the Service is in bad shape and promotion prospects for officers are very poor
despite tremendous expansion in the activities of All Incba Radio and Doordarshan
We also note that despite constitution the Service as an orgaised one as early as
1981, there has been no cadre review so far. The Service association has made
following suggestions for our consideration.-
605
cliallcngcs and to arrcst tlic csodus of profcssionals froni tlic clcctroiiic
iiicdia to thc privalc scctor.
111 AIR and DD, Ihc span of control nonn is not folloncd and at tinics I( IS
found that ow ofliccr supcrviscs thc work of 8 to I 0 ofliccrs ininicdiatcl\
bclow him This advcrscly affects thc pcrforiiiancc of thc officcr 11 IS.
thcrcforc. proposed that thc ofhcrs of SAG Icvcl should bc postcd at
ncnc ccntrcs of AIR
In thc year 1984, the Dcptt. of Pcrsonnel and Administrativc Rcforms had
fccommended creation of a separatc Enginccring Directoratc for AIR and
DD. But this recommendation has not b a n implcmcntcd. In vicw of thc
vast expansion of the Electronic media thc responsibilities of the
EngineeringWing of the News Service Division have increased. In-house
productions and private productions have also increased tremendously
during the last decade. In addition, a number of newjenices, such as FM
paging, Telekxt, Rad~otext,etc., have also been introduced. This justifies
creation of a separate Department of Engineering for AIR and DD.
50.128 Thc controversy and tbc problem of the pay scalc of Enginecring
Assistants have been considered by us in detail in the Chapter on the Ministry of
Information and Broadcasting We ha! c rccommcnded the payscale of
Rs 1600-2660 to Engneerig Assistants of AIWDD at par with Diploma
Engineers in other departments of the Government.
The pay scales and promotion pattern in the Civil and Electrical Wing will
be identical as in the CPWD.
MINISTRY OF COMMERCE
b07
Thrcshoid as oil
I 7 1005
11s
ISS
I ~ l ~ l l l ' l l ~ l( lI ./ \ IlIC~ 5 0 129 Thc association of officcrs rcprcscntiiii ISS arid IIS has niadc
.I\\Ill rcrlrorr Ibllo\sing subiiiisions for our considcratioii
The officers in ISS and ILS carry heavy financial responsibility and
undertake quality assurance work of a verq large number of items from
Pins to Bulldoizrs mcludmg hghly techcal and sophisticated items The
Association suggest that posts in DGS&D may be elevated as follows -
The ISS and IIS cadrcs h a w bccn cstablishcd b!. thc Go\.cmmcnt to dcal
\i.ith purchasdcontract managcnicnt work and thc qualit!. assurancc work
rcspcctiid!' Thcsc two cadrcs arc nianncd by qualified Enginecrs haling
a wealth of cxpcricncc in thc ficld of purchasckontract managcrncnt and
quality assurancc/inspcction. Many govcrnmcnt dcpartmcnts undcrtakc
adhoc purchasc and inspcctiodquality assurancc work and cvcn cntrust
608
..
this uork to various agciicics 1 hc Association submits that this norh
should bc assigncd lo ISS/IIS cadrcs arid for this purposc ol'liccrs of
ISS/IIS bc inductcd i n various iiiiiiistrics and dcpartniciirs
Our observations 50,132 We have considered thc issues raised by the Association and
and observe as under:-
reconintendations
The piesent status of varioas posts in IIS and ISS are in conformity
with standard Group ' A ' Service ranks. No change in this respect is
just i fied
Thc proposcd ACP upto NFSG would to somc cstcnt bring parity among
all Group 'A' Scnvxs In rcspcct of financial rcniuncration during first half
of thc scwicc carccr Timely cadre-reviews which are proposed to be
made justiciable would further bring improvements in the career
progression.
(ii) The existing stipulation that at least 20% of the promotion quota of
the posts of ADS-I1 be filled by transfer on deputation from officers
holding analogous posts in departments which place indents on
DGS&D, be dispensed with.
.sir h/Jrdlll(llC so 134 The pay scale of Examiner of Stores and Technical Assistants
oigitwtritiK posL%
being engineering diploma holders is proposed to be revised to Rs.1600-2660
in accordance with our general recommendations in this regard. The pay
scale of Estimators (which is a promotion post for Technical Assistant) is
consequently proposed to be Rs.1640-2900 in present terms.
I)t*\igttwtion P q Scwlc. (R4.)
Eii\tirig Recotnrnen~cd
(in present tctms)
hpection Wing
Exwniincr of Store\ I.l(W2300 1600-2660
1640-2YtH)
A w \ t w t i t Insprcting Officct 2000-3500 2(HH)-3S(H) Assistant Inspecting
Officer Cradc I I
ZS(H)-J(HH) Assistant Inspecting
Officer'GGrYdc I
S u ~ d l vWing
Tcchnicrl Assistant I J(NL2300 16(HJ-2660
16482900
Eitirnrtor 160~~-2660 1650-2900
A\sis?wnt Director C r r d r I1 2fM)O-3500 Z(W0-35W Assistant Director
Grade I1
2SOO-1ooO Scnior Assistant
Director G n d c I1
I) Onc pst cach in RDSO and Group 'A'.training institutions from SA<i(Ks.5')00-(,700)to
I I N 3 (Rs.7300-7600) as rnciitioncd below:
612
For sclcction ol'SCKA. a caiididatc iiiust ha\c passcd in thc first or sccond
dii ision thc lntcriiicdiatc E\aiiiinatioii of a Uiiivcrsity or Board approvcd b!
Go\ crnnicnt nit11 Mathcmstics and at lcast onc pf thc subjccts Physics and
Chcniistc as subjwls ofthc c\sniiiiatioii. or posscss s qualification nhich has bccii
rccogniscd b! Govcrnmciit for thc purposcs of admission to thc csaiiiination
IOW, PWI, SI, etc., Gr. II 1600-2660 Jr. Engineer Gr.1 1640-2900
(With appropriate Suffix)
I
I
DEPARTMENT OF SCIENCE AND TECHNOLOGY 1
I
: (113
Survey of India
JTS STS JAG NFSG SAG HA(;
'%ngc shnrc i n
total dut\. posts 28 I T 47 09 I I 02 I I 0 I I X.? 0 3 I
Thrcshold as on
I 7 1005 I983 1982 I904 N A
Last cadrc rcwcw' for thc Scmcc was donc in I085
50, I30 A largc numbcr of Group 'A'.posts in thc Suncy of India arc
mamcd b\. arniy officcrs sccondcd from thc Corps of Enginccrs. Thcsc officcrs
rctain thcir licn in thc army and thcir pay is rcgulatcd undcr a spccial formula. Thc
civilian cnginaxmg ofifrccrs of organisation haw csprcsscd thcir dissatisfaction
against thcir blcak promotion prospccts and army oficcrs drawing much highcr
pay than thcir civilian countcrparts in thc same or highcr gradcs of pay. Thc
officers havc allcgcd delay in holding of DPCs and conscqucnt non-filling of largc
numbcr of posts.
50.140 It has bccn cxplaincd to us that Group 'A' Scrvicc in thc thc
S u n q of India has bccn strcamlincd by bifurcation into two strcams - Army and
Civilian - with thc promulgation of nmv rccruitmcnt rulcs in 1989. Ho\vcvcr, it has
bccn acknowledgcd that this bifurcation did not providc rclicf to Civilian officcrs
but rathcr creatcd further complications. It has been suggestcd that thc rcmcdy to
the problem cad be found if therc is no permanent secondment of Army 0fficct.s
who can bc trained and sent back to the army.
Subordinale 50.142 The pay structure of subordinate scientific and technical posts is
rechnica'posrs
recommended as under:-
I MINISTRY OF INDUSTRY 1
Irc.lr,rrc ot
SO.143 Thc Dircctoratc Gcncral of Tcchnical Dcvclopmcnt (DGTD) I\ as
(?fi<WS (Jf
614
I )ircc/iirir/c Indus@.. l h c organisation was originally sct up i n I050 as lhc I)cvclopniciit Wing
f ;mt*rtil t l / ortlic crst\vhilc Ministry of Coninicrcc and Industn... In rccognition of tlic pivotal
7 ;..‘~lllrr c d
I ~l~\~l*/il/~llll~ll/
rolc pla!.cd b!. thc organisation in thc ovcrall, Industrial Dcvclopmcnt. it was
/ I )( ;77 11 rcconslitutcd into thc Dircctoratc Gcncral of Tcchnical Dc\clopniciit and placcd
uiidcr thc chxgc of an indcpcndcnt Hcad dcsiglatd as Dircctor Gcncral (Tcchnical
Dcvclopiilcnt). Graduall!..’ as thc rolc of thc DGTD in thc planncd and /ntcgratcd
industrial dcvclopmcnt of thc c o u n t n assumcd grcatcr significancc. thc post of thc
hcad of thc organisation was upgradcd to thc Sccrctav (Tcchnical Dcvclopmcnt)
& Director Gcncral (Tcchnical Dcvclopmcnt) in 1973. Thc organisation continucd
till 3 1.3.1994 whcn it \\asdismantlcd.
~.rlllc/fi~fls Thc rcgulatory rolc pcrformcd by thc Tcchnical Ofliccrs prior to 104)1 is
no longcr rclcvant Howcvcr. thcir advison and dcvclopmcntdl functions arc still
valid. Thc functions pcrformcd by thcsc officcrs at prcscnt arc 8s undcr:-
615
li~rniulation/aiiiciidnicnt of standards
so.144 Thc Minisby has infomlcd us that thcrc is acutc stagnation in thc
cadrc of Tcchnical Oficcrs and pcriod of stagnation rangcs from 4 ycars to 15
ycars at diffcrcnt Icvcls.
Cadre Structure:-
Assistant Dcvclopmcnt Officcr(Rs.2200-4000) 22
Dcvelopmcnt Officer(Rs.3000-4500) 25
Additional Industrial Adviser (Rs.4 100-5300) 03
Industrial Adviscr(Rs.4500-S700) 0s
Total 55
Our
50.145 The technical oficers of the Ministry of Industry would be
recommend(ttions
covered by the general scheme of Assurcd Career Progrcssion. This would provide
them some relief
Existing Proposed
, sharc of
'%jgc I I
total duty posts 67.65 23.48 7.39 1.31 0 18
Thrpshold as on
I . 7.'1995 - - I967 1964 1963 1963
50.149 In the Electrical & Mechanical Wing the highest rank which is
tenable by BRES Officers is Supdt. Engineer (Mechanical) (SG).As per manning
policy, the following percentage of sanctioned posts are tenable by A q / G R E F
Oficers :-
50.150 It has been strongly represented by thc BRO Mim that the time
taken for promotions from one rank to the next trigher rank is very long as
compared to other Engincering Services which makes the BRES unattractive and
they prefer to seek other avenues/service where the promotions/ cemuneratiuns are
much better.
617
was done in 1986. We recommend a timcbound early review of thc cadre for
improving the career prospects of the Service.
I MiNISTRYOFMlNES 1
Geological Survey of India
JTS STS JAG NFSG SAG HAG
'e age share of
total duty posts
Mechanical 29.41 50 17.65 2.94
Drilling 57.03 26.56 14.84 1.56
Threshold as on
1.7. I995
Mcchiinical 1974 1964 1964 NA
Drilling 1978 1966 1964 None
1)rillirig Strcarii
Juiiior l'cchnical Assislatil(l )rilliiig) 1400-2.300 1 600-2600
Scriior 'I'cchtiical Assislaiit(1)rillirig) 1040-2000 1640-2900
I)riller 1000-3500 2000-3500 Driller Grade I1
2500-4000 1)riller Grade 1
~'l>lIclli.~l"l.s 50 IS5 We havc not suggcstcd any changc in Group 'A' pay scalcs in
prcscnt tcrnis but in subordinatc cqinccring cadres, following diffcrcrit pattcrns
havc cmcrgcd:-
Pattern No.1 (CPWD, P&T Civil Wing, MES, Information & Broadcasting,
etc.)
Pay Scales
Existing Proposed
Rs. Rs.
1400-2300 1GOO-2600
1640-2900 1640-2900
2000-3500 2000-3500
2500-4000
3000-45 00 3000-4500
(Gr.'A' STS)
1400-2300 1600-2660
1600-2660 1640-2900
2000-3200 2000-3500
23 75-3 500 2375-3750
2200-4000 2200-4006
,(Gr.'A'JTS) Gr. 'A' JTS)
1400-2300 1600-2660
1600-2660 1640-2900
2000-3200 2000-3500
2 3 7 5 -3 500 2375-3750
2000-3500*
2375-3750** I 2500-4000
(Group B )
* NASO ** Rail\va!.s
(Notc Thcrc is no scgrcgation of Group 'A' and Group 'B' posts in Juiiior Tinic
Scalc in Railivays A Group 'B' oficcr whcn occupying thc Junior Tinic Scalc
post, i s grant@ thc pa!. scalc of Rs 2375-3750 and on sclcction into Group 'A'
S C ~ I C C .is placcd in appropnatc Group 'A' pa!* scalc (JTS or STS)
620
51.1 Scicntific scrviccs cxist in organisations concerncd t d h work
rclating to basic or applicd research, cxpcrimcntal development and dcsign and
cnginecring. There arc ovcr 32.800 scienti!c and tcchnical pcrsonncl, in various
pay scales ranging from Group A to Group D. Almost half of these arc in Group
A, in the 10 major S%T Ministries/Departments/Organisations,viz. the Ministrics
of Environment & Forests and Non-conventional Energy Sourcesl and the
Departments of Space, Atomic Energy, Electronics, Science & Technology, Bio-
technology, Scientific and Industrial Research and Ocean Development and the
Defence Research & Development Organisation. These organisations enjoy
considerable freedom in framing their administrative and personnel policies,
includng career management, There are some other Ministries and Departmcnts
also, which engage groups of S&T personnel.
62 I
51.4 Various nicmoranda to tlic Coiiiniissioiihavc strcsscd on thc uccd
for a bcttcr dispcnsaiion to thc scicntific scniccs. in t h fortii
~ of pay-scalcs, carccr
progrcssioti, conditions of scrvicc and pcrquisitcs, spccial allowmccs.
supcrannuation igc and post-rctircmcnt bcncfik. Somc nicniorandists h a w pointcd
out the mismatch bctwccn thc prcscribcd cducational qualifications and pay-scalcs
on thc onc hand and comparisons across diffcrcnt scicntific organisations iiisidc
aid outsidc thc Ccntral Govcrnmcnt,on thc otlicr. Many of thcsc posts arc "dcad-
cnd" isolated posts. dcvoid of any carccr charms, thus rcsulting in dcmands for
upgradation and provision .of promotion avcnucs, along with grant of ccrtain
spccial pcrks and allowanccs to kccp scientific scrviccs attractivc, Crcation of an
all- India scicntificscnicc has also bccn sought along with gcncral parity with thc
othcr All-India and organised seniccs, as also standardising dcsignations to
conform with Sccrctariatjob titlcs. Scicntific pcrsonncl who appcarcd bcforc us
for .evidence requested for permission to takc up mcmbcrship of profcssional
bodies. subscribe to journals, attend national and intcmalional confcrenccs and
avail thcmselvcs of sabbatical, as availablc in thc univcrsitics, for constantly
upgrading their knowledge and profcssional expcrtisc. Permitting voluntay
retirement with lesser qualifying service for scientific personncl has been demandcd
along with increase in age of superannuation for continuity and longevity of
scientific knowledge and expenem' in Government. Scicntists have also asked for
lateral movement from Government to industy and vicc-vcrsa including
permission to take up private consultancy, recognition of outstanding talent,
membershipof national/ international bodies and attending national/ international
conferences at Government expense, and a system for recognising outstanding
talent in Government. Grievances have also becn voiced against the functioning
of the Flexible Complementing Scheme, not only'stressing the need to makc it
uniformly applicable, but also to extend ii to all organisations that have becn
declared scientific by the nodal Ministry.
Secretaries o$ 51.5 A group oCSecretaries of Scientific Ministries and Departments,
ScientiJc at a meeting with us, highlighted the provisions of the Scientific Policy Resolution
Ministries
which mentioned good career and conditions of service for scientists, and
Parliament's approval to give scientists an honoured place. The group also
recognisedthe need for an cconomic package for attracting and retaining scientists
in Government as there is flight of talent to multinationals, other countries and
careers. On our suggestion the group agreed to organise an inter-Ministerial
Committeeof the Scientificorganisations to deliberate on the problems and advise
us on the desired course of action.
Rationabsation o$ 5 1.6 We find that a large number of organisations havc been covered
'I'ermrtrology bi, the term "scientific organisation" cmploying "scientific pcrsonncl" Wc
have,thereforc, considered the fcasibility of rationalising thc terminology of
"scientific senfices" so as to focus morc sharply on the activities of scientific
rcscarch and devclopmcnt
622
Consultancy Study on Scientific and Agricultural Research
-
Inter-Ministerial Committee
Our Recommendations
Categorisation of 5 1.8 We are ofthe opinion that Scientific and Technological personnel
scientrjic can be organised into two broad fields of activity - the Scientist Administrator and
personnel
the R&D Professional, depending on type of organisation and the kind of activity
involved. The former would usually be manning posts in fhe Secretariat and.
Headquarters organisations entrusted with administering and guiding science and
also providing adrmnisirativeand logistic support to the latter. R&D professionals,
on +heother hand, are primarily involved in knowledge generation and application
of knowledge to create new products, materials and services. We have defined the
term R&D professional rather elaborately in the section on Flexible
Complementing Scheme.
Organised service 5 1.9 The Second CPC observed the existence of 929 scientists at Class
I level, of which 5 13 formed part of five organised scientific services, namely thc
Defence Science Servicc, Indian Meteorological Service, Botanical, Gcological and
Zoological Surveys of India. Thc Defence Science, Gcological Survey and India
Mcteorological services wcrc organiscd up to the Group B level also. That CPC
considered the matter of constitution of an All India S&T Service but found the
proposal impracticable in vicw of thc rcquircment of common qualifications.
gradation lists and intcrchangcability. Thc scicntific scrviccs do not ha1.c thcsc
fcaturcs bccausc of spccialiscd qualifications in diffcrcnt branchcs rcsulting in widc
\.xiations in naturc of dutics. By thc timc of thc 4th CPC, thc Dcfcncc Scicncc
scrticc was split into thrcc, namely thc Dcfcncc R&D scrvicc, Dcfcncc
Acronautical Quality Assurancc scrvicc and Dcfcncc Quality Assurancc scnicc.
623
l'hc iii1cr-Miiiistcnd R a y Coiimiittcc has also obscrvcd that aii All liidia scrvicc
cm criiig a11 S&T pcrsoiiiicl in various Go\ cnimcnt Dcpartnicnts aiid agciicics is
riot fcasiblc as accuniulatcd cvpcricnccs in diffcicnt ficlds of actn it! havc \ c c
spccific applications While wc do not coiisidcr a siiiglc scriicc of R&D
profcssionals or S&T pcrsonncl as fcasiblc. we recommend that where the
number of posts is substantial and a common field of activity is involved, an
organised service fob that field of activity should be constituted.
624
pln'a crucial rok in soc1~.cco1x)1111c
translbnnation in thc fulurc We accordingly
recommend that R&D institutions should draw up their own consultancy
schemes based on the following broad parameters:-
625
.\*tun durd C l I4 Thc dcriiand for standard job titlcs cnvisagcs the cs-ol'ficio
I)usignvtrotr t dcsigiiatioiis of Ikput?. Sccrclaq.. Dircctor. Joint Sccrclap. ctc i n vie\\ of thc
yrlbnii,uicc of sccrctariatjobs and dealing \villi sccrctariat couiitcrparis in addition
to pcrl'ortiiing S&T prograrnnic nianagcnicnt. Thcrc I S a rangc of dcsigiiatioiis
prcscntl!. availablc to Scicntists and R&D profcssionals. likc Advisors. Joint
Ad\.isors. Dcputj. Ad\-isors. Scicntid Enginccrs. Joint Dircctors. Assistant
Dircctors. Scicipfic Officers. Rcscarch Officcrs. ctc.. Thc Consultancy study has
pointed out thc,non-standard job titlcs as onc of thc disinccntivcs to a scicntific
carccr. Emincnt scicntists. during oral hcaring bcforc us. havc also csprcsscd a
dcsirc that dcsignations should conform to thc job rcquircnicnts. Thc carlicr CPCs
did not considcr this mattcr. Wc agrcc with thc vicw that thcrc ouglit to bc
standard dcsignilions. Scicntific activity is broadly obscnicd to bc pcrformcd in
thrcc major ficlds - Opcrations and Applications, Scicnti fic and Tcchnological
Ad\,icc. and Managcmcnt of Scicntific and Tcchnological Missions and
Programmcs. Tlk Opcrations ficld of activity cithcr rcndcrs scrviccs dircctly to thc
public. or cngagcs in ficld activities to.bc uscd dircctly for the bcncfit of thc public.
likc Sun? organisations, Public works; Civil, Elcctrical and lrrigation Scr\.iccs
and Projccts, Locust and Cyclonc Warning systcms and forecasts, ctc. Somc
organisations arc cngagcd in providng scicntific and tcchnological consultancy, aid
and ad\.icc in thcir rcspcctivc fields of activity. which wc may rcfcr to as thc
Advison. Ficld.*TheProgramme Managcmcnt ficld would c o w such activitics as
arc idcntificd with a definitc beginning and definitc cnd in accordance ?vith a plan.
includmg the scientific and technological missions and projccts. We recommend
that standard designalions should be adopted among scientist administrators
Our recommendations in this regard, based on pay-scales, are as given in
Annexe 51.1.
626
I )I \/>lr,.rlrc'c $ 1 17 In a \ c c largc nuiii1~crof iiiciiioraiida rccci\cd b! us the
organisations havc dcmandcd c\tcnsion of tlic FCS to llicni in tic\\ of tllcir
dcclaration as SbiT organisations A numbcr of disparitics ha\ c also bccn pointed
out bctnccn tlic S&T organisat ions \\ i t l i i u tlic FC'S mechanism l3csidcs.
mcniorandists liavc also ashcd for a gcncral parit! bct\\ccn thc scicntific and ilic
all-India scn iccs in tcniis of pa! -scales and carccr progression
nrcr,A*
Slcgp~slrotrs 5 I 18 A nunibcr of working groups and committccs ha\z at various
It1 rhc pusr timcs gonc into thc \\orking and inadcquacics of thc schcmc and nladc sugcstions
for improvcmcnt of its diffcrcnt mcchanisnis. Thc most rcccnt onc among thcm
was thc sub-Group of thc Scicntific Aduison Committcc to thc Cabinct (SACC).
which pointcd out a numbcr of distortions including lack of uniformit\- in
application. numbcr of pay'scalcs, rcsidcncy pcriods. ctc. It also madc suggcstions
on uniform application of thc schcmc and its critcria. Wc h a w kcpt in mind thc
suggcstions madc b!. thc sub-Group in making our rccommcndations.
I'clrrn. ~vrlir.4 11 5 1 21 On thc qucstion of parity In thc scalcs of pay in thc scicntific
I t r d r a S e n ice\ scrviccs and thc all-India and organiscd Group A Central Scnwcs, we obscnc that
the scalcs of pay of Rs 4 100-5300, Rs 5 100-6300 and Rs 5900-7300, havc bccn
62 7
;idoptcd \itidcr the FCS i n sotiic organisntions. aiid not 111 o~licrs.hcsidcs "spccid ..
scalcs" crcntcd b! sonic of the Sctciitilic Ilcpartiiiciits Ibi iiicrtt proiiiotioiis I Iic
iiircr-Mrntsrciin1 Knlnii ('onimtttcc has not sccn an\ ic;isoii to disturb tlic prcsciil
rclalii ttics ti1 the tuo slrcains In our gciicral rccoaiiiiciidrr~roiis o i i scnlcs o f pa!
i n tlic rcki ntit chaptcrs \\c hnvc suggcstcd r ~ t i o i i ~ l i ~ iOt~~S iO~I IiIiCS ~ ~ I I C S of
1,atcr 111 his cliaptcr. \\c hnvc suggcstcd iiicnsiircs to bring tlic scnlcs l o a iiiiiforni
dispcnsn~ron\\ i t h i n thc Flc\iblc Coii~pl~iiicntiiig
Schciilc
t l ~ ~ ~ l i / i ~ v l i ~ h ~5r r1 h22
lc~ Siiicc FCS in its prcscnt fomi has rcsiilkd i n structurnl distortions
I ~ilfll~lll~flll~flllll~
and Inch 01' uniformit\ in application i n thc idcntilicd organisations. tic I'ccl that
thcrc I S nccd for rcvisioii thcrcof A scparatc assurcd carccr progrcssion schcnic
has bccn scpnratcly rcconiiricndcd for all catcgorics Cdnsidcring thc diflicult\ 01'
lcsscr mailnbtlity of posts at higlicr Ic\cls for scicntists doing R b D norh. we
recommend a modified Flexible Coniplemcnting Sclienie for RR 1)
professionals at Group A level, in place of the existing scheme. The modified
FCS should be made applicable t o all eligible R&D professionals who work
in fields o f creative research activity throughout their service, in a l l
Departments, including Space, Atomic Energy and Defence Research and
Development Organisation, without special dispensations for individual
departments. Professionals posted t o Secretariats of Ministries and
Departments, will be excluded from this scheme, and will be subject to the
normal Assured Career Progression scheme. Organisations already declared
as "S&T" and approved for FCS, other than the Secretariats Organisations
will continue with the FCS in its modified form. FCS will not apply to
personnel falling in the existing Group B,C & D categories for whom the
provisions o f ACP will apply.
Pm ~ c n l rmid
, 5 1 23 Thc schcme in its present form pro\ idcs carccr progrcssion ovcr
re rrdolc\
a \wying numbcr of pay scales in differcnt organisations, and with diffcrciiccs i i i
the rcsidcncy periods, as given in Annexe 51.3. In ccrtam organisations. cnough
pa!. scalcs arc not available for eligible scientists to bc promotcd Kccping in mind
the nccd to provide quickcr promotions at thc initial stagcs of n scicntific carccr.
we recommend that the pay scales over which the modified FCS should be
uniformly applied in all R&D organisations should be restricted t o the
following six, with the residency periods shown against each:-
1) Rs.2200-4000 3 \cars
2) Rs 3000-4500 4 ycars
3) Rs.3700-5000 4 ycars
4) Rs 4500-5700 5 ycars
5) Rs 5 100-6300 5 ycars
6) Rs 5900-7300
k l i g i h ~ l l / A,
\ 51 24 Thc application of cligibility and asscss~iicntcrttcria has also lcft
. I \\1'\\tll1'll/
scope for uniforniity to bc introduccd . Ccrtain organisations, wc obscrvc. rcsort
oi/c'riii
to pro\m mcrit as ucll as a niininium rcsidcncy pcriod, whilc othcrs to thc latter
62 x
alonc Thcrc arc also dillcrcnccs in applying rclasations for c\ccptional mcrit for
advancing promotions uiidcr thc schcmc, through asscssnicnts We recommend
that exceptionally meritorious candidates should be granted relaxation in
residency period upto a maximum of two occasions in their entire career, the
relaxation being o f not more than one year on any single occasion. Ifa
candidate i s unable to qualify for advancement, helshe should be required to
"cod-off' for a period o f 3 years before being considered for the FCS on a
secpnd occasion at the same level. In case the candidate i s unable to qualify
on (he second occasion hdshe should again "cool-off' for another three years
before being finally considered on a third occasion. Failure to qualify thrice
at the same level, should disqualify the candidate permanently from the FCS
and hdshe should continue in the Assured Career Progression scheme. The
Assessment criteria for advancement under the FCS should be strict
requiring proven merit, evidence o f progressive research work and
oerformance in interview besides the minimum residency period. There
shoold be no prior screening for referring eligible candidates to the
Assessment Board. This will ensure that candidates arc not blocked from
consideration due to internal biases in the organisation We recommend that
Confidential Performance Appraisal Report (CPAR) Forms adopted by the
DROO should be uniformly used by all R&D institutions identified and
approved for FCS.
Composition nnd 5 1 25 hatisfkction has been expressed on account of the regularity with which
m A n g 01
the Assessing Committees or Boards meet as also their constitution. Scientists
Assessment
Boards
have complained of delays in constituting the Boards as well as the capacity of
Members to arrive at a balanced judgement We recommend that Assessment
Boards should be uniformly constituted for all assessment proposals, with at
least 50% o f the members being from outside the organisation where the
proposal is to apply. Also 50% of the members of the Board must be subject-
matter experts in the concerned field of activity. The Board should meet
regularly every six months in January and July. All appointments under FCS
should be on regular basis in all the scales and no ad-hoc appointments
should be resorted to. The date of effect o f promotions should be the date of
eligibilitylrevised eligibility (as the case may be) for promotion, applying FR
22C,as modified by us, i n the relevant chapter. Thus an R&D professional
should not suffer due to delayed assessment.
Extension of FCS 5 1.26 Extension of the FCS has been vehemently demanded for
scientificposts and institutionsnot yet approved for the scheme, though recognised
as S&T, as also scientific groups in non-Scientific organisations, and other non-
scientific posts in non-scientific organisations. We have specifically suggested
exclusion of Scientist Administrators, non-R&D institutions, and Secretariats to
be outside h e purview of FCS, for whom thc-AssuredCareer Progression scheme
will apply. While we are awak that our proposals are likely to result in yithdrawal
of the FCS from certain organisations, our intention is clcarly to restrict it as fast
track carccr only for those wholly cngagcd In K&D activitics. Accordingly, we do
not rccommcnd cxtcnsion of thc FCS to organisations othcr than those pccscntly
ccvcrcd by it. Thosc organisations so covcrcd should also fall in linc with the
modifications that wc havc now suggcstcd. Thc Dcpartmcnt of Scicncc &
Technology, as thc nodal agcnq for thc purposc, should rcvicw all thc existing and
futurc proposals for application of FCS, as now rcconimcndcd by us, for S&T
institutions alrcady rccogniscd vidc the 1083 ordcrs
623
51 27 Tlic plcthora of dcsignations across organisattons aiid thc
confusions crcntcd by thcrn undcr thc FCS h a w proiiiptcd us to suggcst that llicrc
should bc soiiic uniformity in dcsignatiiig thc Icvcls uiidcr thc FCS For thc
Sciciitist Administrators strcam \YC havc alrcad!. suggcstcd a varicty of standard
dcsignations W e recommend that R&D professionals mag be uniformly
designated as follows at different levels:-
Rs.2200-4000 PI
Rs. 3000-4500 P2
Rs. 3700-4500 P3
Rs.4500-5700 P4
Rs.5 100-6300 P5
Rs. 5900-7300 P6
Geiieral 5 1.29 To support the effort of the offices engaged in Scientific activity
Inrroducrioti
there is a large numbcr of scientificzandtechnological staff. They arc distributed
across various'Ministrics, Departments, attached and subordinate offices, including
national laboratories and field programmes. They assist scientific officers in
setting up experiments, conducting various tests to asccrtain physical, chemical and
other properties of samples and in collecting information from various technical
papers, field reports, surveys and documents for the purpose of planning new
experiments, .or assisting officers in writing technical reports, programmcs and
projects. Some of them arc engaged in regulatory, training and cstcnsion type of
work, such as food and drug control, agnculturc cxtcnsion, ctc. Still others perform
work of routine character like preparing reagents, conducting standardiscd tests,
calibration and so on. The level of duties, howcvcr, docs not v a v to a grcat dcgrcc.
They are usually recruited with basic qualifications of graduation or post-
graduation in science, dcgec or diploma in cnginccring, or cvcn matriculation ivith
scicncc, with or without special diploma, ccrtificatcs, training or cspcricncc.
630
orgaiiisations. Ihc most usual ones bcing Scicnti~c/TcchnicaI/Rcscarch Asslstaiits
(both Sciiior as wcll as Junior) and Ofliccrs
31.31 Thc Sccond CPC obscrvcd that Class II posts arc gcncrally fillcd
by dircct rccruitniciit though a small pcrccntagc is sct asidc for promotion.. Thc
incumbciiis arc rcquircd to posscss at lcast a Mastcr's dcgrcc; %lass 111 posts
gcr$rally rcquirc a Mastcr's dcgrcc or an Honours dcgrcc. That C.P.C justificd a
qualitativc distinction bctwccn class I1 and lowcr posts on thc basis of
quacfications and dutics. It also pointcd out a diffcrcncc in thc work in National
Laboratorics, pcrtaining to long rangc problcms of fundamcntal rcscarch. It
rccdmmcndcd onc scalc as suficicnt at thc Ic\d of Scnior Scicntific Assistants and
rcduction in thc numbcr of scalcs for lowcr posts. That CPC also rccomnicndcd
rclasation in agc to cnablc scicntific staff to compctc for highcr posts and
staridardsation of dcsignations. Thc Third CPC also rccommcndcd along similar
lines, but attcmptcd no dircct distinction bctwccn laboratory and othcr S&T staff.
It advised that 4 scalcs below thc Group B Gazettcd lcvcl wcrc sufficient for this
category of staff. Both CPCs pointcd out'the lack of promotion avcnucs in thcsc
grades on account of small cadrcs and isolatcd posts. Thc Fourth C.PC did not
make any obscrvations on S&T staff cxccpt granting rcplaccmcnt scalcs undcr
vartous Ministries.
Mulliplc levels o/ 5 1.34 Direct recruitment among the scientific staffexists at almost every
Direct level of pay-scales and without any &form linkage with qualificatio,h.*We observe
Recrui1nrenl
that somc Post-graduate and engineering degree entrants are placed in the scalc of
pay of Rs. 1400-2300, while somc are placed in higher scalcs. The entry lcvel of
graduates in scicnce also varies from the scale of pay of Rs. 1200- 1800 to Rs. 1640-
2900. Scicntific staffhave dcmandcd that Ph..D. dcgrcc holdcrs must uniformly bc
placcd in Group A and Enginccrs in Group B'Gazettcd levcls, irrcspcctivc of thc
post in which initial recruitment has taken placc. Thc Sccond CPC favoured
clcnicnts of dircct rccruitmcnt at Class II and Scnior non-gazcttcd positions bascd
on a uniform application of qualifications. Thc 3rd CPC also bascd its
rccommcndations on qualification. Wc havc bccn infornicd that dircct cntnp at too
many Ic~clscrcatcs problcms of stagnation. Wc havc not noticcd Ph.D. as an
csscntial'minimuni qualification at any of thc Group B or C Icvcls. Taking into
63 I
accouiit various aspccts, we rcconinlend that for direct recruitnrcnt
qualificatiori should be prescribed unifornily as follows, as far as possible:-
632
Wc obscnc that ccrtain orgatiisations. likc tlic DRDO. Dcpartmciit of Spacc, c1c
haw also inlroduccd Flc\iblc Coniplcmciiting as a carccr progrcssioii iiicasurc for
staff othcr than Group A Wc havc rccomnicndcd abovc thc approprialc cntn
Icvcls and pay-scalcs for sciciitific stam We recommend that direct recruitment
at consecutive levels should be avoided as far as possible. It may be
permitted only in cases where the number of posts of the next higher level is
very large and cannot be allowed to be filled 100% by promotion. Scicnlific
stflhavc oftcn to rch on dircct rccruitmcnt to highcr posts for purposcs of carccr
advanccmcnt It has bccn rcprcscntcd to us that such rccruitnicnt i s not opcn to
compctihon for most of thc S&T staff, as vacancies arc not only limitcd but thcrc
arc also age limits at 35 and 40 ycars, which prcvcnt scnior and cxpcricnccd
pcrsonncl from applying Thcrc i s mcrit in thc dcmand Bcsidcs a\soiding dircct
rccn,utmenl at consccuhvc Icvcls, we recommend that departmental candidates
should be permitted age relaxation for direct recruitment to higher posts of
scientific and technical character upto 45 years. We also recommend that
S&T posts at Headquarters and Secretariat should provide for deputation
arrangements from attached and subordinate offices, as far as possible,
before resorting to recruitment from outside. In view of our
recommendations on the assured career progression scheme made in the
relevant chapter, we recommend withdrawal of all existing arrangements of
limited Flexible Complementing scheme for Group.B,C,D Staff. Extension of
FCS to posts other than the Group A R&D professionals is also, therefore,
not recommended.
Nott-cot1sultatlc.v 5 1.37 Scientific staff argue that therc is scopc of consultancy and private
.4 110 wattcr scientific creative work outside the sphere of official duty, and either such
consultancy should be permitted or a Non-consultancy allowance, on the lines of
NPA to doctors, should be granted. We note that NPA is granted to doctors for
being available at all hours irrespective of duty timings. We are not convinccd about
the justification for private consultancy, as has been put forth by the scientific staff.
We therefore do not recommend grant of Non-consultancy allowance to S&T staff.
General pay 5 1.38 Elsewhere in h s report, we have also made out recommendations
sc>ales
in the matter of general pay scales, risk allowance, allowances for rural and difficult
postings, special pay for higher qualifications, age of superannuation etc.. We do
not think that a separate dispensation, other than what has been recommended, is
necessary to S&T staff in general. .The relevant chapters may be referred to in this
regard.
633 :
Annexe 1
(SCCPars 51.14)
634
Annexe-5 1.2
(Scc.Para 5 I .20)
i> R&D Professionals, including Scicntists, Enginccrs, Doctors and othcr Rcscarch
Prafcssionals, arc dcfincd as pcrsons who posscss acadcmic qualifications of at
least Maskr's dcgrcc in Natural/Agncultural/ Social Scicnccs, or Bachclor's dcgrcc
in Enginccrin~echnology/Mcdicinc,and who whilc working in thosc capacitics
crate new scientific howlcdge and innovativc cnginaring, tcchnology or mcdical
kchmques, including persons with scicntific and tcchnological training cngagcd in
professional research and dcvclopmcnt work throughout thcir working livcs.
ii) An R&D Post is dcfincd as one, thc incumbent of which is a scicntist, cngincer,
mdcal or other R&D profcssional in a scicntific institution/organisation'cngagcd
in generation and advanccmcnt of scicntific and tcchnical knowlcdgc.
iv) Excluded activities:- All thosc activities, which are closely linked to R&D in
terms of operations, institutions and personnel, and those whcrc only the fruits of
such research are utilised, including afhinistrative, advisory and programme
implementation activities and such activities in posts in Secretariats of
Ministries/Departments, will be outsidc the purview of such definition. The
following will be specifically excluded :-
63 s
d) Zoological and Botanical gnrdciis (floristic and faunistic suncys).
RESPDENCY PERIOD
1 1 1
SCALES
2200-4000
D r SD
!
3000-4500
I 3700-5000 I 4 1 4
4500-5700
5 100-6300
I 5900-6700 I - I ~ 5
5900-7300
7300-7600
TOTAL 20 21 25 15 28
Nolc
..I hough the Idormation has not been received from DAE,the scheme is identical to that of IIOS, as mentioned b) representatives during oral discussions
63 7
General
Iirtroductiotr
52. I Hcalth and Medical Scrviccs in Govcrnnicnt exist both in organised
as well as unorganiscd form with about 8477 posts. Thcrc are three organised
services - Ccntral Health Scrvicc, Indian Railway Mcdical Service and the Indian
Ordnancc Factories Hcalth Scnicc - bcsidcs thc serviccs cxclusive to the Armed
Forces in the Army Mcdical Corps, and thc Mcdical Officcrs of the Central Police
Organisations. Thcrc arc some mcdical posts outsidc thc organised services in
certain offccs and dcpartmcnts of thc Central Govcmmcnt. Holders of medical
posts arc required to obtain at lcast a dcgrce in modcm mcdicine as prescribed by
the Mcdical Council of India and be rcgistercd by it or the Medical Council of a
State.
CentralIfealth 52.2 The Central Health Service consists of 5233 medical officers. It
Service
is organiscd into four sub-cadres from entry level to the Senior Administrative
Grade. Thereafter, it merges into a common hierarchy for promotion to the higher
adrmnistrativcpositions upto the Director General of Health Services, as follows:-
Bcsidcs thc above, thcrc arc 293 SAG (Rs.5900-6700) posts and 12 HAG
(Rs.7300-7600) posts and a post of DGHS (Rs.8000 fixcd), which arc encadrcd
in thc scrvicc. Cchtral Hcalth Scrvicc Mcdical Officcrs man thc CGHS
: 638
dispcnsarics, Ccntral Govcriiiiiciit Mcdical Collcgcs and Ilospitals. k l h i
Administration hospitals aid dispciaarics. Ministry of Labour. P&T Dispcnsarics.
Union Tcrritorics. Assam Rillcs. and Public Hcalth lnstitutions
52 -3 Unlihc thc Cciitral Hcalth Scn icc. thc Railway Mcdicai Scn ICC.
miisisling of 2569 Mcdical and Dcntal Doctors. has no sub cadrcs Tlic sljccialist
positions arc nianncd by suitably qualificd doctors from aniong thc incd~cal
pcrsonncl in thc Railway Hospitals, dispcnsarics. and clinics It has a coninion
cadre throughout its mcdical hicrarch~~. licadcd by a Dircctor Gcncral (Rs 7300-
7600) Thcsc mcdical officcrs arc also rccruitcd through thc combincd nicdical
scn iccs cumination of thc UPSC Thc cadrc structure follows a pattcrn similar
to that of thc Gcncral Duty Mcdical officcrs of thc CHS
!\ledicu/Posts j2.3 Thcrc arc no tcaching and Public Hcalth Spccialists' posts.outsidc
orgarrised the 'Central Health Scrvicc. Bcstdcs 4hc- organiscd scniccs, thcrc arc somc posts
services
in tht Dcntal stream and thc Indian Systcms of Mcdlcinc and Homeopathy. Mcdical
pcrsuuici arc also manning dcpartmcnt-spccific positions for exclusivcly catering
to the cmployees of thc Dcpartmcnt/Officc at the field locations, like the
Dcpartmcnts of Spacc and Atomic Encrg?., Ccntral Police Organisations, ctc. with
o w 250 posts.
Ge,rieral 52.6 Demands reccivcd by us from diffcrcnt Associations of Doctors of
De,nraildsCr thcse senices in common rclatc to thc upgradation of thc entry levels and career
ii4emoratida
progression up to SAG and beyond, et par with the best of Group A services.
Med~calpersonnel also seek rationalisation and enhancement of non-practising and
3ther allowances, incrcasc in thc rctircmcnt age and terminal benefits, protection
from risk of infcction, enhanccmcnt of study lcavc to 3 y e h s in view of longer
duration of courses and provision for leave and other reserves, service perks like
housing, residential tclcphonc, secretarial assistance, along with other issues
rcgarding the creation of an All Indla Health and Mcdical Service, dis- continuance
of multiple lcvcls of cntry and transfcr of cadrc control from the Ministry to the
DGHS. Supcr specialists havc.dcmandcd crcation of a scparatc sub-cadrc with a
higher cntry Icvcl.
('f~tl.~ll/l~Illl~l~ 52.8 Thc Fifth CPC cngagcd a consultant!. stud!, through thc Indian
. ~ l I l ~ f" Vt
lnstitutc of Public Administration, to suggcst nicasurcs for rcslructuring tlic
Rc.vIrt~c/itr~ti~
mcdical scnkc's, kccping in mind thc dcmands and aspirations of thc nicdical
pcrsonncl in thc Govcrnmcnt, as also thc cnicrging rolc of thc Go\mimcnt i n thc
hcalth scctor, in thc changing socio-cconomic situation in tlic countn,. Suggcstions
niadc by thc study havc bccn kcpt in vicw by us \vhilc making our
rccommcndat ions.
/~c.coninrc*tid~ilio,r 5 2.9 A numbcr of Committccs in thc past havc gonc into thc nianncr of
tJrcldl'
'Ir lir~'Pclst organising and rc-organising thc Mcdical Scrviccs. Constitution of an All India
Hcalth & Mcdical Scnice has cngagcd thc attcntion of thc Goi*cmnicntin thc past
considcnng thc necd to havc a propcr hcalth dclivcry systcm for achicving thc Soal
of "Health for all by the year 2000 AD". Bcginning with thc Bhorc Comrnittcc
in 1946. thc Mudaliar Commitkc (1961), Jungalwalla Committcc ( 1967). diffcrcnt
Parliamentary Committccs, Sarkaria Commission on Ccntrc-Statc relations, and thc
Tikku Committcc (1991), have all brought into focus thc nccd for structuring thc
medical services in line with the Health Policy objective. Thcsc rccommcndations
stipulate that there should be no wastage of talent through utilisation of qualified
pcrsonnel on routine duties. Compartmentalisation and cxccssive specialisation
should be avoided, and interchange and rotation of the officers among clinical,
public health, teachmg and research branches, be permitted by integrating curative
and preventive measures. Internal recruitment of Gcncral Duty Officers with
specialist qualifications to the posts of Specialists be taken up as a onc timc
measure. Constitution of an All India Health & Medical Service on priority, has
also been suggested envisaging lateral entry, deputation and short-term contract.
These options have bccn kept in mind by us in making our rccommcndations.
OUR RECOMMENDATIONS
A / / Ittdia Iieallii 52. 10 The Government have indcated that the issue of creation of the All
otldMedica/
India Health and Medical Service was taken up with thc Statc Governments in
Service
pursuance of the recommendations of the Sarkaria Commission. Howevcr, the
proposal was accepted only by 4 states, while 5 othcrs laid down certain conditions
and anothcr 5 did not accept it. As a result, thc proposal has not made much
hcadwa).. Thc Consultancy study has pointcd out that thc futurc will require thc
mcdical scrviccs to play an important rolc cvcn at thc grassroots lcvcl. A sin&
unified scrvicc with provision for lateral cntry at highcr and spccialiscd positions
and appropriate inccntivcs for thc lattcr has bccn suggcstcd by thc consultants.
Aftcr considcring thc mattcr in dctail. We recommend that creation of Ail India
Health and Medical service should be the long term ultimate aim for which
the following steps should be taken up immediately:-
Utiified Cetilral j2, 1 1 Wc have observed in thc preceding paragraph that the first step in
HeO'"'l
the direction of constituting thc all-India service is unification of the existing
organised Central Health and Medical ,Services,including medical posts outside the
organised services, into a single service. Discussions in this regard were held with
thc .heads of the three organised Health services as well as Secretaries of
Department of Health and other Departments having posts outside the organised
senices. It emerged that the lack of uniformity in the conditions of service and the
cxistence of sub-cadres, besides specific need-based requirements of the different
organisations are the main obstacle in taking up this course of action. Also,
teachng and public health as separate specialist sub-cadres, are peculiar to only
the Central Health Service. The Ministry has issued a notification in October,
1996, providing for dlrect entry of Super-specialists at the level of Rs.3700-5000,
with the requisite qualifications and 5 years' experience in the relevant super-
speciality. The Railways have indicated acute shortage of doctors and have
indicated a need to fall in line with the pattern of the Central Health Service, with
a cadre of clinical specialists, having direct entry at the level of Rs.3000-5000.
They have also pointcd out that while thcrc is need for specialists to use the
specialised techniques and cquipment for treatment, a need based specialist cadre
has to be constituted with duly identified positi,ons being filled by in-service
qualifictjdoctors in the first instance, the rcmaining being filled through the UPSC.
Thc dcpartmcnts have cxprcsscd the necd to maintain adequate control .over their
respective cadres in ordcr to mcct functional requirements. Uniformity of service
conditions, common induction training, a pool for research and cross-organisational
cspcricncc and cxpcrtisc, and the nccd to augmcnt primary and preventive health
cara as thc largcr overall objcctivc will havc to take prcccdcncc ovcr the present
structure. Keeping in mind thc twin objectives of a singlc medical scrvicc and thc
functional rcquircmcnt of spccialist and supcr-spccialist positions, wc arc of the
opinion that idcntified posts of spccialists can co-csist \vith gcncralists in a singlc
scnicc with latcral cntry provisions and a common scniority bascd on thc highcst
dirccf entry Ievcl. Wc arc also convinccd that the brcak-up of thc specialist streams
64 I
into tlic supcr-spccialitiesand spccialitics \vill not bc conducivc to cffcctivc cadrc
iiianagcmciit bccausc of thc small nunibcr of idcntificd positions in an individual
spcciality or supsr-spcciality We, accordingly, make recommendations as in
the succeeding paragraphs for a unified Central Health Service.
t:tlfn k*Vt!l sclflrs 5 2 12 The entry level of general duty medical officers should be
retained at the pkesent level of Rs.2200-4000.Spe.cialists should be recruitec
50% by proqotion from among in-service doctors having the requisite
qualifications, against pre-identified positions, and the remaining 50% by
direct recruitment through the UPSC. They may be placed in the scale of pay
of Rs.3000-4509 at entry. Super-specialists have already been permitted
direct entry at the level of Rs.3700-5000.We do not recommend any change
therein, except that 50% of the posts identified for super-specialists should
be filled by pramotion of doctors possessing the requisite qualification, and
50% by direct recruitment failing which by short term contract on terms and
conditions to be negotiated with the proposed super-specialist candidate. The
eligibility reqairement of 5 years' experience, which they gain during
residency, need not be insisted upon.
Sub-Cadres 52.13 We do not recommend separate sub-cadrcs of specialists or super-
specialists as each speciality and super-spcciality involves a diffcrcnt ficld of
activity, few positions, and the need to keep posts "floating" betwcen the different
activities to keep the sub-cadres going. The sub-cadres should be abolished.
Posts requiring specialists and super-specialists should be identified by all
organisations and filled by themetbods proposed above at entry. Promotions
beyond the NFSG will be based on vacancies to be filled from among service
doctors having the requisite eligibility qualifications.
Conlnloll 52.14 A common seniority list should be worked out inter-se between
SenrorrgLfsfs the different streams at the level of RS.3000-4500,in the first instance, based
on the principles listed in Annexe 52.1. At the level of Rs.3700-5000,which
will be the highest entry level'for any medical doctor, a final inter-se common
seniority between the first common list and super-specialists should be
worked out on the same principles indicated in the said Annexe. The second
list will form the basis for career progression to higher positions.
Career 52.15 The career progression of doctors upto SAG is different between the
Progression General Duty Officers' and the Specialists' as follows:-
Rs.5900-6700 3 y r s in NFSG
or 17 yrs in Group
A. **
642
Scale of Pay GDOs Specialists
Rs.3000-5000 Entry
Residency Period
Scale of Pay GDOs Specialists Superspecialists
Rs.2200-4OOO 4 - -
Rs.3OOo-4500 5 2 -
Rs.3700-so00 4 4 4
Rs.4500-5700 - - -
For promotions beyond the Selection Grade the general
recommendations on the model cadre structure may be followed. It may be noted
that the ACP in the case of doctors will not only involve financial upgradations but
also promotions, as it is a dynamic ACP.
643
arrangciiicnts dropped to as IOIV as 12 5 to 16% Doctors arc also aggricvcd that
it docs not count towards Housing accommodation though 11 1s countablc for all
othcr purposcs, including pension There arc also rclatcd dcrnands for cxtcnsion
of NPA to othcr catcgorics of profcssionals and Govcninlciit scn ants who havc
opportunitm to cam IIIthc opcn markel. as also thc dcrnand for discontinuanccof
NPA by pcrmitting privatc practicc Thc Third CPC obscrvcd that NPA was
granted to doctors in licu of private practice on account of a traditionally cnjoycd
pnvilcgc as wcll as lcsscr cffbctivc scrvicc and promotion prospccts causcd by late
entry into smi& It d d not favour private practice by doctors, and favoured NPA
as a scparatc elcmcnt from pay-scales It suggcstcd a switchover to a slabsystcm
instead of thc cxisting ratcs with monetary limits The Fourth CPC enhanced the
ratcs under thc different slabs, bcsidcs granting 11 uniformly to all medical offccrs
The administrative Ministry has suggested that NPA should continuc and also bc
counted for purposes of housing accommodation eligibiltty in the matter of
permitlmg limited private practice we havc bcen advised by cspert opinion that it
could be permitted in a limitcd form provided malpracticcs could be curbed Wc
also note that it is only doctors who are roquircd to dcvotc a lifetime to health care
and life sustenancc under oath as a part of thcir qualifications We do not
recommend extension of NPA to any other catcgory We recommend that the
slab system of granting NPA to doctors may be dispensed with and NPA be
granted at a uniform rate of 25% of basic pay subject to the condition that
pay plus NPA does not exceed Rs.29300,i.e. less than the maximum proposed
for the Cabinet Secretary, It will continue to count towards all service and
pensionary benefits as a t present. No othcr change is called for, as it would
disturb relat~vtticswith other senices We are also not in favour of permitting
private practice in any form at this stage
Conveyance 52.17 Doctors are presently in receipt of conveyance allowance for visits
Allowance to Hospitals and dispensaries at call and outside normal duty hours and for
domiciliary visits at the rates of Rs.575, 180 and 150 per month for car, scooter
and other modes, respectively. We recommend that the above rates may be
revised in kind as follows:-
644
as medical to doctors. Since the duration of the Post-graduate courses has
been increased to three years, it is recommended that study leave should be
enhanced to three years for all doctors. Government should also consider
reservation of some seats for GDOs in PG courses. Doctors should be
allowed by rotation to attend National and International Conferences once
in 2 and 4 years, respectively, provided research papers authorised by the
DGHS have been accepted for presentation in the conference. The research
p q u i t allowancc ISpresently granted at the rate of Rs 250 per month to Spmalists
and Rs.100 pa month to the GDOs. We recommend that these rates should be
enhanced to Rs.500 and 300 per month, respectively. Reimbursement of cost
of Newspapers and magazines should be permitted in terms of the extant
orders of the Ministry of Finance for all other Group A officers. We also
recommend that residential telephone connections may be provided to all
doctors, as their services may be required urgently at any time.
Retirement 52.19 It has been argued that due to late entry in service doctors in general
and specialists in particular, are unable to complete service requirements for
drawing full pension. They desire that the provisions for superannuation as well
as voluntary retirement in their case should be appropriately relaxed, and the age
of superannuation be increased to 65 years for specialists and 60 years for GDOs
In view of our recommendation on a common Central Health Service, we do not
consider it advisable to propose separate ages of retirement. However, in view of
the late entry of doctors in service. We recommend an additional weightage at
the time of superannuation, of two years for PG diploma holders, three years
for PG degree holders and five years for double degree holders, only if they
enter service with such qualifications. Age of superannuation and VRS will
apply as for all other Central Government employees.
Hospital 52.20 The present system of appointing Medical Superintendents is by
Administration
selection of doctors of long standing experience who look after hospital
administration apart from ga- to their technical duties. The Medical Council
of India has recognised Hospital administration- as a distinct post-graduate
speciality. During oral Qscussions with us, Secretary (Health) agreed that h s is
a very important and specialid functional area of health care and will prove to be
of critical importance in hospital services in the years ahead. Hospital
administration courses have started in the country. We recommend that some
posts may be identified in hospitals and earmarked as a starting point to be
filled by post-graduate specialists in this field.
Restdent Doctors 52.2 1 There are also some Junior and Senior resident doctors who are
appointed for limited priods in the scales of R~.2630(fixed),Rs.2630-75-2780 and
Rs.3150-100-3350. They may be granted replacement scales of pay.
DENTAL SURGEONS
: 645
from Rs 2200-4000to Rs.5900-6700 Thcrc is no orgaiiiscd scn’icc of Dcntal
Surgcons
Earlier C1Y.s 52.24 Upto the time of the Third CPC, there wcrc 38 Dental Surgeons in
the Central Government. That CPC did not favour parity of the Dental Surgeons
with the Central Health Service, on account of a shortcr duration of the academic
course of the former. The Fourth CPC reported a total of 65 posts of dental
surgeons in the Government of India, all of thcm outside organised scrvices Wlth
the requirement of internship being made compulsory in thc dental surgeons’
course, the Fourth CPC recommended inclusion of the Dental Surgcons in the
Central Health Servicdlailway Medical Service with pay scales as applicable to
General Duty Medical Officers, and recruitment through a competitive
examination.
Central Dental 52.25 We note that the Dental Surgeons constitute a different and
Service
independent field of activity with distinct qualifications and duties. The
administrative Ministry is not in favour of merger with the CHS and has a proposal
under consideration to constitute a separate Group A Central Dental Service. We
recommend that a separate Central Dental Service should be created
comprising all the Dental surgeons in the Ministry of Health & Family
Welfare, Indian Railways, Ordnance Factories organisation, Ministry of
Labour, Department of Coal and other Civilian posts, The Central Dental
Service should be on the lines of the Central Health Service, as for the
General Duty Medical Officers with one post in the HAG (Rs.7300-7600)
under the DGHS. The following standard designations should accordingly
be followed in the service:-
2. Rs.5900-6700 Consultant(Dental)
646
52.26 A scparatc spccialist sub-cadre has also bccn dcmandcd by thc
Dcntal Surgcons on thc lincs of the spccialist sub-cadres in thc Ccntral Health
Scrvicc, with provisions for latcral movcmcnt bctwecn teaching and clinical
functions. Thc administrative Ministry has advised that thc number of specialities
is v a y small, and thc mattcr can be considcrcd while framing the proposcd Central
Dental Service Rules. In view of thc Ministry's advice, we do not recommend the
fixmation of a spccialist subcadrc for Dental Surgcons. As we have recommcndcd
a Rost of Additional DGHS for the Dental Service, we do not f e l a separate
Dircctoratc of Dental/Oral Health is required with a small size of service
Counting ofpast 52.27 Dental Surgeons have pointed out that the Fourth CPC
Group 'B'Service recommendedupgradation of BDS personnel to Group A from 1.1.86, but did not
lay down criteria for counting length of service in Group B before placement in
Group A. As such, they have not been given the benefit of past service in their
placement at Group A level. The administrative Ministry has suggested giving
weightage of Group B service to the extent possible while framing the proposed
Central Dental Service Rules. We observe that internship was not a mandatory
requirement prior to 1984 for the BDS qualification. The Fourth CPC's placement
in Goup A from I . 1.86 need not therefore be disturbed at this stage, particularly
since it involves giving benefit with retrospective effect.
I 1
Introduction & 52.28 The National Health Policy of 1983 envisages the necessity to
Historical initiate organised measures to enable each of the systems of Indian Medicine i e.
Background
Ayurveda, Sidha, Unani, as well as Homoeopathy to develop in accordance with
their genius. The policy requires planned efforts to find an appropriate role and
place for thesediflkrent systems in the overall health care delivery systems in order
to achieve the goal of health for all by 2000 AD. On the demand of CGHS
beneficiaries to provide ISM&H dispensaries, the Ministry of Health & Family
Welfare decided to provide a berth to these systems gradually in the scheme. This
led to opening of the first CGHS Ayurvedic Dispensary in Delhi in 1963.
Following this,the dispensaries representing the Homoeopathy and Unani system
were also established in 1967 and 1978, respectivtfy. In 1980-81, the Sidha
system was included in the scheme. In pursuance of this policy, Government also
set up a Department of Indian Systems of Medicine & Homotopathy under
Ministry of Health & Family Welfare, in March, 1995. Simultaneously,planned
efforts are being made to dovetail the functioning of the practioners of these
various systems and integrate their services, in the overall health care delivery
system.
Esla blishment 52.29 At present ISM&H has a sanctioned strength df about 182
physicians in Group A spread across pay-scales from Rs. 2200-4000 to Rs. 5900-
6700 as follows:-
Pay-Sca., No. of Posts
Hornoeo Ayurveda Umni Sidha Total
Rs.5900-6700 1 2 - 3
Ks.4500-5700
Rs.3700-5000 3 8 2 - 13
647
Pny-SC'nlC No. of Pcata
Homofo Ayuiwclu UnHiii Sidhu Totul
Ks 30004500 34 31 X 2 75
Ks.22oo-4000 38 41 I0 2 91
Total 76 82 20 4 1n2
F U R RECOMMENDATIONS 1
Cer,!tral 5 2 32 The Tikku Committee recommended a separate organised service
hdigenous &
for ISM&H. The Consultancy Study has suggested integration of ISM&H doctors
Homoeo Medic.a1
Sewice in the CHS with equal opportunity €or high level posts. The Administrative
Ministry has underlmed the need for building organised career management at par
hith GDOs of the CHS. To carry through the objectives of a separate Department
of ISM&H, we recommend that an organised service, called the Central
Indigenous & Hotnoeo Medical Service, may be constituted to include the 182
practitioners, and other physicians of these systems in the Ministry of
Labour, Deptt. of Coal, Armed Forces Ayurveda Dispensaries and the
Pharmacopoeia Labs of Indian Medicine and Homoeopathy, carrying
medical qualifica.tions.
Parity wifh 52 33 ISM&H Physicians havc parity at entry lcvcl with Allopathic
GD \m 5
doctors Rut for carccr progrcssion thcy havc to wait for vacancics Thc Fourth
CPC rccomnncnded parity of Physicians of ISMClH with GDOs of CHS, by
6411
upgradingexisting posts in the scale of Rs 650- I200 to Rs 2200-4000, provided
the incumbents possess degrees The Tikku Committee. also recommended
similarly But both were silent regarding career progression The Consultancy
Study as well as admninistrativc Minisuy have recommended total panty of
ISM&H Physicians with Allopathic doctoxs As specialisatinns arc yet $9cmltrgc
with concrete foundation in ISM&H, we recommend a general parity with
GDOs as follows:-
!tirroducrioti 52.35 Pcrsonncl concerned with medical and hcalth dclivcn in Central
Gavernment hospitals, teaching, training and rcscarch institutions have been
broadly dividcd into thrcc catcgorics - mecfical, para-medical and non-medical. All
persons who do not undcrgo a formal training in modcrn mcdicinc as prescribed b!.
the Medical Council of Indie, but work \vith medical men in an institution, in the
field or cormunity for the care of' paticnts or for training of students are para-
m d c a l personnel. At least 1 1 cakgorics exist amohg s x h personnel as follows.-
.\iX Ol 52 36 ?'here arc about 16,939 para-medical staff distributed over the 1 1
i ,i,lh/i\~lnz,~~l~
categones rnmtloned above. In the various institutions, rsnging from the pa! -scale
of RS.950-1400to the scale of Rs 3000-4500. T k categon-wise distribubon is
given at Annexe 52.2.
/'rc*viou.s CPCs j2.37 The f i r d -CPCincluded all Nursing staff. Health Visitors Physio
and Occupational therapists, Phaxmacists, X-ray staff. Dressers, Health and
Sanitan, Inspectors and many miscellaneous staff in the para-medical category. It,
however, covered Laboratoly Technicians in the categov of scientific assistants.
It did not conside: iisk allowance as justified, particularly for nurses, as it felt t.hat
they were not exposod to greater risk of infection or i n j v than other para-medic21
categories. The Fourth CPC included only Radiographers, X-ray technicians,
Pharmacists, and nursing staff in their recommendations on para-medical staff. It
recommended parity between Pharmacists, Radiographers and X-ray Technicians.
(.'ortsulrancy 52.38 The Consu!tmcy study assigned by us to liPA was also requested
.SlZl&
to go into the ciassification, numbers and other matters concerning the para-
medicd categories. nith a view to suggesting changes in their pa!,-scales and other
dtspensations. The study has pointed out that para-medical staff arc those who arc
related to the mcdical profession in a secondary or supplementan position. \vith
technical qualifications. It has divided the para-medical staff into two categories.
on the basis of qualifications and the number of \'cars of cducation. The first
catego?' consists of pcrsonnel with minimum of thirtccn !'cars of cducation. i.c
1Ot-2-1-degrccld1ploma.including nurses who have thrcc and a half years of Nursing
Diploma. The second categoy consists of the personncl with less than thirtccn
,years of cducation. i.c inauiculation with ccrtiticatc coursddiploma of 1 yr.
duration The study has brought out certain dispariilcs ]:I pay-scales. lack of
promotion ax'cnucs in thc case of man!. of the para-nicdics. necd for iiiscrvice
training. and thc nccd to upgrade certain catcgorics. M;c lia\.c Lcpt in mind thc .
suggcsrions niadc b!. t k study. while making our own rccommcndations
Demands in 52.39 The demands made bcfore us in memoranda as well as oral
Memoranda evidence and oficial discussions, mainly relate to the aspect of career progression,
as many of thc posts are in extremely small cadres or isolated positions, which can
neither bc functionally increased , nor provided promotion avenues to the medical
category. Thc differcnt associations thcmselves have demanded upgradation of pay
sf.-E~x+~cn,.2ze;;3z(i"Viri'j
I
C .s - .qua~l~tiations
irl - - l . r and nature o;;ui;cs, the)?hiivc a h
asked for permission to do privatc practice or in lieu thereof, NPA, setting up of
para-medd councils, etc. Whde issues relating to individual categories have been
discussed separately, there arc still certain issues that iaeed to be gone into for the
para-mdcal categories m general. Classification of certain categories outside the
sphere of "para-medical",has been dcmaiidcd b?. Nurses, Physio and Occupational
Therapists and Dieticians, ctc. and Mcdical Record Officers have askcd for
Inclusion in the category of para-mcdical staff, Allowances for Risk, Patient care,
Son-practice (or permitting privntc practice). Break-down Duij. and Training. and
upgrading of skills have bccn askcd for in general along with uniforniity of
designations. Setting up of a high-potjcrcd committee on para-medical staff has
also been demanded.
High Powered 5 2 40 Nurses, Physio and Occupational Therapists and Dieticians ha\ e
Comm iner /or
desired to be classified outside the para-medical categories, as the Medical Council
Para-Medicals
of India has designated them undcr a separate category of Allied Health
Professionals on the ground that they help medical men in health care de1iLe.p
s? stem Medical Record Officers havc claimed that they have to be con\ crsant
~ t mdco-technical
h ternnolog?. bcsides the dutles of handling medical records.
and should, therefore,be included in the para-mdcal category The administrati\e
Ministq has mformed us that the usage of the tcrms in the Medical Council of
Inda is bemg followed, though the two-tier classification, Para-medical (Technical)
and P a r a - d c a l (non-technical). suggcstcd by the Consultants based on a gradcd
difference at entry level, is acccptablc We recommend that a high-powered
committee may be constituted for the purpose, to suggest re-categorisation
of all the hitherto para-medical categories worbng in the Central
Government institutions. This committee should also examine the issue of
privatisation of technical para-medical services, after experimenting with the
measure in some select Institutions. The Committee should also consider the
feasibility of restructuring and multiskilling of different para-medicals into
composite technicians and suggest staffing ratios and norms for Hospitals
and Dispensaries.
Allowatices 52.4 1 Certain para-medical and other group'C & D staff working in
hospitals and Qspensaries are bcing paid Hospital patient Carc Allowancc, which
covers the elements of Rrsk Alloi\~anceand Night Duty Allowance. Othcr
categories are in receipt of specific allmvanccs for specific purposes, like Spccial
Nursing Allo~vanceto Nursing staff. coixring such matters as risk, non-practicc.
ctc.. We have separately madc our rccminiendations on allowances for somc af
these specific catcgories in the follo\\ing paragraphs. We do not recommend
extension of risk allowance to any new category. We also do not recommend
grant of Non-practice allowance and break-down duty allowance, in general
to para medical'personnel.
CLINICAL PSYCHOLOGIST
052
Hospital/ Designation Method Qualifications
Institution & Pay scale of Rectt.
3 !TS teachins
experience
Earlier CPC-5 52 45 The l h d CPC did not treat these personnel as a common para-
medical category, but made recommendations for Clinical Psychologists to be in
Junior Class I positions in Safdarjung. RML Hospital & JIPMER based on
quallficabons and size of the msbtuuons For posts in RACKON and CIP. Ranchi.
ma& teadung I n s b t u h s . it recommended the scale of Rs 650-960 for Clinical
Psychologists with M A (Ps\.cholog?) and a Diploma in k4edical and social
Ps\.cholo~(DM&SP) For posts not requinng the dplonia, it suggested the scale
of Rs 550-900 The Fourth CPC made no obsenations on this categon
Our 52.46 We note that there are only 15 Clinical Psychologists in the Central
recontntc.JJd~l~J1~115
Government Hospitals and tcachins institutton. Clinical Ps! chologist uith
minimum essential qualifications of .L1 -4 (Ps!cholog? ) plus Diploma in Medical
and Social PsTcholoE (DXq%SP) worhing in dfferent Government Hospitalst
Institutions are placed in different pay scales. 1640-2900.2000-3500 and 7200-
4000. at entry Thus there is a lot of dispant? in the pa! -scales. though there is
Rear similarity in educational qualifications Experiencc requirements chffer in
some institutions and accordingly a higher pay scale is given. Some posts do not.
howcver. require the post graduate DM&SP. We 'have considered the matter
and recommend as follows:-
1 DIETICIANS I
Inooductiota 52.48 Dieticians play an important role in. regard to treatment,
rehabilitation and prevention of clinical disordcrs through scientific counselling on
appropriate diet. A large number of diseases, c.g. diabetes mcllitus, cardiac,
hcpatitic and rcnal disorders; etc. heavily depend on appropriate did, that goes
bqond drugs. In the past this service was of ven. routine nature and was mostly
managed by hospital stewards and nurses. With the establishment of the first post-
graduate dploma course under the All M a Institute of Hygiene and Public Health,
affiliatedto the Calcutta Univpity, India had the first group of Hospital Dieticians
in 1950. fully trained and competent to handle hospital dietetics.
TOTAL 45 22 8 1
Thc usual cadre structure of a Dietetics stream. after cnrn at the le\ el of Assistant
Dietician. is Ihetwan Sr. heucian and Chief Dictician E n t c levels vary bet\\ecn
thc scales of Rs 1400-2300 and Rs 1640-2900. depending on patient waffic and
654
bed-strength. Entry level qualifications arc (a) B.Sc. (Home Science/Home
Economics) or M.Sc. Food & Nutrition: (b) 1 yeu's post-graduate.diploma in
Dietetics and Public Health Nutrition, 3 months' internship: and (c). 1 year's
experience in a recognised hospital. For entry at the level of Rs 1400-2300. the
experience requirement is usuall? treated as desirable. All other posts. wherever
xzilable in the hospita: kicrar2i>. of Dieticians arc f,kd bj p , r ~ ~ ~ r u i . i u ~
Ihiraiids iir 52.50 Deticians have demanded upgrixiation of their enw-level pal. scale
~'yL'rrtoratrdo to at least Rs.2200-4000, creation of promotion avenues, and constitution of an
organised "Central Dietetics Senice" by increasing the number of pcsts based on
\vorkload and functional requirements. Ttiq. have also asked for parity with
medical doctors in terms of ccnain allowances and facilities e.g. Non-Practice
A llowancc. Conveyance allo\vance, Health Care Allowance, Teaching allowance
for teaching Dieticians, reimbursable and prioriQ. telephone connections, allo\vance
for purchase of Books and Journals, attending NationaVInternational conferences,
at Government expense, etc.
('ottmtmm ofuti 52 5 1 The total number of posts of beticians undcr the Central Go\%is
orgatrised s e n w e 76. which includes Railways and Army Hospitals. These posts are spread across
groups 'B' & 'C' pay scales onb There is no post in Group ' A ' The
administrative Ministry is not in favour of such a servidcadre. as the posts are
\en. few in number. As the number of posts is small, we do not recommend
constitution of an organised service of Dieticians.
4ill>nll/l'~'~ 52 54 Dieticians ha\ c claimed that thcir duties arc coniparablc uith
medical doctors The\. also ha\ e to cspcriment and do research and uould like to
ha\ e higher education allowance. allo\\ance for purchase of books and journals.
conveyance allowance. telqhone pnority and reimbursement. facility for attending
nationaYintemationa1 conferences and housing facilities near hospital campuscs.
besides a special teaching allowance for duties involving teaching and training of
medical. nursmg and dmetrcs students The adminutrative Ministq has pointed
out that Dieticians are not required to c a m out independent diagnosis. and
UlaapeutH: support is provided on second- referral. since their main duties are
cowerned w~thhospital detetics and kitchen Therefore. any cornpanson with
m&cal doctors would not be \.did Gomg by the advice of the Minist?. \\c do not
feel an!. special allo\\anccs are justified We, therefore, recommend that only
Chief Dieticians may be granted allowance for purchase of books & journals,
and reimbursement for attending nationaYinternationa1 conferences as
recommended for Medical Doctors. For giving Lectures, honorarium as per
rates prescribed for Central Govt. employees in general, is recommended.
A separate teaching allowance for occasional teaching duties is not
recommended We also do not recommend grant of Non-practice allowance,
as Dieticians neither work round the clock nor does their work involve
multiple areas of health care.
65 7
NOMENCLATURE EXISTING REDESIGNATED PROPOSED
PAYSCALE AS PAY SCALE
(Rs) (Rs)
Sratt' Nursc 1-100-2600 Xo Change 1600-2660 Rationalisation
.vJUXPI~ s2.59 Nursing Allo~vanceis grantcd u Rs 1501- p.ni. to all thc nursing
.-Il l ~ * t ' nt1d
~ ~ ~ t . categorics
at d l levels in Central Govt. Hospitals and institutions in view of their
.V1J.t
,.I
multifaricuis duties and rcsponsibilities. A Special .4llo\vancc of Rs.60,'- p.n-i is
also granted 10 Nurses \vorhe in Special Units like Major Operation Theatres.
1CU/ CCL. Dialysis Unit/.Ward. ICU for burns. Tctanus and Rabies Wards.
Paed~atricand neo-natal units, subject to the condition that i; shall not bc p n t c d
to more than 25% of the total nslrsing sucngth The adminiskative Ministn has
suggested that the allowtnces should bc enhanced as niirscs arc not entitled to .Nan-
Practising allownce. NPA is not alloived to Nurses at present Their availability
an duty at odd hours is on the line of rmtional shifis, unlike doctors on call. We
are iiot convinced about the justification for grant of NPA to nurscs. We,
however, recommend that the nursing allowance should be enhanced t o
Rs.-100 per month, which will cover the element o f Son-practice allowance.
Special allowance should also be enhanced to Rs.120 per month.
Iki$onn & 52 60 Nurses are also paid a Urnform Allou ance of Rs 125 p m which
JCashing has been sought to be increased, as their requirement is 6 terrycot uniforms in a
.Mowancc
vear. the costs of which have mcreased The administrative Minis- has also
suggested its increase We recommend that this allowance may be given
annually at the rate o f RS3000/-as a lumpsum amount. They arc also paid 3
Washing Allo\tance Rs 7%- p m I\ e f 1 10 86 This may also be doubled
to Rs.150 per month.
Nisk.4llonanc.e 52 6 1 Nurses have clauned that the! run the risk of contracting disease5
due to the nature of their job and close contact w t h the patients The? undergo a
great degree of mental and ph?sical stress and strain. \\bile protiding carc to
patients/ clients. and at the same time are ine\ itabl! e\posed to many dangerous
diseases The Third CPC did not falour grant of rrsh allonance to nurses on thc
graund that Lhp \\ere not exposed to greater risks comparcd to other para-medical
categories W e also d o not recommend a separate risk allowance for nurses
as nursing allowance and special allowance will take care of this factor also.
Creche Facilities 52.63 The demand for provision of Creche services at the Hospital
premises is a genuine one. We recommend that as far ES possible, creche
services should be provided in the hospital premises.
A'on-t .ridenr 52 64 There is a category of non-resident nurses in the Central
.Vur.res Government Hospitals viz. Safdqang, 'Ram Manohar Lohia and JIPMER
Hospitals 'Ihcre were only 46 such posts at the time of the Fourth CPC, as against
87 at the time ofthe Thlrd. At present there are 20 posts of non-resident nurses in
Safdqang Hospital, 13 in JIPMER and 22 in RML Hospital, totalling 5 5 . Their
qualifications are those of staff nurses, but they work only for 6 hours without
break, in the Out-patient Department. They have demanded upgradation to the
level of Staff nurses. adequate promotion opportunities and reintroduction of the
selection grade granted earlier. Though the educational qualification of the non-
resident nurses is similar to that of staff nurses, the administrative Ministry has
adlised that the cadre of nm-resident nurses is a dylng one and is being phased out.
We do not recommend upgradation in view of the difference in the nature of
duties. As regards grant of the benefit of Selection Grade the ACP scheme will
take care of career progression.
.-I Ilowittces 52.68 As mentioned above, Special allowance has been granted to nurses
covering critical areas of health care. Teaching nurses already hait an edge over
other streams. Keeping in mind their duties and responsibilitics, and the fact that
their clinical functions are not in critical areas, we do not recommend grant of
special allowance. We have already indicated that we are not in favour of NPA
for any of the para-medical categories, including teaching nurses.
Citvierul puy 52.69 As regards the other demands, general replacement scales and other
~CUILT
allowances and conditions of service, we have made ow recomniendations in the
relevant chapters
Codre structure 52.70 This stream constitutes a vital segment of the community health
services deliver3 system, in implementing primary health and school health care
related programmes in sub-urban, rural and remote areas. It consists of Public
Health Nurses; Health Supervisors,Lady Health Visitors (LHV), Auxiliary Nurse-
Midwives(ANM) and Multi-purpose Female health Workers. Comprising about
430 personnel in the Central Government, this stream has three entry levels as
follows:-
I )fiwtnrtdc 52 71 La& Hcalth Visitors and .4NMs ha\ c dcmandcd better pay scalcs
and promotion opportunities at par \\ ith othcr spccialiscd tcchiiical cmployccs
660
working under the Central Government and to remove stagnation. Allowances like
Night Duty Allowance, Patient Care Allowance, Uniform Allowance & Washing
Allowance and fisk Allowance have been asked for.
Pay Scales 52.72 We note tllat LHVs are promotion posts for ANMs and hotb are
filled to a large extent by direct recruitment with comparable qualifications. In
view of the prescribed qualifications and nature of duties, we recommend that the
entry level of ANMs should be raised from Rs.975-1540to ,Rs.1200-2040.
LHVs should accordingly be placed in the scale of pay of Rs.1400-2300.
These upgradations will also help to reduce the gap betwezn these posts ahd the
next level of Pubiic Health Nurses. Public Health Nurses, as !he nest higher level:
are recruited from among LHVs, Medical Social Workers and directly, with the
requisite qu3lifications. The promotion quota for LHVs. etc. in the post of
Community Health Officer is 20%, the remaining 80% being filled from the cadres
of S a n i t a r y / F d Material Inspectors. LHVs have claimed that the incumbents
from this 80% quota are not technically qualified or trained in terms of DGHS’
extant orders. Therefore, they feel that promotion to this IeveI should be set aside
entirely for LHV,etc. We are not in favour of disturbing the present ratios for
renivving stagnation among the LHVs, as the Assured Career Progression will
suffice.
.-t Ilorinrices 52.73 Night Duty and Patient Care in the case of Public Health Nurses,
LHVs and ANMs is of occasional nature and not contiiluous like some of the staff
nurses. We. therefore, do not recommend grant of allowances for these purposes.
Uniform and washing allowance should be granted to them as has been
recommended for nursing staff in general.
Etiahlirltmerri 52 76 The Operahon Theatres of the Central Govt are located In the four
major hospitals-Safdarjang, RML, LHMC and JIPMER-besides hospitals of the
Indan R a h a y s and Ordnance Factories Numbenng 290 in these organisations.
they are distributed as follons -
LHMC 2 5 15 22
Safdarjang 4 73 33 1 111
Hospital OT OT OT Others Total
Attdts. Asstts. Technicians
RML 30 __ 20 50
Ordnance -- 15 1 16
Factories
- OTAL40
T 170 79 1 290
Uen1utrdr 111 52 77 The Operation Thcatrc Technicians Association has represcntcd that
~ ~ thc~pa> scalcs
~ of 0 T ~Techiical~Staff and"Laboraton.
~ Technical
~ Staff~ ~
in hospitals ~ h
used to bc same after the implementation of the recommendatiotls of the Third
CPC But the Fourth CPC recommended lower pay scales for the 0 . T Technical
Staff in comparison to the Laboratory Technical Staff with comparable educational
qualifications and naturc of dutics They haw also pointed out that the Fourth
CPC mrnmcnM that Group 'C'& 'D' technical employees worhg in lffercnt
hospitals may be given promotion after 15 years of senice They have also
demanded payment of an 0 T allmsance and enhancement to 60 years of the age
of superannuation.
Puy I'mrict 52 48 The Operation Thcatrc Technicians have the following relativit? of
posts with the Laborator)/ Technicians -
662
Esccpt thc rust hvo levels above Group D, the rest of the posts have the same pay
scalcs m both categories. The administrative Ministry have observed that, there is
similarity In the training, qualification & recruitment rules among the laboratory
technical staff and the O.T. Technical Staff. In view of comparable
qualifications and duties, we recommend parity of O.T. Technicians and Lab.
Technicians at the initial levels also. Accordingly, the following grades are
proposed for O.T. staff in future.
1) O.T. Attendant - Rs. 750-940 with 2 ACP levels of Rs. 775- 1025
and Rs 800-1 150 with minimum 8th Standard qualification, at
:ntry;
iii) O.T. Technician - Rs. 1600-2660 with 2 ACP levels of Rs. 1640-
2900 and Rs.2000-3500with minimum B.Sc. plus Diploma/
Certificate in the relevant subjects. The existing incumbents in
each organisationin operation theatres as well as sterilisation
services will be placcd in appropriate matching pay scales.
O.'T.Allowance 52.79 Payment of O.T.Allowance has been demanded on the lines of the
O.T. Technical Staff in Delhi @vt. The demand is not justified as O.T.staff are
recruited for O.T. duties. We do not recommend grant of O.T. Allowance.
General pay 52.80 As regards demands for career progression, superannuation age, etc.
scoles and replacementscales, the general recommendations in the relevant chapters will
apply.
663
Estnhhslrnierit 5 2.82 Them are at least 46 cmployecs in the para-dental catqorics as
folI on5 :-
Design atio n Pa y-Scale Total
1200-249 1400-23C!?
Dental Tcchnician 31 2 .-
> -1 -
Dcntal Hygienist 7 7
Dcntal Mechanics 4 1
TIic Indian Railways do no1 ha1.c an! para-dcntal posts Dental H!Sicni<ts a i d
Mcchanics are 100% direct cntn isolatcd posts Onl? Dental Tcchnicians h a \ c
promotion posts of Sr Dctltal Tcchiliclans (Rs 1400-2300)
1 P,HARMACISTS I
General 52.85 Pharmacists are concerned with supply of medicines in accordance
'nrroduc''o'l
with prescriptions or, when legally permitted, without a prescription. The!, also
deal with procurement, selection, presenation, storage, preparation, distribution,
adrmnistration and accounting of drugs and pharmaceuticals. The usml minimum
essential educational qualification for direct recruitment against thc post of
Pharmacists in the scale of Rs. 1350-2200 is 10+2,2-\-earsdiploma and 3 months
training in Pharmac!, along \vith rcgistration with the Central or Statc Pharniac!.
Council. Some organisations recruit them with loner qualifications also
,
Pharmacists have a two or thrcc grade structurc. including the entry level. \\ith
promotions upto the scale of Rs. 1640-2900. and sometimes upto Rs.2000-3500
Distribution of 52 86 The total number of Pharmacists is about 3483 They are generalh
Eittablishmetir cmplo) cd in Central Government Hospitals, Dispensaries, Central Drug
Laboratory, Medical Stores Organisation etc Besides, Pharmacists also exist in
Botarucal Survey of Inda (BSI), Air Headquarters, Archaeological Survey of India.
Directorate General of Employment & Training ( W o Labour) etc ,where entry
Ic\ el is lower, i.e in the scale of Rs 1200- 1800 or Rs 1200-2040
Demands in 52.87 Pharmacists associations have demanded setting up of a separate
klemoranda Dircctorate of Pharmacy for greater participation in policy-making as well as
adequate career progression, upgradation of their pay scales and granting of
additional allowances for non-practice, patient care, non-technical duties, risk,
literature etc to improve their functioning as well as achieving job satisfaction
Frevious CPCs 52.88 The Third CPC obscrved that Pharmacists also include
compounders and dispensers. It divided the category of Pharmacists into two i.e
full? qualified Pharmacists and unqualiiica Pharmacists and accordingly suggested
different pay scales. The Fourth CPC broadly followed a similar pattern of
granting replacement scales for the registered Pharmacists. For improving the
promotion prospects of Pharmacists it recommended that administrative Ministry
night examine the desirability of a few posts in the pay scale of Rs. 1640-2900/-.
No distinction was made behveen qualified and un-qualified Pharmacists.
Directoratc of 5289 No justlfication has been furnished on the need for Pharmacists to
Pharmacy pla! a role in policy making relating to health when a Drugs Controller of India.
and Pharmacy Council of India exist This demand, if accepted, wll lead to similar
dcniands by other para-medicals to haie thcir onn specialised Directorates We do
not rccommend setting up of such a Directoratc
I’nncirt Cor 52 91 Paticnt Carc Allowance @,10./, of the basic pa! per month, has
1 Ilobua,lcr been asked for against thc prcsent rate of Rs 80/- p m The allowance should be
doubled to Rs. 160/- pm., retaining the conditions under which it is granted
i.e. if no night duty o r risk allowance is sanctioned by Government
(;etiernlpav 52.92 For all the remaining matters our rccommcndations clsewhere in
scnlcs this report wvill apply
Indian Railways 50 50
Safdarjung Hospital 49 13 62
LHMC & KSC Hospital 6 4 10
CIP 4 4
AI!PM&R 13 7 20
R M L Hospital 3 2 3
666
Institution PTs OTs Total
Ordnancc Factories 1 1
C/RLTRI 7 7
JlPMER 9 8 17
Usually both the categories enter at ,the level of Rs. ,1400-2300,with minimum
qualificationsof lot2 and a three-year degree or diploma and 6 months internship,
with or without PG training. At highcr Icvels the posts of Lecturer PT/OT arc, i n
the scale of Rs. 2000-3200, and posts cf Sr. Lecturer or Senior Physiotherapist/
Occupational Therapist arc in the scalc of Rs. 2375-3500. Certain organisations
follow a different p a m y also. Indian Railways have only two gradcs of
Physiotherapists, i.e. Grade 1 at thc Icvcl of Rs. 1,400-2300, and Grade I1 at thc
lcvel of Rs. 2000-3200. In contrast. thc Jawaharlal Institute of Post-graduatc
Mcdical Education and Research and thc Central and Regional Leprosy Training
and Researeh Institutes, undcr thc Ministry of Health, recruit Assistan1
Physiotherapistsand Physiothcrapy Tcchnicians in thc scale of Rs. 1200-2040 with
qualifications of matric+PhJslothcrap\. Certificate coursc, who atso I m ~ c
proniotion avenues to the posts of PIi!siothcrapist.s/ Occupational thcrapisls.
Drnrarid.~111 5 2 95 Physiotherapists and Occupatlonal Therapists have dcmandcd a
*''bnorcrd'r
Iiighcr entry lcvel based on the contcntion that their qualifications arid dutics arc
comparablewith those of doctors Thcu demunds also include parity with mcdical
aid dental doctors with regard to ently h e l s , carcer, allowances and othcr scnice
conditions. In support of their demands they have cited a CAT, Principal Bcnch.
judgement in petition No. 2323189 dated 8.694, under whlch the rejcction of a
~ccommendationto raise their scales of pay fromthe existing level Rs. 1400-2300
to Rs. 2000-3500, had been quashed Bcsldes, they have also asked for being
roclassified by exclusion from the ca tcgory of "Para-medicais" and unification of
the cadre of PTs/OTs.
667
follow the usual ACP pattern. Lecturers in PT/OT should, accordingly, be
placed in the scale of pay of Rs. 2000-3580, and Senior
Physiotherapists/Senior Occupational Therapists in the scale of pay of Rs.
2200-4600. To improve promotion prospects a post each of Chief
Physiotherapist and Chief Occupationat Therapist in the scale of Rs. 3000-
4500 may be created in hospitals and institutions wherever functionally
justified.
52.97 We have looked into the demand for payment of allowances at par
with dxtor. We have already indicated our views on the issue of parity Grant of
NPA to Doctors is not based on the possibility of private practice, but on account
of tlic requirement of call duty round thc clock without resort to private
practice/compensation For PTs/OTs therc is no requirement of such call dut?
round the clock ' NPA to PTslOTs is, therefore, not recommended. Other
allowances are also not recommended as parity with doctors is not beirig
con ceded
52 98 The claim for unification of thc cadres of PTs and OTs IS based on
Ihc argunent that their qualifications and dutics arc comparable and the end-result
ofthcir respective effort is the same The admimstrative Ministry has. ho\\c\ cr.
ad\ ised that the qvalifications and ficlds of activity of PTs and OTs are different
and riot interchangeable We also obscnc that all the health and educational
i'nstitubons employing h s e personncl ha\ c kept the streams separate at all le\ cls
We,. therefore, do not recommend merger.
Grricruf dcmciiitir 5 2 99 As regards the other demands and replacement pay-scales our
Orid pi)'S C C I ~ < * C
recommendations in the relevant chaptcrs may be referred to
O14r 52.103 We have considered the matter a d found that the nature of duties
recommendations
and responsibilities of Medical Social Worker(MSW). Social Worker(SW) and
Psychiatric Social Worker(PSW) are comparable Thc Fourth CPC had
reeommended the scale of Rs 1600-2660 for the posts of mcdical social workers.
The psychiatnc social workadsocial workers who posscss the same qualifications
and dscharge the same duties and respansibilities as the Mcdical Social Workers
were;however, omitted and granted a lower pay-scale by default. There is no
material difference: between the Medical Social Worker, Social Worker or a
Psychiakic Social Worker if hdshe works in a general hospital. But the same
pewon w o h g m a mental hospital or a psychiatric Deptt of a general hospital is
called a psychiatnc social worker. It has also been demanded that to reflect the
actual functions and high level of responsibilities, the post of MSW should be
redesignatcd as Medical Social Welfare Officer and classified as Group "B" post
with the initial pay scale of Rs 2000-3500/- and after completion of 8 years of
senkc, should be given the next higher pay scalc of Rs.2200-4000/-.
In view of the minimum qualifications and thc nature of duties & responsibilities
attached to these we recommend that Medical Social Worker/Social
WorkedPsychiatric Social Worker with qualification of Post Graduation or
669
at least Graduation, plus 2 years Diploma in Social Work, should be placed
in the scale of RS.164cL29oO at entry. The scheme of assured career progression
(ACP) \\ill m e t the demand for carccr prospects Since there arc no highcr posts
in most of the institutions, no substantive promotions are possible. The 1st ACP
scale should be Rs.2000-3500,and the 2nd ACP scale Rs.2500-4000/-.The
sdministrativc Ministry --sy rcnsidcr xaking these posts a s fieder :c pozts
of Public Relations Officers, Labour Welfare Officers, etc., wherever they
exist. Keeping in mind the nature of duties, qualifications and job content, we
do not recommend parity between the Medicall Psychiatric1 Social Workers
and the officers of the hlinistry of Labour.
RADIOGuPHERS/X-RAY STAFF
C)tclrrhutrori o/ 52.105 Ra&ography and X-Ray Staff. numbering about 383 ha\ c different
~~sl'lh'lJhnfenr cadre structures in different Central Government Hospitals in thc follo\\ing pay
scales-
670
6. Sr. Dark Room Asstt.1 . RS 1200-2040
Tcchnicians 'I
I ) t ~ t , r c r f l d \It1 i 2 106 Radiograph! and X - K a Staff ha\ c dcinanded that their posts
\ lar,rot ~ l l d ~ l should bc upgraded in 1 icw of ciihaiiccmciit of enti: Icvcl qualifications Apart
Irom pro! ision of adcquatc promotion prospccts. grant of radiation rish
aIlo\\ ancc has also bccn ashcd for
nnous hospitals and instituuons. We recommend following entry levels for this
category for future recruitments, as for Laboratory and OT personnel as
follows:
4. -
6 Dark Room Assn 950- I 500 950- I 500 . + U I t R.idtc- Post Re-
Tech. Asstt (X-Ray) graphti 111 dcsignated
OTHER TECHNICIANS
Iirtrodricfiotr 52.108 There are somc posts of other para-medical technicians like EEG,
ECG and EMG Technician, Audiomee Tcchnicians, Cardiograph!. Technician,
Dialyser Operator, etc. These are isolated categories working in hospitals and
training institutions with vey little or, in some cases, no promotion prospects, in
pay scales ranging from Rs. 800-1 150 to Rs. 1400-2300. Minimum educational
qualification for direct rccruitment to these posts is usuall~a D c p e in Science,
diploma in Engineering, or even matriculation with a few years of relevant
experience.
13ernotrd~111 52.109 Demands in Memoranda received b!. us have largcl!. talked of poor
‘h‘or‘Jrrd‘J pay scales offered compared Lo the qualifications and job contcnl Lack of
promotion avenues and lucrative opportunitics in thc open niarkct hale also been
highlighted by thcm
672
PreviouJ CPCs 52.110 According to the Third CPC, pay scales of all such para-medical
staff including Radiographers, Pharmacists and ECG Technicians were placed in
the pay sale of Rs.330-560. The Fourth CPC awarded the pay scale of Rs.1350-
2200 to all paramedical staff other than ECG and other Technicians who were
oniittcd from the report and consequentlyplaced in the pay scale of Rs. 1200-2040.
This has resulted in an anomaly.
I Safdariung Hosoital:
I) ECG Technician. 9 Matric + Experience
Rs.1200-2040
ii) Lab.Technician, 2 B.Sc.(Physics) + lyr. exp./
Rs.1200-2040 Diploma in Engineering
2 RML HosDital:
i) Audiometry Technician, 1 Diploma in Communication
Rs. 1200-2040 Engineering
3 JIPMER:
i) Cardiographc Techni- 2 Matric + 3 yrs experiencc
Cian Rs.1320-2040
673
Cardiographic Technician and Dialyser Operator both in the scale of Rs. 1320-
2040 and ECG Technician at Safdarjang Hospital in the scale of Rs.1200-2040
havc thc direct rccruitment qualification of matriculation and some expcrience
There are also some ECG Technicians in thc scalc of pay of Rs. 1200-2040
recruited dircctly with matriculation plus cxpcriencc as minimum qualification.
Kccping in mind the qualifications and nature of dutics attached to thesc diffcrcnt
posts in thc second category, we do not consider that upgradation is justified.
However, consequent on the rationalisation of the scale of pay of Rs. 1200-
2040, the posts requiring matriculation with some experience as minimum
qualifications for direct recruitmerit should be placed in the scale of pay of Rs.
132c)-2040with Assured Career Progressions to the scales o f pay of Rs. 1400-
2300 arid Ks. 1600-2660 respectively. We also recommend that the other
Technicians entering service with either a 1)cgree in Science or Diploma in
Engirrerring should be upgraded to the scale o f pay of Rs. 1600-2660 with
Assured Carter Progression on a dynamic basis to the levels of Rs. 1640-2900
and Rs. 2000-3500, respectively.
ANNEXE 52.1
(See para 52.14)
1
3 On the date of entn, of specialist(s) in the scale of Rs.3000-4500.
Specislists and GDOs already in that gadc on regular basis on that date. nil1 rank
cn-bloc senior to the speciaiist entrant(s)? ivho will be en-bloc senior to all the
GDOs who enter that grade on the same day. This criterion should be followed for
combined seniority in the first instancc
7. Clinical Psychologist 4 3 7 9
10. Dieticians 17 35 52
TOTAL 16,939
676
53
677
non-workshop categories deployed in a few individual departments have becn dealt
with scparately in the relevant chapter.
(c) Incrcase in quota for promotion to clerical cndrc and othcr Group 'C'
posts.
(d) Creation of promotmn posts of Record Kceper \wholit ha\ ing to surrcnder
simultancousl! posts of Lower Division Clerk
!'OI .YCO/V.S Cf' 53.5 It has becn represented that the clubbing of peons in thc Ccntral
~ft"'!~icarrorls
Ggvernment with othcr Group 'Dpersonnel like Farash. Cho\\ hidar, Mali. ctc. and
placing them in thc scalc of pay of Rs.750-940is unjustificd 111 thc light of the
educational qualification prescribed for them and having regard to thc fact that
many of them possess higher educational qualifications and attcnd to senior
officers, nunisten,etc It has also been pointed out that ccrtain othcr catcgories of
Group 'D'employees have also been placed in a higher scale of Rs 825- 1200. Pay
scale nearly equal to that of Clerks has, therefore, been dernandcd for the Peons
Parity with the scale of paj (Rs.950-1560) applicable in the Nca Dclhi Municipal
Committee has also been sought in some of the memoranda for thc posts of Peon,
Safiwala, Farash and Cho\tkidar, while some others have sought parity with their
counterparts in the nationalised banks.
I'anolion 1'1 53.6 Comparison has been drawn between the promotion scales
scale applicable to Peons,who were promoted as Daftaries in the scale of Rs 775-1025,
and Malis, who are eligible for promotion as Head Malis in a higher scale of
Rs.800-1 150 Revision of the scale of pay of the post of Daftan to Rs 800- 1 150
has, therefore. been sought Other demands relate to the upgradation of the scale
of the post of Record Kecper fiom Rs.825-1200to Rs 950- 1500 at par with Lower
Dwision Clerks, redcsipation of Daftaries in CPWD as Record Kccpcrs and their
placement in the scale of Rs.975-1540,etc.
Defence 53.7 Group ' D employee in Deface establishments have, on the other
15nplovees hand, suggested that all Group 'D'posts, such as Laskar. Safanvala. Watchman,
Gkdener, Cadet Ordcrl!., Water Carrier, Rat Catcher, ctc. should bc rcorganised
in a single cadre and provided two grades (Grade I and Gradc 11). bcsidcs a
supcnisoq grade
678
OUR RECOMMENDATIONS
.?nomalies due to 53.8 Our attention has also bccn drawn to certain anomalies that arc
merger ofpay
scales
stattcci to haw arisen as a result of mcrgcr of the two scslcs of pay of?,c.??5- 1625
and Rs.800-1150into a single scale of Rs.775-1150. It has been pointed out in
this contcst that thc Group ‘ Dpcrsonncl have bcen placed at a disadwitagc
became (a) of the differential ratcs of incrcmcnt in thc merged scalc; (b) thosc in
thc scalc of Rs.750-940 would now bc cntitled to fixation of their pay on
promotion only oncc in the mcrgcd scalc of Rs.775-1150, instcad of on two
occasions on promotion initially to thc scalc 9f Rs 775- 1025 and thereafier to thc
scalc of Rs.800-1150; and (c) fisatioii of pay, on promotion, of thosc at thc
maximum of the scalc of Rs.750-940 at a lower stage of Rs.970 in thc mcrscd
scalc in rclation to thc stage of Rs.980 in thc prc-mcrgcd scale of Rs.775- I035
This was intended as a measurc of allci iating stagnation in the lowr scale Had
thc two sales not been merged. many employees would have superannuated at the
maximum (Rs. 1,025) of the scale of Tts 775- 1025, as against the maximum of
Rs I 150 available in the merged scale. No doubt, this might have resulted in a
disadvantage to some employees, but this is inherent and unavoidable in any
scheme of rationalisation
Higher pay scalcs 53.10 The comparison sought to be drawn between the Peons and
10 Peons
certain other personnel like Postmen, Constables in the Central Police
Organisations, etc. is not appropriate having regard to the substantial
differences in their duties and responsibilities. Quite obviously, posts of
Constable and Postman involve higher responsibilities. Constables in the Central
Police Organisationsan also required to function round the clock and are liable to
be transferred. Similarly, the demands for parity with the scale of pay
(Rs.950-1560)applicable in the New Delhi Municipal Committee for the post
of Peon, Safaiwala, Farash and Chowkidar, or with scales of pay applicable
in the nationalised banks are not justified. Whereas the New Delhi Municipal
Committee is an autonomous organisation, we have not conceded the demand
for parity with the public sector.
Peons vs. 53.I 1 As regards the contention that peons are better qualified than thc
Safaiwalas safaiwalas, farashes, chowkidars, ctc. and that they should, therefore, be placed in
n hishcr scalc of pay, it has bccn clarified by the Department of Pcrsonncl and
Training that the qualifications prescribed for different Group ‘ISposts arc
commensurate with the functions q u i d to be performed by the incumbents of
dffmt categories. No doubt, a higher educational qualification (Middle School
pass) has been presaibed for the peons in relation to safaiwalas, farashes, ctc. but
the arduous nature of the duties and split hours of working of the latter categorics
would justify their being placed in a scalc of pay at par with the peons.
(b) Posts in each of the Occupational Groups will have only a single
designation, indicative of their broad functional area of
responsibility. Based on the concept of multiskilling, the scope of
duties and responsibilities of each of the Groups would be
appropriately enlarged so that they perform different kinds of
functions relevant to their Group, without separate posts being
provided for each such function as at present.
Presenr 53.14 D r a w g attention to thc acute stagnation in the Group 'D' cadres.
positron memorandists have urged that time-bound promotions should be provided aftcr
. >cars It has also been pointed out that promotion prospects of Group ' D'
c ~ c qlcn
cmplo>ccsin tho Railways and P&T Dcpartmcnt havc improved foHowing thc
rcscn mon of 50% of the posts of Lower Dn ision Clcrks for thcir promotion to the
680
clerical cadre, and that even in the Audit & Accounts Department, the reservation
for Group ' D employees has becn increased from 15 to 20%. It has, therefore,
been demanded that 25% of the posts in the cadre of Lower Division Clerks should
be reserved for promotion of qualified Group 'D' employees, 10% of the posts
bcing fillcd on the basis'of scniority-cum-fitnes9 and h e rcmnining 15"A through
a departmental examination.
53.15 It has also been contended that though posts of Record Keeper
\\.ere creatcd to provide promotion avenues for the Group 'D'Staff by abolishing
an equal number of posts of Lower Division Clerk, this measurc.has not really
served thc purpose in the absence of proper record rooms. It has, thcrefore, bcen
suggested that thc posts of Record Keeper may be abolishcd and the promotion
prospects of Group ' D employecs improved instead by providing a higher
percentage of posts in thc clerical cadrc.
68 I
justlficd on thc'ground that the promotion to the post of peon involves assumption
of highcr responsibilities.
53.20 All thc posts rcfcrrcd to. including those of Pcons, arc presently
in tlic idcntical scalc of pay of Rs.750-340. Thc appointmcnt of sweepers,
chnwkidars, and SO on as Pcnns is :!ItiLqSfer 2nd this is iiat :x,siA~id iu be a
promotion. T h e demand for the benefit of pay fixation, advance increments,
etc. is, therefore, not justified and we are unable to accept the same.
A ighf Drrp 53.23 Chowkidars arc not deployed round the clock, as stated, but are
Allowonce only required to perform shift duties, which include night duty as part of their
normal responsibilities Night Duty Allowance claimed is consequently not
justified
__ -~
Deparmient of 53.28 Employees of thc Department of Tourism have pointed out that
Tourism posts of Photostat Operator, Addressographer, Senior Gestetner Operator, Junior
Library Attendant, etc. have not been created by the Department to provide
promotion avenues for the Group ‘ D Staff. Creation of posts will necessarily have
to be justified on functional requirements and cannot be resorted to merely in order
to provide promotion avenues Based on the restructuring proposals, multiskilling
will also be introduced for performing functions related to photocopjmg,
mechanical printing of addresscs. etc Besides, the Asstired Career Progrcssion
Scheme will provide some relief to the Group ‘ DStafi. Creation of posts in
higher scales of pay is, therefore, not recommended.
’JAM 53 29 On the ground that there are only a limited number (15) of es-
cadre posts of Lower Division Clcrk in the Oficial Language Wing, to which they
can be considered for promotion. Group ‘ Demployees of the Wing have urged that
thq, should be permitted to appear in the departmental examination conductcd b!.
the Staff Selection’Comrmssionfor improving their career prospects Thc Official
Language Wing does not participate in the Central Secretariat Scniccs Schcmc
Consequently, Group ‘ D anplo! ccs of this Wing are not eligible for proniotion to
the posts of LDC in the Minist? though they are part of the Ministry Till such
time as the official Language Wing is fully integrated with the main ministry,
they cannot be permitted to appear in the departmental examination. The
Assured C a r e r progression Scheme will, however, provide some relief to
these employees.
All India Rndio 53.30 The post of Sorter (Rs.775- 1 150) in the Audience Research Unit
of All India Radio is in Group 'D.Its upgradation to the post of Clerk. Gradc 11.
iii thc x d c of Rs.350-1400 has bccii dcmaidcd oil the ground that thc duties of :hc
post are ciaical in nature involving programme-wise sorting of a large number of
letters and audiencc responses to facilitate surveys. This has also been
recommended by the Ministry on the ground that the duties require intelligence,
alertness and sincerity and that the inombents shoulder higher responsibilities than
Daftaries. who are also presently in an idcntical scale of pay.
53.3 I The post of Sorter is filled onl! by promotion of Peons with three
years' senice in the scale of pay of R~.7jO-!I40and no additional qualifications
have been prescribed. Its upgradation to the level of LDC cannot, therefore,
be accepted. The post should form part of the occupational group of Office
Attendants. BY virtue of the higher scale of pay (Rs.775-1150)of the post, it
may be designated as Oifice Attendant, Grade 11, and placed in the
corresponding replacement scale
Direclorate of 53.32 It has been stated that a majority of the incumbents of the 60 posts
of Paclicr in the scale of pay of RS.750-94Gin thc Directorate of Advertising and
Visual Publicity retue in the same post because there exist only two posts of Head
Packer in the scale of pay of Rs.950-1400, to which they c& aspire far promotion
Crkation of four more pdsts of Head Packer has, therefore, been demanded 1
684
has been a difference all along in the scales of pay of Packers in the two
organisations, as indicated below:-
Rs. Rs.
Second Pay Commission 80-95 80-1 10
Third Pay Commission 196-232 200-260
Fourth Pay Commission 750-940 775- 1025
685 :
dispensation only in the case of Department of Posts would be unjustified and
discriminatory. The posts should instead be placed in the appropriate scales
of pay in the relevant occupational group
Introdrccftoti 54 1 The artisans employed in Central Government Workshops.
production units and departmentally-run establishments, which are factories as
defined in the Factories Act, 1948. constitute approximately one-fifth of the total
staff strength of the Central Govcnunent The major departments/ministries
cmplo--ngartisans are Minis6 OfRalways. Ministry of Defence, Depanment of
Tclecommmations and Prating Prcsscs under different ministries/departmcnts
Thc term ’artisan staff in Railways also includes workshop categories working
outside workshop premises such as-Loco Running Sheds and Carriage and Wagon
Depots which are not subject to the Factorics Act. Railways and Defence account
for niwty five percent of workshop staff in government.
Industrial 54.2 In Railways, there are 1 15 loco sheds, 385 Carriage & Wagon sick
EstoblishmenLriti lines and repair depots, 44 repair workshops and 6 production unid. In the
major
Departmenh
Telecommunications Department, there are six departmental factories
manufacturing various types of telecom equipment. The turnover for the year
1993-94 of these factories was Rs.ll7.71 crores. The major units employing
civilian industrial employees under the Ministry of Defence are Director Genera1
Ordnance Factories, Adjutant General’s Branch, Naval Headquarters, Militan,
Engineering Service, Director General Electrical and Mechanical Engineering and
Defence Research and Development Organisation.
Number ofpay j4 3 Prior to the Second CPC. there were 27 scales of pay for workshop
scales stafUartisan categories. The Second CPC rccommended 2 1 scales of pay for these
catcgortcs The large number of pay scalcs, particularly in Defence establishments
( 19) continued till Third CPC, although in Railway Workshops and Production
Units thcrc were only five pa\* scalcs at that point of time, Thc Third CPC
rccommendcd 9 6 pay scales - one each for unskilled and semi-skilled categones.
oneftwo for skilled and two for tughly skilled artisans. The Third CPC also
rccommended creation of a new grade of ‘master craftsman’ as an incentive to thc
highly skilled artisans to remain in their own line and to enable government to
rctain the highly skilled staff in mbny cntical trades for which there was
considerable demand outsidc
54.4 Despite the ’Third CPC’s rccommendations for only 5/6 pay scales.
thcrc \vex 20 scales of pay for industrial workers at the time of the Fourth CPC.
although of the 8.38 lakh 8.30 lakh workers were covered by eleven and the
rcmaining 0.08 lakh workers by nine scales of pay.
ClassijicatiotioJ 54.5 Thc Fourth CPC suggested that the then existing classification of
Workers workers into unskilled, semi-skilled and highly skilled might continue and
recommended only five scales o! pay - one each for semi-skilled and skilled
workers, two for highly skilled and one for master craftsmen. In Railways, there
arc only sts pay scales (including the lowest pay scale of an unskilled worker) for
thc artisans. In Defence establishments as wvcll, the same number and pattern of
pay scales have been assigned to different catcgories after re-categorisation by an
Espcrt Classification Committee.
688
3 I i i i i y t ry/Tkp:rrfnicnt Srrpcnis~)r/Skitlcd SupcnisorlSkltlcd Iln-rNllcdl Sentl-sldllcd/
+ Semi-Skilled Scnll-Skilled SWcd 111+
-
Lkfcence s.mi 7.39% 127.13%
1I+1
348%
54.8 The reason for higher skill formation in Railways is presumably higher
initial recruitment qualification, direct recruitment of 25% Apprentices with IT1
qualification at the lowest skilled level and better inter-grade ratio. A
comparative position of recruitment qualifications and some other parameters is
given below:-
689
3 years. expzrience. of vocational
-LDCE 25%(rrom coiirsc at +2
S S N S ) nit11 Icvcl in
educational Printing Tech.
qualification as or 3 years esp
!..id dc::?: in in ti&.
Apprentice Act
+ Training.
-50% of promotion
from Semi-Skilled
Khalasi Helper/
Trade test with
6 months in
. senice training
Highly Skillcd Trade Test Pr.: 75% ( 5 years
II/Skilled-I1 service)
1200-1,800 DR : 25% (Maine+
ITI+5 years esp.
as Electrician)
DEFENCE ESTABLISHMENTS
Unskilled Essential : 5th' Pas Desirrblc: 5th Class 8th Class Primary School 8th Class
750-940 Desirable: MaIriculuion Pasr
690
Srml-~W!~crl For 26 trades: 80% Tr. PrITrlReKIR PrrTrRelT>R 3 yean service Pr: 33 IG%
N O . I 1 50 p.iss'ing !rnd: !:xi Q;41: L ~ X) C . G Q u d : I I.! \x I>:t.66 2,'.3'>0
N'DR: NCTCrl'fl o r course in IT11 10 + cx- Qual: 10th class
equiv. 20% Pr. un- NCT serviceman or 8rh pass
skilled with 3 years &
trade test
For 38 trades: Pr. 100%
(So probation)
+ Since discontinued but compensation in the form of higher pay fixation granted to present incumbents.
This got neutralised in due course.
"In defining the category of skilled labour, IVC found more divergencc of
69 1
views. It was generally agreed b a t any person working on, or with the aid
of,a machine should not be classified as unskilled labour. Over and above
this, some were disposed to add that skilled labour involved not merely
practical skill but also some @eorctica!. .howleQee. Others were disposed
to lay more stress upon the preliminary training, either in the nature of
apprentimhp or in the nature of training in a school. Fewer ~eoplewerc
ready to recognise that ever1 experience gained by the mere process of
working at a job for a number of years would justify a person being
classified as skilled. Some insisted that there should bc soinc kind of
certificate fiom a recognised technical institute. A few suggcstcd that the
skilled \vorkcr must have gone through a deliberate Drocess of specialised
trainin% Some even added a qualification of literacy. It seems to us that
each of these sugestions has an element of truth but none of them can bc
regarded as exclusive or complete. We are inclined to think that the basis
of dif€aentiation must van’ from industrv to industrv. In somc thcorctical
training msy be morc essential; in the rest, aDprcnticeshiu or practicai
ewerience may bc more essential. The classification must. III thc last
resort, be based upon trade tests. The semi-skilled \vas gcncirnlly
recognised to be a person who had risen from the ranks of unskilled
labour, after he had improved by experience. Sonic workers
representatives suggested that particular occupations must be classed as
semi-shlled and other occnpations classified as skilled. We do not think
that this will bc a safe nicthod of demarcation: In one and thc same line
ofwork, there may be different degrees of skilled. It is on this confusion
that the workers complained that an occupation classified as skilled in one
locality or workshop was classified as semi-skilled i n another workshop
or locality. The assignment of a Darticular worker to one catwow or
y a matter of opinion based on standards recoqniscd
another must l a ~ e l be
in industry. In a matter of this kind, no differentiation can be made
between the industrial employees of Government and those employed in
private industry. The differentiation between the skilled and the highly
sktlled is again a matter of degree, depending to a certain extent also upon
experience and purposeful training. The extent to which a man can bc
trusted to work by himself or required direction or guidance is also a
material ingredient. It seems to us that it will be convenient if each
@ a t a n t industrial establishment will constitute a Board. sail of three of
its officers. to determine the class in which evew workcr in that
establishment is to be based. The classification w i l l of course be revic\ved
from time to time.“
S m d ~ ~ ’ (54.10
~ The Second CPC further dwelt on this issue and made the following
significant observations:-
692
points to each factor according to a ire-determined scale and tben
convatmg the total number of points into money, again according to a prp-
determined scale. In the ‘factor comparison’ method also, each job is
broken down into its component factors, usually the following: mental
rcquirements, physical requirements, skill requirements, responsibility and
\workingconditions. *%r job descriptions have been plc;paicdlLey jobs
nhich represent various wage levels judgcd to be correct and fairly related
to one another and in line with rates prevailing in the district for similar
jobs, are sclccted and analyscd factor by factor. The jobs are considered
onc by one and a decision made as to how much of the current wage rate
for the job is being paid for each factor. A scale is prepared for each
factor on which the kcy jobs arc placed in order ~f their value assessed for
h a t factor. the rcmaining jobs are hen comparcd factor by factor with thc
lie? job factor scales and placed in position at their correct point on each
scalc, a comparative money valuc thus bcing cstablished for cach factor in
cach individualjob. Thc total of the factor values so determined for each
job represents its evaluated cash rate. Both these systems, it will be
obscncd, are very elaborate, and > c t , ncithcr provides for wha&mav be
considered an absolutelv obiective :valuation of iobs: in both cases, the
subicctive element comes in. These are systeniatic and not scientific
proccsses.
There arc two other, simpler methock of job evaluation - one known as the
‘ranking - svstem’ and the other as thc ‘classification svstem’. Under the
former each job is judged as a whole and jobs arc then ranked in groups in
order of difficulty or value, and an attempt is Made to equate or compare
jobs at diffcrent levels among the group. When all jobs under review have
been finally ranked, grade levels arc defined and wage levels allocated.
The classification system M e r s horn the ranking system in that grade and
wage levels are determined before jobs are ranked, and descriptions are
written defining the type of job which should fall into each group. The
’pointsrating’ system has been followcd in determining the pay structure
of onc or two groups of Central Government employees. .....But
orharily, the methods followed are what, in cssence, are the ranking and
the classificationsystcms. Even in industrially developed countries, there
is considerable difference of opinion about tlic advantages of the morc
elaborate systems ofjob evaluation. And whilc it may well be that a more
careful and systematic analysis and assessment of jobs in most of the
Ccntral Government industrial establishmcnts than has been made so far
is callcd for, we do not feel competent to commend any particular system
of evaluation in preference to others.‘‘
Third CPC 54.11 The Third CPC suggested that the Government might consider
desirability of setting up expert bodies under various ministries to go into the
question of reviewing the then existing categorisation of workshop staff and also
a coordinating machinery for maintaining uniformity in re-categorisation 9f
workers. With the exception of Railways, all major ministries agreed to set up
expert reclassification committees. A one man conmittcc was set up by Railiva!.s
io 1969 for this purpose. However, this Committee did not carry out job
e\’aluatioiL/classificationin the strict sciisc of the tcmm A joint committcc of
railivay administration and \vorkcrs’ organisntions. h o \ ~ c ~ ~esamincd
cr. this report.
693
Defknce 54.12 In pursuance of the rm'mmendations of thc Tlurd CPC the Ministry
Estnbhhrneiiu of befence set up an Expert Classification Committee (ECC) in October, 1974
headed by a rewedJudge of the Allahabad High Court. The ECC adopted 'points
rating method' for evaluating morc than 1700 industrial jobs after assigning
specific wcightage to various factors such as education. training, experience, job
skill, physical. mental, visual, efforts involvcd, rcsponsibility for machincs,
equipmcnt, marenals, etc. I'he ECC submitted its Report in J a n u q , 1979
recommcndllig 9 pay scalcs from the unslulled.categorq.to thc highly skillcd grade-
I. This was not acceptable to thc Defcnce industrial \vorkcrs who wanted to be
fitted into the 5 pa!. scaies recommended by the Third Pay Commission. The
rccoinmcndations of the ECC were csamincd and a proposal was submitted to the
Cabinet far the fitmcnt of the industrial workers into the 5 pay scales and
accordinglv the correlation point range was modified in the following manner:-
Anomalies 54.13 The Anomalies Committee set up for looking into the anomalies
Cornmillee
of ECC classification was converted into another expert bod!,. This Committee re-
evduated certain trades whch had lost the skilled gradc by marginal loss of points
in the ECC cvaluation. The Anomalies Committcc not only recommended
upgradation of certain semi-skilled trades to the skillcd gradc based on the re-
evaluation, but also recoinmended the provision of the gradcs of skilled, highly
skilled grade-I1 and hghly skilled grade-I in the ratio of 65:20:15 for certain
common category trades. The recommendation OR a benchmark inter-grade ratio
was implemented in 1984.
Coordination 54 14 The ' h r d CPC report also noted that the Government agreed to set
Committee
up an inter-departmentalcoordination machery for cnsuring a reasonable measure
of uniformit! of standards in the process of re-catcgorisation of workshop staff
The Ministry of Finance has informed us that a Coordination Committee \\as set
up under the Chairmanship of Joint Secretar).(PcrsonncI) and thc rcprcsentatn es
of major Dcpartmcnts cmploying industrial \\orl,crs as nicntbcrs of thc Committcc
694
As and when the r m m d a t i o n s of the Expert Committee of a department were
finalised, these were considered by the Coordination Committee and
rmmmendations as agreed to by thus C o m t t e e were implemented The Ministry
has also advised us that the categonsabon of all the fndustnal workers of industnal
establishments under vanous Ministries and Departments is a time consuming job
and it takes years to finalise such studies and fWer that in case of Ministry of
Defence this job could bc finalised only in October, 1984 and some
recommendations are still under consideration
Existing Recommended
Classification Pay Scale (Rs.) Classification Pay Scale (Rs.)
Unskilled 750-940 Shramik 750-940 (*)
Semi-skilled 800-1150 Skilled-I1 800-1 150
Skilled-I1I 950- 1500 Skilled-I 950- 1500
Highly Skilled/ 1200-1800 1 Highly Skilled 1320-2040
Skilled-I1 I
Highly Skilled/ 1320-2040 1
Skilled I
Master Craftsman 1400-2300 Master Craftsman 1100-2300
(“1 (Minimum educational qualification of 8th pass be uniformly
prescribed)
1) Matriculation
2) Apprenticeship Pass under Apprentices Act in relevant trade.
3) Diploma in Elect./Mech./Electroni& Engg.
54.24 The pay scales of ordinary Khalasis (other than those referred
above) and Khalasi Helpers be revised according to the general
recommendations made by us. However, the designation of Khaiasi Helpers
bechanged to Shramik-Helperor Artisan Skilled Grade-11 in the ligh! of our
revised schemeoutlined above.
Recruitment . 54.2j The Defence Industrial Workers have brought to our notice that
cukCr ‘‘I
different directorates under thc Ministry of Defence have framed their own
Esto hlishnren~s
reauitment rules for industrial employees. They have demanded a common set of
Recruitment Rules for all industrial trades and grades within the Ministq of
Defence and !%her a three grade structure in the ratio of 35:35:30in the existing
grades of Rs.750-940, Rs.800-1 150 and Rs.950-1500 for unskilled
IabourerslMazdoors in Dcfencc Establishments. The Ministry of Defence, in
response, has clarified that &ffcrcnt organisationi under the Ministry have different
job requirements and qualificationr, are dependent on the job contents. The
Ministry considers this an administrative matter which need not be considered by
the Pay Commission. The Ministry has € h e r clarified that the unskilled
industrial employees are eligible for ‘in-situ’ promotions to the semi-skilled grade
of Rs.800-1150in terms of general guidelines of the Government in this regard and
that they need to achieve maturity for being classified and placed in the skilled
grade. We are in agreement with these observations of the Ministry. However, in
view of very large unskilled work-force in Defence industrial establishments, we
have recommended upgradation of minimum educational qualification to 8th
standard pass for unskilled labourer (now proposed to be redesignated as
‘Shranlik’) in Defence establishments where minimum educational qualification
prescribed at present is only 5th standard pass.
Inter-Grade Ratio 54.26 In Railway Workshops and Production Units a uniform intergrade
ratio for wol-kshop artisans has bcen prescribed as mentioned below -
YOage Share
Sluiled Grade - I11 30
Skilled Grade - Ii 30
Skilled Grade - I 35
Master Craftsman 05
697
Department HS grade I '?/o age HS grade I1 */o age Skilled O/O age
DGOF 7 20 14 80 74 00
MES 7 41 0 67 91 91
EME 25 84 13 88 60 28
Nat?? 2 1 75 30 15 48 10
,\A
AA!r Pep-? - o n [qn !!I70 - 1
J I ,u
Grade Structure Mandatory and u n t h m for Desired kndunarlc onIy for skilled
percentage all trades trades.
Inter-g-ade rtrlro 54 29 In view of the many differences between the workers of railu\a> s and
for i k f e t r c ~ ~ defence establishments, we are not 111 favour of a parity between their respcctivc
ilori ?r(
mter-grade rahos At the sane tme, \cry significant differences between thc intcr-
grade ratios are also Iihely to engcnder a feeling of resentment among the defence
employees With a uniform age of retirement at 60 years and a rnmmum entq
level of 8th pass at Shramik. some of the differences are being evcncd out
54 32 The computer numeric controlled (CNC) machines and higher Ie) els
of automation are being introduced in almost all industrial establishments of the
government CNC machines add to thc precision, quality of output and hlghcr
producti-.it!. While these machines givc n touch of sophistication to the skilled
att~san.they also result in less fatigue and s L :ss for the workers. As such, we are
of the opinion that there-is n o case to give a preferential treatment to CNC
machine operators in Defence or other establishments. They should follow
their normal career progression as laid down in the recruitment rules.
Master Crajsman j4 33 The concept of Master-Craftsman in the pay scale of Rs 1400-2300
was introduced With the basic objective of retaining skilled workers in the trade
The h 1 w a y and Defence Employees Federations have emphasised the continued
need to retam the skills of experienced industrial employees pdcularly in view of
the technical advancement and procurement of sophisticated machines m
Government workshops and factorie;s The Federations have argued for a hgher
replacenlent payscde and further pay scales for promotion of Master Craftsmen
The ordnance Factory Board anticipating re-onentation iq the technologies in use
and induction of neb technologies which use computer based programmable
manufactunng operations, has predicted increasing demand for knowledge based
operating skills in the ranks ctf industrial workers The Board has suggested
creation of two additional grades for Master Craftsmen as follows -
TECHNICAL SUPERVISORS
Supervisors arid 54.36 The Technical Supervisors in befence and Railway industrial
Superyised : establishments are in the four standard pay scales of Rs.1400-2300, Rs. 1600-
I’roblem of same
scale of pa!’
2660, Rs.2000-3200 and Rs.2375-3500. The initial pay scale of the Technical
Supervisors is the same as that of for Master Craftsmen and Mistrics (in Railways).
This anomalous situation has arisen due to merger of the pay scales of Rs.425-700
(Chargeman), RS.380-500 (Mistry, Highly Skilled Grade-I) and Rs.425-640
,(Master Craftsman) by the 4th CPC and rcplacement of these scales with a
common scale ofpay of Rs.1400-2300. We have been informed that the identical
pay scales of Mastercraftsman. Mistry and Chargeman have resulted in a large
number of court cases. The New Deb Bench of the Central Administration
Tribunal in a case.0.A.No. 1527/1990 has directed the Ministry of Railways to
refer such cases to the 5th CPC.
I
Chargeman ‘B’ (Rs.1400-2300)
A
I
Mistry (Rs. 1400-2300)
A
I
Master Craftsman (Rs. 14OO-23OO)
7 00
Hish Skilled Grade-I
Artisan (Rs. 1320-2940)
(iir The posts of Master Craftsmen are filled from artisans in Highly
Skilled W e - I by umverting an equal number of posts of at1sans to
tile Graue of Master Craftsmen. The post reverts to High Skilled
Grade-I after the Master craftsman vacates the post The promotion
of artisans to the grade of Master Craftsman is thus personal sg
nature. The fitness as Master Craftsman does not gn e any advantage
to the Highly Skilled Artisan in seniority for promotion as
(iii) The Master Craftsmen have to seek promotion as Mistries who in turn
get promotion to thc posts of Chargcmcn ‘By.
(iv) The posts of Chargeman ‘B’ arc in technical supenisor)’ cadre and
those of Mistry are specifically escluded from this cadre.
Our 54.38 We find that the direct recruitment qualification for the initial pay
recommendatiotr .s scale of technical supervkors in Workshops is Diploma in Engineering of relevant
discipline or Graduation in Science. We have, as a generd principle decided to
improve &e remuneration of Diploma Engineers in Government. In accordance
with this general approach, we recommend following grade-structure for
technical supewisars in Workshops :-
Existing Recommended Revised Designations in Rmilwmyr(*) Wernarkr
m.1 (Rs.) decided bv the Ministrv in July’%.
Chargeman ’ B ’ I 1400-2300 1600-2660 Junior Engineer Chde-I1 (Workshopj Higher scale due lo
Chargeman tngg dlpioma en?
at this level
chargcman * A / 1600.2660 1640-2K@ Junior Engneer Grade-I (Workshop) D u c IG feeder grade
Senior Chugenun being upgraded
Astistant Shop Superin- 2000.3200 2o(y13SM) Section Engineer (Wokshop) Ighcr scale due 10
rendmmputy shop rationslisation as also
SupetirdeiadtnVhsii the degree in cngg
Fonrnu, (*) m.uy at this lwei
shop Supuintendcncl 2375-3500 23754750 Senior Section Engineer (Workshop) D u e to rationalisation
Foreman I_ -_1
70 1
is not applicable.
Stage Inspectors 54.42 The Fedaatiws of Ridwaymen h a w rcprcsented to us that the Stage
in Production Inspectors (pay scale Rs.1320-2040) in Production Control Organisation in
Control
Organ rsa lion
Railway Workshops and Production Units inspect thc finished work of artisans:
(PCOj in Railway including hose in skilled Grade-I. The Fcdcrations ha1.c demanded that in order
Workrhops to make this inspection effective, the Stngc lnspcctors should be granted a higher
pay scale of Rs. 1400-23CO. The Mnistr-; of Railways, howver, maintains that the
pay scale of Master Craftsman is grantcd to Highlj, Skilled Artisans on personal
basis without any change. in basic functions and dutics of the aritsans. I n our
opinion, the introduction of the pay scale of Master Craftsman should not
afkct the status of the Stage Inspectors. The present parity of pay scale
between Highly Skilled Artisans and Stage Inspectors is, therefore, in order
and need not be disturbed.
PCO Allowances 54 43 The Fedarat~snshave furthcr infornied us that the staff of Production
Control Orgatusation were entitled to PCO allo~ance@ lS% of pay whch was
lntended to compensate them for the loss of incentive bonus which the staff would
have earned on the shop floor if they had not opted to join the PCO The
Federations allegethat not only h s allo\t ance has been \wthdraw, specially from
thosejoining PCO dn promotion but the benefits of this allowance bemg counted
as pay for all purposes, has also been withdrawn by the Railway Adnurustration
The Federations have demanded restorahon of th~sallowance wth attnbutes of pay
for all purposes including retirement benefits
702
other departments in respect of payscales. Similariy, the Scientific Supervisors
(electronics discipline) in Directorate General of Quality Assurance have
represented that in view of their multifarious activities in the electronic and
scientific field, they should be delinked from the general supervisory stdfof
Ordriance Factories and other Defence establishments. They have demanded higher
pay scales over and above those in electronic discipline. in Public Sector
Undertakings. We, however, find that the progress in respect of technology is a
conimon denominator in all government industrial establishments. We cannot
make a distinction between technical supervisors in different Government
departments. Neither have we conceded the demand for parity of Government
employees with the staffof PSUs in general. We recommend that the four grade
structure recommended by us for Technical Supervisors be adopted in all
Government departments mutatis mutandis. ‘The peculiar problems o f
Defence industrial establishments are discussed by us in the Chapter on the
Rlinistry of Defence. However, we have considered the demand of technical
supervisors for granting an inter-grade ratio of posts in the supervisory cadre
OR similar lines as in Railways.
%ape
(Rs.)
1400-2300 30
1600-2660 25
2000-3200 28
2375-3500 17
(Group ‘C’)
There are various organisations 111 Defence Industrial Sectors with different
and varied functional needs in respect of Technical Supervisors. We, however,
recommend following inter-grade ratio for adoption in Defence
Establishments with suitable changes wherever considered necessary :-
Chargeman ‘B* 35 0%
Chargeman ‘A’ 25 ‘/o
Asstt. Foreman 25 %
Foreman 15%
703
RAILWAYS ORDNANCE FACTORIES GOVERNMENT OF
__
INDIA PRESSES
Basic Wages guaranteed Basic wages guaranteed The incentive bonus
to all workers to all workers scheme has been
discontinued in
Time is the yardstick The basic time required Government of India
for measuring work and for performing each Presses and replaced
a standard time in fixed operation is measured by productivity
for a given job on the by industrial engineering Linked Bonus
basis of time and motion time study. Scheme.
study for an average
worker. The scheme is based on the
principle that an efficient
The scheme based on thc worker puttihg in normal
concept that an average effort should be able to
operative when working get an additional 25 percent
under non-incentive of this wages as incenti1.e
conditions is assumed to profit.
be working at a rating of
60 units. He is expected The incentive schemc is
to improve his rating to applicable to either
80 units i.e. 33 1/3% when individual piece work or
working under incentive gang piece work. In the
conditions. latter system the total
incentive payment is arrived
It is expectcd that an at is divided proportionately
average operative would among the various categories
complete an operation in of workers in proportion to
3/4th of the alIowed time. their actual pay.
The time saved/lost on the
time allowed in each worker Thcre is d i n g of 75% of
and the lass/gain is the minimumof the pay scale
balanced for each wage' on Incentive Profit in Ordnance
period. Factories.
704
allowancc. ctc.(standard
hours in a month arc For csscntial maintcnancc
takcn as 208) workcrs attachcd to a production
scclion, an inccntivc bonus
Thc schcnic covcrs at thc riitc of SO% orthc piccc
supcn.bors upto Sr. work profit carncd during a
Chargcman and cscludcs month by all thc piccc workcrs,
D\..Shop Suptd. and Shop both individual and gang workcrs
Supdt.staff in production of thc section is paid. For
control organisation, csscntial maintcnancc workers not
inspcction, millwright, attached to any production section.
tool room and yard the ratc of inccntive bonus is
organisations. Thc calculated at SO% of thc avcragc
chargcmcn and essential piccc work profit camcd during
indircct workcrs are a month by all the piccc workcrs
cligiblc for inccnlivc taking the factory as a whole.
bonus at 80% of d c
avcragc percentage of Incentive workers arc put on
thc bonus camcd by the overtime and oaid OTA
direct workcrs supcrviscd
andor assisted by them. Overtime payments in OFs
Mistries, however, get (Rs.in Lakhs)
-100% of thc average
percentage of profits 1992-93 3723.96
carncd by the direct 1993-94 4096.49
workers under their 1994-95 5306.61
control.
Scope and 54.47 We have received a Large number of memoranda from Defence and
cowrage Of Railway employees and their Associations for extension of scope and coverage of
Incentive Schemes
in Defence
Incentive Bonus Schemes. The demands and arguments in support thereof received
&tab!ishrnenfi from the Railway employees can be summed up as follows :-
and Railways:
Demands I) Additional duties and responsibilities have been assigned to Senior
technical supervisors (Le., Shop Supdts./Dy. Shop
Supdts./Foremen/Asstt. Foremen) due to introduction of incentive
schemes in the workshop and production units. They do not get
incentive bonus.
: 705
Tlic proccdurc for thc calculation of inccntivc bonus and its cligibilit!
critcria arc unfair Thc basic concept i s that a workcr undcr thc
inccntivc schcmc ~ 1 dclivcr
1 33 33% niorc goods i n a givcn tinic than
~ s h a hc
t nould havc doiic undcr normal coiiditions i n thc sanic tinic
But duc to gradual \\car and tcar of niachincs, i t i s not possiblc to
attain thc same ratc of output all thc timc I-fcncc.thc calculation of
tinic for working out inccntivc bonus i s dcfcctive
The incentive bonus be reckoned as part of the pay for all purposes.
similar to running allowance.
54.49 The present incentive scheme which has not kept pace with the changes
in workenvironment, technology, introduction of high productivity machines and
design changes in rolling stock, has been reviewed by M/s Rail India Technical and
Economic Servia Ltd. (RITES) for the Railways. One of the alternative schemes
suggested by RITES has been approved by the Ministry of Railways for
implementation on a pilot basis.
54.5 1 Thc Dcfcncc Employccs havc also rcprcscntcd that thc Piecc work
706
Katc Schciiic prcvailing i n thc Dcfciicc units covcrs workcrs and part of tlic
niaintcnancc workcrs only. laving out a largc scction of staff Thcy fccl that iii thc
changcd sccnano with niasuvc divcrsification and civil tradc activitics, thcrc IS a
nccd tp cvolvc a ncw schcnic of inccntivcs. cmbracing all thc cniplo>ccs of thc
Dcfcncc Units One such schcmc for Ordnancc Factorics is undcr acti\c
considcrabon of JCM at thc lcvcl of Ordnancc Factory Board. Thc cniployccs ha\c
suggcstcd that thc Fifth CPC should rcconiincnd introduction of’this schcnic and
its .cstcnsion to Director Gcncral Quality Assurancc (DGQA), Dircctoratc of
Tcchnical Dcvclopmcnt and Production (Air) [DTD & P (Air)] and Dcfcncc
Rcscarch and Dcvclopmcnt Organisation(DRD0)
54.53 We do not find any justification for extending the scope of the
present scheme as proposed. The scheme adequately covers the indirect
workers and essential maintenance workers as explained earlier in this
Chapter. However, certain other aspects of the scheme have been discussed
in the Chapter on Ordnance Factories.
Governmeht of 54.54 The workers in Government of India Presses have suggested that their
presses recruitment be restricted to only unskilled categories and semi-skilled categories
should not be directly recruited. They have also proposed that the the qualifying
residency period for promotion to higher posts be reduced
707
therefore, do not suggest any change in the payscale of Mechanics in present
terms.
Snrall Itidustries 54.59 The Small Industries Development Organisation (SIDO) Employees
Developnre’i‘ Association has submitted the following for our consideration :-
Organisation
filllo)
a) The Lower Technical Staff working in workshops under SIDO are
designated ‘as Skilled workers, DarkRoom Technician and
Instrument Mechanics. Apart from imparting technical training to
existing and prospective entrepreneurs and artisans in different
dlsciplhes such as machme shop, practicc, milling, turning, carpentry,
etc., functions of these lower technical staff also include industrial
promotion and execution of job orders placed by small scale industries
on the workshops
708
S4.60 Thc Dcpamcnt of Small Scalc and Agro-Rural lndustrics. Ministry
of lndustrics has cndorscd thc suggestions abovc for our considcration .
54 61 Thc Iowvcr technical staflof SlDO arc cssctially workshop staff An!
chmgc in dcsignation as proposcd would cntail changc in sclvicc conditions lioiii
industrial to thosc of non-industrial catcgoq.
C'entrd Ck~utid 54.63 Thc Workshop Staff of Central Ground Water Board (CGWB) havc
wn~crnoclr~'
complained that thcir cadres havc not been restnrctwd in accordance with thc
ctassification schemc rccommcndcd!bythe 4th CPC. We have cxamincd thc
orgkisation sct up of workshop in'the CGWB with a view to stream line thc
structurc in accordance with our general recommendations in this chaptcr. Thc
csisting organisation is as under :-
I I'
v V
( I 1) Electrician(&. 1320-2040L Mechanic (Rs. 1320-2040)(35)
(DR 100% Matric + IT1 + 3 yrs. exp.) I
I I
V V
Asstt. Mechanic(+) Pr. 100% Slotting Machine Operator
(Rs.1200- 1800) (10 1) (Rs.1200-1 800)
I (12)
V
-----------------------------------
(2yrs.) I(20%) (2yrs.) I(40%) (40%) I17yrs.
V v .v
( 1 10) Welder (+) H T Driver (98) T&. Opcrator (M)
(Rs.1 150- 1500) (Rs.950- 1500 ) (Rs.750-940) Gr.'D'
DR 80% IT1 + 2 yrs. cxp 10th or 8th + IT1
Pr. 20% I8yrs.
V
Black Smith (1 4)
(Rs:950-1500)
1
V
709
Iianrtncmia~i(Gr.*D*)
( 14)
(Ks xoo- I 150)