WAGE AND SALARY ADMINISTRATION / I N CARRIAGE REPAIR SHOP, I SOUTH CENTRAL RAILWAY, TIRUPATI

5.0 Introduction

Wages and salaries form the primary remuneration to the workers,

Hence these are vital to the employees. They attract the workers to particular

occupation, retain them in that occupation and also act as important incentive

in extracting work fiom them or making them to work. In this sense, wages

and salaries administration is considered as part of human resource planning.

This chapter deals with wages and salary adnlinistration in the Carriage

Repair Shop, South Central Railway, Tirupati and the perceptions of the

employees about this part of human resource adnitlistration.

5.1 Wage and Salary administration

Wage and salaries are the most important elements which influence

continued retention of employees. This helps to attract, develop and promote

employees to meet individual and organizational/objectives. Modem system

of wages and salaries administration, is complex, and requires handling of

expertise in this field. Wages and salaries administration form part of

compensation package of employees.

Wages are compensation, which includes basic wages, allowances,

bonuses etc., From the employer's points of view wages form that part of cost

of production which is attributed as compensation paid to labour. Wages are

paid in the form of time rate or piece rate to the workers, who are directly

involved in the production or commercial activities. Salaries are

compensation paid to the indirect labour in the form of cash, Indirect labour

involves supervisors, managers and supporting staff like o f i c e assistants,

clerks, etc., Salaries are paid in the form of time rate, mostly on monthly

basis. There are two types of wage payment systems.

These are: *** Payment by time

*** Payment by results.

a). Payment by the time: This is the system which is in vogue from

ancient times. Worker is hired for a given time and paid for his labour.

He is paid at the end of the time period. Here the payment is not

conditional to the output. In other words, wages are not linked to the

productivity. This system is most popular among "white collar"

employees, supervisors and managers. Since workers are paid at the

end of fixed period, this system inculcate a sense of security in them.

Supervisors, however must ensure the worker is not idling during the

working hours fixed. This system is also useful when types ofjobs are

of non-standard in nature. Year end annual increment, merit

increments, bonuses and promotion chances are means of motivation in

this system.

b). Payment by results : Here the payment is given to the employees in

relation to his work output. This system is popularly known as piece-

rate system or incentive payment system. There are a number of

incentive payment systems. The difference between these systems are

manifested by the relationship established between payment and

output.

In the Carriage Repair Shop, South Central Railway, Tirupati wages

and salaries are paid on the timely basis. That is, 'payment by the time' is in

practice. The other system that is piece wage system, cannot be practised in

this organization, as the output cannot be divided on the individual basis. The

production process is group-based. So the employees are paid on the basis of

time, Almost of all the employees are paid on monthly basis.

5.2 Wage and Salary Administration in the Carriage Repair Shop,

South Central Railway, Tirupati

The employees of the Carriage Repair Shop, South Central Railway , Tirupati are paid wages and salaries as per the pay structure applicable to

various categories of railway employees in group 'D', 'C", 'B", and 'A'. The

pay structure is recommended by the Central Pay Comnission. When the

field survey was conducted the pay structure as recommended by the V Pay

Commission , Railway Board was in operation. But, now the employees are

getting the salaries as per the revised pay structure recommended by the VI

Pay Commission, Railway Board. The revised pay structure came into effect

from 1" January, 2006 and is paid from Septernber,ZOO8 with retrospective

effect. Both the pay structures are presented in this chapter.

The First Schedule : Section I

Received pay structure for posts carrying scales in Croup 'D', 'C', 'R',

'A', except posts for which different revised pay structure is notified

separately. (In Rs.)

I Present Scale I Revised Pay Structure I Name of

Grade Pay

2550-55-2660- 60-3200

-IS 4440-7440 1300

5200-20200 I :S 3200-854900 2 4000-100-6000 5200-20200

4500-125-7000 PB-I 5200-20200 2800

10 S-9 5000-150-8000 PB-2 9300-34800 4200

1 I S-10 5500-175-9000 PB-2 9300-34800 4200

Corresponding Corresponding Grade Pay

Present Scale Revised Pay Structure

75500- (annual 22400-600- HAG + increment @ 3% - 26000 Scale

80000 Nil

75500- (annual 24050-650- HAG scale incrrment @ 3% - 26000 Nil

80000 Apex scale 80000(Fixed) Nil

l 7

Notes:

(i) The revised pay structure is applicable for all categories of Railway

servants irrespective of their designations strictly on the basis of the

existing scales of pay except as may be specifically prescribed

otherwise by Ministry of Railways (Railway Board).

New Scale

8000-275-1 3500 (Group A Entry)

PB-3 15600-39100 5400

(ij) Group 'B' gazetted officers in the existing scale of Rs.8000-13500

in all the Organized Services will be granted Grade Pay of Rs.5400

in PB-3 retaining the existing classification of Group 'B' gazetted.

(iii) The existing classification of Railway servants in group 'D', 'C',

'B', & 'A' on the basis of the existing scales of pay will continue in

the revised pay structure till further orders except as may be

specifically prescribed otherwise by Ministry of Railways (Railway

Board). No change in the classification should be lnade in the

revised scales.

Section I1

Entire Pay in the revised pay structure for direct recruits appointed on

or after 1.1.2006

/ Grade pay I Pay in the Pay Band .-

1 Total 1

Total

13,500

17,140

18,150

Grade pay

4,200

4:600

4,800

Pay in the Pay Band

9,300

12,540

13,35,

The salaries of various categories of employees in different sectors in

the Carriage Repair Shop, South Central Railway, Tirupati as per the VI pay

commission and earlier and the corresponding grades of old scales and pay

, Total

2 1,000

25,350

29,500

Grade pay

5,400

6,600

7,600

bands in new scales are indicated in the organization structure. Further, the

pay scales of different categories of employees are presented in detail.

Pay in the pay Band

15,600

18,75,

2 1,900

. total

46,100

49,100

53,000

59,100

Grade pay

8,700

8,900 ---

10,000

12,000

De~lgnaHon Old scales New scale Grade pay

Mechmlcal

Pay in the Pay Band

37,400

40,200

43,000-

47,100

Chief workshop Manager 8900-275- 13500 9300-34800 5400

Awt. Workshop Manager 7500-250-12000 9300-34800 5400

Sr. Section Engineer 7450-225-1 1500 9300-34800 4600

Section Engineer 6500-200-10500 9300-34800 4200

Jr. Engineer 5000-150-8000 9300-34800 5400

St. Technician 5000-1 SO-8W 9300-34800 5400

Technician Or.] 4500-125-7000 5200-20200 2400

Designation Old scales New scale Gnde pay -

Technician Gr.II 4000-100-6000 5200-20200 2400

Technician Gr.111 3050-75-3590-80- 4590 5200-20200 1900

Semi skilled 2650-65-3300-70-4000 1440-7440 1650

Unskilled 2650-65-3300-70-4000 4440.7440 1300

Chief Oftice Superintendent 7450-225-1 1500 Q100-34800 4600

Office Superintendent. 6500-200-10500 9300-34800 4200

Sr. Clerk 4500-125-7000 5200-20200 2800

Jr. Clerk 3050-75-3950-80-4590 5200-20200 1900

Production Engineer (Mechanical) 10000-325-15200 15600-39100 6600

Medical

Sr. Medical Surgeon 14300-400-1 8300 37400-67000 8700

Hospital Attendant 2650-65-3300-70-4000 4440-7440 1650

Sister ' 5000-1 50-8000 9300-34800 4200

Electrical

Asst. Divisional Engineer 10000-325.1 5200 15600-39 100 6600

Sr. Section Engineer 7450-225-1 1500 9300-34800 4600

Section Engineer 6500-200- 10500 9300-34800 4200

Jr. Engineer 1& I1 5500-1 75-9000 9300-34800 4200

Sr. Technician 5000- 1 50-8000 9300-34800 4200

Technician Gr.1 &I1 4500-1 25-7000 5200-20200 2400

Technician Gr.111 3050-75-3590- 80- 4590 5200-20200 1900

Semi skilled 2550-55-2660-60-3200 4440-7440 1300

ACCOUNTS

Work Accounts Officer 80'00-275-13500 9300-34800 5400

Section Otliccr 7450-225-1 1500 9300-34800 4600

Accounts Aysistant 5500-1 75-9000 9300-34800 4200

Jr. Accounts Assistant 4500-1 25-7000 5200-20200 2800

Account8 Clerk 3050-75-3950-804590 5200-20200 I900

Detigmation Old scales New wale Grade pay

Stora

Stores Material Manager 7450-225-1 1500 9300-34800 4600

Chief Office Superintendent 7450-225-1 1500 9300-34800 4600

Office Superintendent 6500-200-10500 9300-34800 4200

Sr. Clerk 4500-125-7000 5200-20200 2800

Jr. Clerk 3050-75-3950-80-4590 5200-20200 2000

Jamedar peon 2750-70-3800-75-4400 5200-20200 1900

Pernonnel Sectlon

Work shop Personnel Officer 10000-325-15200 16500-39100 6600

Chief Office Superintendent 7450-225-1 1500 9300-34800 4600

Oftice Superintendent 6500-200-10500 9300-34800 4200

Sr. Clerk 4500-125-7000 5200-20200 2800

It. Clerk 3050-75-3950-80-4590 5200-20200 2000

Jamedar peon 2610-60-2910 65-3300-70-4000 4400-7440 1600

Source : VI Central Pay Commission Report 2008

The salary of the employees of the Carriage Repair Shop, South

Central Railway, Tirupati comprises of Basic pay, Dearness allowance, House

rent allowance, City compensatory allowances and other allowances. The

details of these pay and allowances are presented in the following pages.

1. Basic Pay means the pay drawn in the prescribed pay band plus the

applicable grade pay but does not include any other type of pay like

special pay, etc., In the case of Government servants in the pay scales

of HAG scale and above basic pay mans the pay in the prescribed

scale.

2 . Dearness Allowance The Dearness Allowance is the compensation of

price rise is, the dearness allowance is granted to compensate the price

increase above consumer price index. This will be sanctioned twice a

year payable fmm 1' January and 1"' July. The Dearness Allowance is

paid on basic pay for all the employees. The Dearness Allowance is

admissible as under for the various occasions. The Dearness

Allowance is not admissible during extraordinary leave or for any

period of leave preparatory to retirement spent outside India. During

study leave Dearness Allowance shall be paid on the leave salary

sanctioned. During joining time Deamess Allowance is ad~nissible

based on.the joining time pay. During suspension Dearness Allowance

is admissible based on subsistence allowance admissible fro111 time to

time.

3. House Rent Allowance The House Rent Allowance and City

Compensatory Allowance are payable with reference to basic pay plus

30 percent of pay in regard to running staff. House Rent Allowance

shall be paid to all the employees (other than those who are provided

with quarters) Rent receipts need not be produced for claming House

Rent Allowance. The House Rent Allowance is also payable to those

who live in their own houses.

4. Transport Allowartce Transport Allowance is a new allowance made

payable after the Government accepting the V pay Con~mission

recommendations.

5. Washing Allowance Washing Allowance is an allowance granted to

certain categories of staff in some Departments, who are provided with

uniforms and are required to keep their dress neat and clean, The

categories entitled to draw this allowance include Group 'D' staff in

schools who are with uniforms, Group 'Dl staff in Hospitals and

dispensaries such as Dressers, X-ray Attendants, Ayahs, Laboratory

Attendants, Hospital peons, Sweepers, Stretcher Bearers and

Ambulance Car Drivers Rs.301- per month for non gazetted Railway

Protection Porce staff with effect from 01 .OS. 1997

6. National Holiday Allowance It is paid to the Railway employees who

are required to perform duty on 3 National Holidays and 9 other

important holidays viz. National Holiday Allowance is admissible even

where (i) an employee works for part of a day; or (ii) he is on due rest;

or (iii) he is on journey totfrom his place of work or (iv) the employee

is on periodic rest or is off duty after his booking, or having completed

rest on the Holidays the staff are awaiting booking on that day. It is

generally payable to the Railway Protection Staff (RPF).

7. Night Dury Allowance Night Duty Allowance is an allowance paid to

the staff of certain categories for working during 22.00hrs to 6.00hrs.

Each hour of duty performed within this period is weighed equal to 10

minutes and the total hours of weight age so arrived at in a month are

paid for at the following prescribed rates. A period more than % hour is

taken as one hour and lesser than % hour is ignored. Pay for this

purpose includes pay plus special pay, personal pay, Dearness

Allowance & 45. It is payable to the Hospital staff, Telephone staff and

outside power maintenance staff,

8. Dual Charge Allowance A competent authority may appoint one

railway servant to hold substantively as a temporary measure, or to

officiate in two or more posts at one time. In such cases additional pay

may be granted in respect of Gazetted officers upto and including

Junior Assistant grade for a maximum period of 6 months under

General Manager's owners and it is clarified that the grant of dual

charge allowance at the rates. It is applicable to the Group '9'

employees.

9, Non- Practicing Allowance The Railway doctors are being paid a non

practicing allowance at the rates indicated below from the date the

doctor draws pay. The Non-Practicing Allowance is treated as 'Pay'

for all purpose like Dearness Allowance, Tour Allowance, Dearness

Pay. House Building Advance and retirement benefits, including

drawal of leave salary. This allowance is admissible to those posts for

which a medical qualification recognized under the Indian Medical Act

1956 or under Dentist Act 1948 have been prescribed as an essential

qualification and to which no practicing allowance is attached.

10. Unijbrm Allowance Unifonn Allowance is payable to the Matrons,

including Sisters in charge of hospitals, Nursing Sisters, all Nurses,

Midwives and Health Visitors. Uniform Allowance will be reduced

during leave subject to the conditions stipulated in Rules 2205(G) R.11

(proportionate reduction will be made to the total period of all kinds of

leave which exceeds 4 months at a time.)

11. Nursing Allowance The Nursing staff on Railways are paid a sum of

Rs.1600 with effect from 15.7.98 per month which is known as

Nursing Allowance. On payment of this allowance Night Duty

Allowance which was hither to paid to the nursing staff was

discontinued.

12. Training Allowance When a Government official joins a training

institution for teaching as a faculty member, he will get training

allowance at 15 percent of basic pay in revised scales. This will be

without any ceiling limit of pay and will not foml part of pay under

Rule 103(35) RI but will count for leave salary. Those recruited

specially for such institutions will not be entitled to this allowance. It is

applicable to the Section Engineers and Junior engineers who act as

faculty in their specialization fields.

13. Travelling / Daily Allowance The Travelling / Daily Allowance is

permissible to an employee for a halt on lour beyond a radius of 8 km.

from his Headquarters.

14. Conveyance Allowance The Conveyance Allowance is admissible to

an employee who is required to travel extensively or within a short

distance from his work spot but cannot claim travelljng allowance

subject to the following conditions.

a) The average monthly travelling on duty should exceed 2OOKms.

b) Journeys by foot or by cycle will not qualify

c) Journeys between residence and normal place of work will not

be included.

15. Conveyance Allowance to Handicapped Employees Orthopaedically

handicapped Railway employees and Blind Railway employees are

eligible for the grant of conveyance allowance during their entire span

of service at the rate of 5 percent of their basic pay subject to a

maximum of Rs.1001- per month. This Allowance will be granted to

these employees on recommendations of the medical authorities. The

Allowance is not payable during leave (expect casual leave), joining

time or suspension.

16. Travelling Allowance and other Allowances on Retirement and to the

family of Deceased employee The retired Railway employee and his

family may travel from the last Headquarters to the declared home

town, or to another selected place of residence where he wishes to

settle after retirement for which he may be paid allowances same as on

composite transfer grant. This concession should be availed by the

einployee during leave preparatory to retirement or within one year of

the date of his retirement.

5.3 Employees Perception about Wage and Salaries

Wages play pivotal role in human resource management not only as

supporting factors but also as motivating factors. So, the following section

presents the perceptions of employees of Carriage Repair Shop, South Central

Railway, Tirupati in this regard.

5.3.1 Sex-wise dlstrfbution of employees in different income groups

The employees of the Carriage Repair Shop, South Central Railway , Timpati fall in different income groups. An attempt is made to study gender-

wise distribution of employees in different income groups. The table 5.1

shows the gender-wise distribution of employees in different income group.

Table 5.1 Gender wise distribution of Employees of CRS

!$.No. Income per Month Male Female Total

1 Below 10000

2 . 10000- 15000

3. 15000-20000

4. Above 20000

Total

Source: Field Study

** : Column Percentages + . . Row Percentages

Male

li-;loooo ' !a 10000.r5000~

1 0 15000.2~00/

~ 2 0 0 0 0 j

Female

Most of the employees are in the lower income groups of below

Rs.10000 (55.99) followed by those in the income, group of Rs.10000 -

15000, Only 13 persons forming 8.67 percent of table sample are in the high

income rage of Rs. 15000-20000 while only one person (0.67) is in the highest

income range of greater than Rs.20000. This is also true with males. About 57

percent of the male employees are in the range of less than Rs,10000 income,

followed by those in the income group of Rs.10000 - 15000 who form 32.57

percent. About 9 percent of the male employees are in the income rage of

Rs.15000 - 20000. Only one male employee is in the highest income rage of

greater than the 20000. Any female employees, about 50 percent are in the

income range of Rs.10000 - 15000, followed by those with less than

Rs. 10000 income (44.44%). Only one female employee is in the income range

of Rs. 15000-20000 and there is no female employee in the highest range of

greater than Rs.20000. The male employees form the greatest percentage in

the income range of Rs.15000 - 20000 (92.30) followed by those with less

than Rs.10000 - 15000 (82.69). The female employees are more in the

income range of Rs. 10000 - 15000.

5.3.2 Caste-wise distribution of employees of Carriage Repair Shop,

South Central Railway, Tirupati any levels of income

The employees of the Carriage Repair Shop, South Central Railway,

Tirupati are distributed in different income groups. This distribution depends

upon their cadre and also experience. But, a field study is also made to known

how different caste groups are distributed among different levels of income.

The relevant data are shown in the table 5.2,

Table 5.2 Caste wise distribution of Employees of CRS

Income per S'No' Month OC BC SC ST

I. Below I0000 36 (42.85)** 32(39.28) 1 l(13.09) S(4.78)

Total

84(100.00)

(56.00)

5?(100.00)

(34.66)

13(100.00)

(8.67)

4. Above 20000 I(l00.00) O(O.OO) . O(O.00) O(O.00) I (I 00.00) (1.46) (0.00) (0.00) (0.00) (0.67)

TOTAL 69(46.00) N(36.01) 19(12.66) E(5.33) 150(100.00)

Source: Field Study ** . . Column Percentages

* : Row Percentages

Most of the employees fall in the income range of Rs. 10000 - 1 5000

(36.66%) followed by those in the income range of Rs.15000 - 20000 and

below Rs.10000 (24.66%). Also about 10 percent are in the high income

range of above Rs.20000. This pattern is true with all the castes except the

Backward caste employees. The employees in the income range of Rs.10000

- 15000 form 41.17 percent in Other Caste employees, 39.13 percent in

Schedule Castes and 50.00 percent in Schedule Tribe employees. They are

followed by those in the rage of Rs.15000 - 20000 as the Other Caste

employees (30.58%) in the Back ward Caste employees (28.94%) and in the

Schedule Tribe employees (29.00%). But, in the Schedule caste employees,

the second major groups in the income rage of below Rs.10000. In the case of

Backward Caste employees, the employees in the income rage of Rs.15000 -

20000 form the highest percentage of 28.94 followed by those in the range of

below Rs.10000 (26.31%) and in the rage of Rs.10000 - 15000 (23.68%). The

highest percentage of employees in the category of above Rs.20000 are in the

Backward Caste employees (21.07%) followed Schedule caste employees

(8.70%) and Backward Caste employees (7.08%) and they are in Schedule

Tribe category. Most of the employees in first five groups are in the Other

Caste employees (48.64%, 63.63% and 61.90% respectively). But most of the

employees of the highest range are in the Backward Caste employees (50%).

Backward caste employees are the second in the order as for as the

percentages in different groups of income followed by Schedule caste

employees, and Schedule Tribe employees.

5.3.3 Wage as the motivator

Wage and salaries are the major motivators for the employees,

particularly at lower cadres. This is true in the Carriage Repair Shop, South

Central Railway, Tirupati too. Perhaps, it is major a motivator for some while

it is the minor motivator and for others wages are not at all motivator. These

responses are shown in table 5.3.

Table 5.3 Wages as the motivator of Employees of CRS

S.No. Type of Motivator Clerical Technical Managerial Total

-- I . Only 22(25.00)** 61(69.31) 5(5.69) 88(100.00)

Motivator (78.57)* (61.61) (21~73) (58.66)

2. Major 6(13.64) 26(59.09) 1?(?7.27) 44(100.GO)

Motivator (2 1.43) (26.26) (52.17) (29.33)

3. Minor o(O.00) 4 (66.66) 333.37) 6(100.00)

Motivator (0.00) (4.05) (7.20) (3.99)

4. Not 0 (0.0) 8 (66.67) 4(33.33) 12(l00.00)

Motivator (0.00) (8.08) (18.90) (8.02)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150 (100.00)

(lo0.00) (100,oo) (loo,oo) (loo.oa)

Source: Field Study

** : Column Percentages

* : Row Percentages

Clerical Technical Managerial I &-_-

- - - . 1 ^ 1 - - - -

For about a little less than sixty percent of the respondents wages are

the only motivator, followed by those for whom it is the major motivator

(29.33%). About 8 percent and 4 percent of total respondents have replied that

wages are not the motivator or minor motivator respectively. For majority of

the clerical cadre employees (78.57%) the wages are the only motivator

followed by those for whom the wages are major motivator (21.43%). This is

true with the technical cadre employees also, for 61,61 percent of the

respondents wages are the only motivator, for 26.26 percent it is the major

motivator, for 4.05 percentage minor motivator, while for about 8 percent it is

not the motivator. But, in the case of managerial cadre, for most of them

wages are major motivator (52.17%) rather than the'only motivator (21.73%)

and for about 7 percent it is the minor motivator. In the managerial cadre

there is great percentage of respondents (18.90%) for whom wages are not the

motivator. In all the categories of responses, greater percentage of

respondents are found in technical cadre employees as in the case of the

sample. In the case of managerial cadre, the respondents for the wages are the

minor and not motivator for greater percentage than in the sample. Thus

wages are the motivators more for the clerical and technical cadre than the

managerial cadre employees. Further, this difference in perceptions about

wage as the motivator among different cadres of employees is significant at 1

percent level as revealed by the chi square test results. That means the

motivating force of the wage depends upon the cadre of employees.

5.3.4 Opinion about wage

Wages is the main motivator for most of the employees though not the

only one. The wage structure and the employees' perception of the wages

play crucial role in the human resource management. The employees of

Carriage Repair Shop, South Central Railway, Tirupati were asked to give

their opinion about the wages. The responses are given in the table 5.4

Table 5.4 Opinion about wages of employees of CRS

- -- - --

~ . N O . Opinion Clerical Technical Managerial Total

I . Satisfactory 25(19.84)** 82(65.07) 19(15.09) 126(100)

(89.28)* (82.82) (82.60) (83,99)

2. Not 3(13,05) 16(69.56) 4(17.39) 23(100) SatisfactOv (10.72) (16.16) (17.40) (15.33)

3. Can't Say O(O.OO) I( 100) O(O.OO) 1(100)

(0.00) (1.02) (0.00) (0,68)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150(100,00)

(100,OO) (100.00) (lOO.00) (100.00)

Source: Field Study

** : Colulnn Percentages

* : Row Percentages

More than eighty percent of the enlployees expressed satisfaction about

the wages. Only one respondent was not in a position to give the clear

response. The percentage of employees who are satistied is highest in clerical

cadre (89.28) followed by the technical (82.82) and the managerial cadre

(82.60). The percentage of employees who expressed dissatisfaction is highest

in managerial cadre (17.40) followed by technical cadre (16,16) and the

clerical cadre which has the least percentage (10.72), Only one respondent in

the technical cadre (1.02%) could not give clear response.

Out of the total employees, those who are satisfied are found more in

the technical cadre (65.07). Similarly, most of the dissatisfied employees are

in the technical cadre (the percentage is greater than the sample percentage of

69.56 and 66.00 respectively). In the satisfied category, next majority is found

in the clerical cadre (19.84) followed by the managerial cadre (15.09%). In

the dissatisfied category, next majority is found in the managerial cadre

(17.39%) followed by the clerical cadre (13.05%). However, the satisfaction,

dissatisfaction or otherwise is not the result of the cadre, because the chi

square test results shows that the difference among the different cadres as

regards the satisfaction is not significant.

5.3.5 Sufficiency of wage

The wages paid to the employees should be reasonably sufficient to

meet the minimum and basic needs of the employees like food, education,

health and entertainment. Then the employees will be physically, mentally

and emotionally placed to carryout the work with highest possible efficiency.

Having this in mind, the employees were asked whether the wages and

salaries paid to them were sufficient or not, and also, more than or less than

sufficient. The responses are given in the table 5.6

Table 5.5 Sufficiency of Wages

Level of S.No. Clerical Technical Managerial Total

Sufficiency

1. More than 7(63.63)** 4(36.37) O(O.00) 1 l(lOO.00)

Sufficiency (25.00)* (4.04) (0.00) (7.33)

2. Sufficiency 19(30.15) 39(61.90) 5(7.95) 63(100)

(67.85) (39.39) (21.74) (41.99)

3. Not 2(2.63) SS(73.68) 18(23.69) 75(100.00)

Sufficiency (7.15) (55.55) (78.26) (48.64)

4. Cannot say O(O.00) I(lOO.00) O(O.00) l(lOO.00)

(0.00) (1.02) (0.00) (0.68)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150 100.00)

Source: Field Study ** : Column Percentages

* : Row Percentages

Clerical Technical Managerial 1 -- -. . - - .

I -- " . .i

As the table shows, only eleven respondents foniling 7.33 percent of

the total respondents answered that the wages are more than sufficial~ while

about 49 percentage responded that the wages are not sufficient. About 42

percentage of the respondents replied that the wages were just sufficient.

Majority of clerical cadre employees (67.85%) replied that the wages were

just sufficient, while about 25 percent replied that the wages were more than

sufficient. Only for 7.15 percent of the111 said that rhc wages were not

sufficient. The responses of the tech~lical and rnanayerial cadre e~nployees arc

different. For majority of the managerial cadre employees (78.26%) and the

technical cadre elnployees (55.55%) the wages were not sufficient. About 40

percentage of the technical cadre respondents and 22 percentage of the

managerial cadre respondents replied that the wages are man: than sufficient,

while more respondents for whom the wages were sufficient are in the clerical

cadre (63.63%) followed by the technical cadre (36.37%). Majority of the

respondents for whom wages are sufficient and also not sufficient are in the

technical cadre, the rates being 61.90 percent and 73.68 percent respectively.

However, the response as regards the level of suficiency is related to the

cadre because the chi square test results shows that the difference between

cadres is significant at 1 percent level.

5.4 Employees' perception about 'other allowances'

Other allowances are also important as far as the employees budget is

concerned. They serve different requirements of different categories of

employees. Hence, they should also be successful in satisfjmg the employee's

requirements. That is why, the employees were asked to give their opinion

regarding the other allowances and the responses are as under.

5.4.1 The opinion of employees about their allowances is presented in the

table 5.6

Table 5.6 Opinion about 'Other Allowances'

S,No. Opinion Clerical Technical Managerial Total

1. Satisfactory 20(15.67)** 86(68.64) 20(15.67) 126(100) (1 7.43)* (86.84) (86.97) (83.01)

2. Not 6(37.50) - 8(50.00) 2(12.50) 16(100) Satisfactory (2 1.43) (8.11) (8.69) (10.66)

3. Can't Say 2(25.00) S(62.50) l(12.50) 8(100) (7.14) (5.05) (4.35) (5.33)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150(100.00) (100.00) (100.00) (100.00) (100.00)

Source: Field Study

** : Column Percentages

* : Row Percentages

Out of the total sample employees, 126 constituting 83.01 percent are

satisfied with the host of other allowances while 16 employees forming about

ten percent of the sample expressed their dissatisfaction. Only eight sample

employees constituting about five percent could not give their opinion. The

satisfied category is highest in the technical cadre (86.97) followed by the

managerial cadre (86.84) and the clerical cadre employees (71.43). The

dissatisfied category is highest in the clerical cadre (21.43) followed by the

managerial and the technical cadre employees. Those who could not give their

opinion are highest in percentage in clerical cadre (7.14) followed by the

technical cadre (5.05) and the managerial cadre (4.35) employees. It is also

clear from the table that most of those who are satisfied are found in the

technical cadre (68.64%), while greater proportion of those who are not

satisfied are in the clerica! cadre as the response percentage (37.50) is greater

than the sample percentage of 18.66. Most of those who could not give the

answer are also in the clerical cadre (25.00%). However, it can be infenrd

From the chi square test results that the difference in response is not due to the

cadre because the difference is not significant.

5.4.2 Degree of satisfaction

Not all the employees are equally satisfied. The degree of satisfaction

differ depending up on the cadre also. So, their responses are collected with

regard to the degree of satisfaction.

Table 5.7 Degree of Satisfaction

S.No. Opinion Clerical l'cchnicnl Manrgcrllrl 'I'otal

I . Highly 4(22.22)"

Satisfied (14.211)*

2. Satisfied 13(14.94)

(46 42)

3. Not very 3(14.29)

Much satisfied (10.72)

4. Dissatisfied b(37.75)

(2 1.43)

5 . Cannot tell ' Z(25.00) (7.14)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150 100.00) (lo0.00) (100.00) ( I 0 0 . r ~ ) (too.ua) --

Source: Field Study ** : Column Percentages

* : Row Percentages

rn Cannot leY

Ussatisfied

Not very mch satisfed Satisfied

As the table shows only 18 sample employees forming 12.00 percent

are highly satisfied while 87 employees constituting 58.00 percent are just

satisfied with the scheme of other allowances in the Carriage Repair Shop,

South Central Railway, Tirupati. One more than Twenty one persons forming

14.00 percent expressed that their satisfaction in below minimum. Sixteen

respondents (10.66%) are not at all satisfied with other allowances. The

percentage of highly satisfied employees is highest in the clerical cadre

(14.28) while that of just satisfied employees is highest in the technical cadre

(62.83%). The highest percentage of not very much satisfied is in the

managerial cadre (21.70%) and ratio of not satisfied is again in the clerical

cadre (21.43%). In the clerical cadre, those who are satisfied (22.22%) are

more than the sample percentage (18.66%). Most of the satisfied employees

are found in the technical cadre and the response percentage (71.26) is greater

than the sample percentage (66.00%). Most of those not very much satisfied

and dissatisfied are found in the managerial cadre and the clerical cadre

respectively and those percentages (23.81 and 37.75) are greater than the

sample percentages (15.33 and 18.66). Thus, most of the technical and

clerical cadre are satisfied while managerial cadre are not much satisfied in

the other allowances. But, the difference between different cadre of

employees with regard to degree of satisfaction about other allowances is not

significant as per the results of chi square test and this can be inferred that the

difference is not due to the employee cadre.

5.4.3 Other allowances as motivating factors:

In most cases not only pay but other allowances also act as motivating

factors for the employees. That is why a few organizations pay greater

allowances in the form of perquisites. In the Carriage Repair Shop, South

Central Railway, Tirupati also, different allowances act as motivating factors

for different cadres of employees. Their views are presented in the table 5.8.

Table 5.8 Employees' opinion about other allowances as motivating

factors

-

S.No. Opinion Clerical Technical Managerial Total

I . Yes 15(18.07)* * 63(75.91) 5(6,02) 83(100)

(53.58)* (63.62) (30.40) (55.33)

2. No 5(17.24) 12(41.38) 12(41.38) 29(100)

(17.86) (12.12) (52.20) (19.33)

3 . Cannot tell S(22.01) 24(63.20) 6(15.79) 38(100)

(28.56) (24.25) (1 7.30) (20.34)

TOTAL 28 (18.67) 99 (66.00) 23 (15.33) 150 100.00) (100.00) (100.00) (1oo.oo) (lOo.00)

Source: Field Study ** . . Column Percentages

* : Row Percentages

As the table reveals greater number of sample employees are not in a

position to tell whether other allowances act as motivating faclors or not,

thirty eight employees forming 26.34 percent are in this category. Eighty

three employees (55.33%) are of the opinion that other allowances act as

motivators, while one less than thirty employees forming 19.33 percent arc of

the opposite opinion. The percentage of positive response is highest in the

technical cadre (63.62%) followed by the clerical cadre (53.58%). The

percentage of negative response is highest in the managerial cadre (52.20%).

It is also clear from the table that most of those who believe that other

allowances are motivators are in the technical cadre (7,5.91%), while most of

the opposite of category are in the managerial cadre (41.38%) as these

percentage are greater than dkir respective sample percentages of 66.00 and

15.33. Thus, majority of technical and clerical cadre employees believe that

other allowances are motivating factors while most of the managerial cadre

employees expressed that other allowances are not motivators. The chi square

test result shows that the difference between the cadres of employees is

significant at 1 percent level and thus it can be inferred that 'other allowances'

act as motivating factor depending upon the cadre.

5.4.4 Most beneficial allowance

Other allowances are no doubt beneficial to employees. But, they differ

for different categories of employees. So, employees were asked to state

which other allowances are the most beneficial to them. Table 5.9 furnishes

the responses of the employees.

Table 5.9 Most beneficial allowance

S.No. Other Allowance Clerical Technical Managerial Average -

1. Transport Allowance 28(100) * 99(100) 23(100) 100

2. Washing Allowance -. S(5.05) -- 5

3. Night Duty Allowance -- lS(15.15 -- 15.15

4. Dual Charge Allowance -- -- 3(13.04) 13.04

5. Travelling Allowance 28(100) 99(100) 23(100) 100

6. Conveyance Allowance 28(100) 99(100) 23(100) 100

Source : Field Study

* : Percentage of total

The sample employees gave their opinion about the allowances,

pertaining to them. Transport allowance, Travelling allowance and the

conveyance allowance are the most beneficial allowances, for all tlze cadres of

employees. All the sample employees responded that all these allowances are

the most beneficial allowances. Washing and night duty alloi+~ances are

beneficial to technical cadre employees that to orlly for five percent pnd

fifteen percent of sample e~ilployees respectively. The dual charge allowance

is beneficial to about thirteen percent of sa~nyle rua~~aperial cadre ell~ployees

only.

5.4.5 Timely Provision of other allowances

Other allowances are not paid along with the pay and allo~~ances. They

are claimed separately. The employees should make the clai~ns for h e

allowances producing the relevant infornmion. Their claims are checked,

evaluated and then disbursed to the employees. There may be dclay in the

process, The delay may be rational or without any reason, because of the

indifference of authorities or the cormpt practices. So, an attempt is made lo

know whether these allowances are provided in tinlc or not, The results arc

shown in the table 5.10

Table 5.10 Provision of other allowances.

Name of the S.No. Clerical Tcchnlcal Managerlrl Total

Decision - --- - -- ..-"-."-..----+----

I. W~tll out 20(2 1.74)* * 55(59 78) I7( I H 48) 92(1 (HI) Dclay (71.44).

2. with delay 511 0.42) (17.86)

3. With enonnous 3(30.00) Delay (10.70) --

TOTAL 28 (18.67) (100.00)

Source: Field Study ** : Column Percentages

* : Row Percentages

As the table show more than sixty percent of the sample expressed that

other allowances are provided without delay. Only about one third of the

employees complain about the delay in the provision of other allowance. The

percentage of the former category is highest in the managerial cadre (78.40%)

while that of latter category is highest in the technical cadre (39.40%)

followed by the clerical cadre in both the cases. But, as the table reveals, most

of the technical cadre employees complain that there is delay in the provision

of the other allowance as the responses percentage (81.25%) is greater that

sample percentage (66.00%). The managerial cadre and clerical cadre

employees form greater proportion in giving the opinion that other allowances

are provided without delay because the responses' percentages (18.48 and

21.74) are greater than the sample percentage of 15.33 and 18.66. These

responses are not significant with reference to the cadre as the chi square test

result shows that the difference between different cadres as far as the

responses is not significant at all.