TRAINING PRACTICES IN HR INDIAN RAILWAYS

CERTIFICATE

This is to certify that ------------------------------------ student of Master of Public

Administration, IV Semester, Department of Public Administration; University
of Lucknow has completed his project work entitled “Training Practices in
HR Indian Railways”under my supervision.

The matter embodied in this dissertation is original and has not been submitted
for the reward of any degree.

Place _______
Date ________

2
 ACKNOWLEDGEMENT

The credit of successful completion of m research goes to many people, who helped me at
various stages of this work. It is indeed a pleasant experience to express my indebtedness to
all those people who helped me in completing my research work.

First of all, I take this opportunity to express my deep sense of gratitude and sincere
regards to my research guide Prof. N.L. Bharti, Head of the Department of Public
Administration, Lucknow University, for providing me his expert guidance and suggestion
from the very inception of this study till its completion. He has been a constant source of
encouragement and motivation throughout this work. He helped me to solve my problems
and took personal interest in guiding me from stage to other successive stage. He helped me
through his valuable suggestions and constructive criticism. The credit of m research goes to
him. It has indeed been an enriching experience to work under his guidance.

I am highly indebted to My Father as he provided me with the necessary insight into

the railway department and gave me his valuable guidance and views.

I take this opportunity to express my gratitude to all the employees of Railways,

Lucknow, who have shared their precious time in interacting with me and heled me in
collecting valid information by giving their valuable guidance and imparted their views, real
life experiences and knowledge whenever needed during the research. Without their help and
cooperation my efforts would not have taken the present form.

I am highly indebted to my family and friends for their great support, affection, good
wishes and blessings conferred upon me.

Once again, my gratitude to all who helped me in various ways.

3
 PREFACE

"We are not provided with good incentives."

"The working hours are too long and stressful...but work has to be completed."

"I didn't get the promotion that I deserved."

"My hard work is never recognized."

If any organization hears these kinds of complaints from its employees ten it
needs to find out whether the employees in that organization are motivated and satisfied, the
cause and factors of Motivation and Job Satisfaction and ways and measures to increase their
level. There are many tools to provide motivation and satisfaction to employees such as fair
and unbiased " PERFORMANCE APRAISAL SYSTEM", "TIMELY PROMOTION",
"FAMILY FRIENDLY WORK PLACE", "GOOD INCENTIVES & REWARDS" and many
more to be discussed.

Some employees are motivated to come to work while others are not. Some people
either loose the joy in their work or some may continue their roles in order to maintain their
comfortable salaries and secure benefits. It then becomes management's challenge to deal
with employee inertia. Work motivation is an energetic force that initiates a work –related
behaviour in an employee and also determines its direction, intensity and duration.
Motivation is very important. Without motivation even the most talented people will not
deliver to their potential. A highly motivated person will work hard towards achievement of
goals.

Job satisfaction is the result of various attitudes possessed by an employee. Anyone

who has ever held a job is familiar with this term. Satisfaction depends basically upon what
an individual wants from the world and what he gets in return. Satisfaction exists when the
level of aspiration of an individual is in tune with the return from the world, and job
dissatisfaction exists when the return is much less than the need level of an individual.

Motivation and job satisfaction is the core to organization's existence. These two can take
the organization to any limit of success and without them the organization will take no time
in losing its life. They play utmost important part in affecting organizational behaviour.
Motivation and job satisfaction increases productivity, reduces employee's turnover and
absenteeism and contributes toward mental and physical health of employees as they also
help in reducing stress.

Organization that offers motivation and satisfaction obtains high production, new
better ideas and et a favorable publicity. Their good will increases and they can attract and
retain talented people, the most important resource of an organization.

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 CONTENTS

S.L.No. TOPIC PAGE No.

Certificate

Preface

Acknowledgment

Chapter 1 Introduction

Chapter 2 Research Methodology

Chapter 3 Employee Motivation and Job Satisfaction In

Indian Railways

Chapter 4 Northern Railway:Lucknow Division

Chapter 5 Data Analysis And Interpretation

Chapter 6 Findings And Suggestions

Schedule/Questionnaire

Bibliography

5
INDIAN RAILWAY: AN OVERVIEW

INTRODUCTION

The Indian Railways is among the world’s largest rail networks. The Indian Railways route
length network is spread over 115,000 km, with 12,617 passenger trains and 7,421 freight
trains each day from 7,349 stations. India's railway network is recognized as one of the
largest railway systems in the world under single management. Indian Railways has a
monopoly on the country's rail transport. It is also one of the largest and busiest rail networks
in the world, transporting under 23 million travellers and almost 3 million tonnes (MT) of
freight daily. IR is the world's eighth-largest employer, with more than 1.6 million
employees.

For functional efficiency the Indian Railways is divided into 16 zonal railways comprising 73
divisions with 8 Production Units with Railway Board on top of the overall management
hierarchy.

Indian Railways originally evolved as a commercially owned business organization. After

undergoing various transformations, it has now developed into the 3rd largest rail
transportation network in the world under a single management. Even around the time India
became independent, IR was being worked as a State railway system with business ethos at
its core.

The Government of India has focused on investing on railway infrastructure by making

investor-friendly policies. It has moved quickly to enable Foreign Direct Investment (FDI) in
railways to improve infrastructure for freight and high-speed trains. At present, several
domestic and foreign companies are also looking to invest in Indian rail projects.

HISTORICAL PERSPECTIVE

Indian Railways…. the golden

Era

16th April, 1853.... The Beginning

"[The Railway is] a triumph, to

which in compassion, all our
victories in the East seem tame and
commonplace. The opening of the
Great Indian Peninsular Railway
will be remembered by the natives
of India when the battlefields of
Plassey, Assaye, Meanee and
Goojerat have become landmarks
of history."(The Overland Telegraph and Courier, April 1853)

6
A plan for rail system in India was first put forward in the year 1852 but no further steps were
taken for than a decade. The first railway on Indian sub-continent ran over a stretch of 21
miles from Bombay to Thane. The idea of a railway to connect Bombay with Thane, Kalyan
and with the Thal and Bhore Ghats inclines first occurred to Mr. George Clark, the Chief
Engineer of the Bombay Government, during a visit to Bhandup in 1843.

The formal inauguration ceremony was performed on 16th April 1853, when 14 railway
carriages carrying about 400 guests left Bori Bunder at 3.30 pm "amidst the loud applause of
a vast multitude and to the salute of 21 guns." It was hauled by three locomotives: Sindh,
Sultan, and Sahib. The journey took an hour and fifteen minutes. This was the formal birth of
railways in India.

The British government encouraged new railway companies backed by private investors
under a scheme that would guarantee an annual return of five percent during the initial years
of operation. Once established, the company would be transferred to the government, with the
original company retaining operational control. The route mileage of this network was about
9,000 miles by 1880, mostly radiating inward from the three major port cities of Bombay'
Madras, Calcutta. By 1895, India has started building its own locomotives.

A Railway Board was constituted in 1901, but decision-making power was retained by the
Viceroy, Lord Curzon. In 1907, almost all the rail companies were taken over the
government.

The following year, the first electronic locomotive appeared. With the arrival of the First
World War, the railways were used to meet the needs of the British outside India. By the end
of the First World War, the railways had suffered immensely and were in poor state. The
government took over the management of the Railways and removed the link between the
financing of the Railways and other governmental revenues in 1924, a practice that continued
with a separate railway budget till 2016.The Second World War severely crippled the
railways as trains were diverted to the Middle East and the railway workshops were
converted into ammunition workshops.

Having passed through various phases since its introduction in 1853, railways in India
entered a new era in 1947.

By 1947, the year of India's independence, there were forty-two rail systems. In 1951 the
systems were nationalized as one unit which was christened as the Indian Railways. The
existing rail networks were abandoned in favour of zones in 1951 and a total of six zones
came into being in 1952. As the economy of India improved, almost all railway production
units were indigenized. By 1985, steam locomotives were phased out in favour of diesel and
electric locomotives. The entire railway reservation system was streamlined with
computerization in 1995. Indian Railways operates on both long distance and suburban
routes.

7
8
RAILWAY ZONES AND DIVISIONS

In 1984, the Railway Reform Committee had proposed the creation of four new zones to cope
with the growth of fright traffic across the country and to nationalize the traffic handling of
IR. This proposal went nowhere. Later in July 1996, 6 zones (East Coast Rly., East Central
Rly., North Central Rly., North Western Rly., South Western Rly., and West Central Rly.)
were proposed and approved during the tenure of Ram Vilas Paswan as Railway Minister.

Nothing really definitive was done about these new zones except for some contracts for office
space and the appointments of some officials. Some operational and administrative work for
started in October 2002 with the announcement of creation of new zones by the Railway
Ministry.

The Railway Zones and Divisions:

S/No Name of the Railway Zone Zonal Headquarter Division

.
1 Central Railway Mumbai 1) Mumbai
2) Nagpur
3) Bhusawal
4) Pune
5) Sholapur
2 Eastern Railway Kolkata 1) Howrah-I
2) Howrah-II
3) Sealdah
4) Malda
5) Asansol
6) Chitaranjan
7) Kolkata Metro
3 East Central Railway Hajipur 1) Danapur
2) Mugalsarai
3) Dhanbad
4) Sonpur
5) Samastipur
4 East Coast Railway Bhubaneshwar 1) Khurda Road
2) Waltair
3) Sambhalpur
5 Northern Railway Baroda House, New 1) Delhi-I
Delhi 2) Delhi-II
3) Ambala
4) Moradabad
5) Lucknow
6) Firozpur
6 North Eastern Railway Gorakhpur 1) Izzatnagar
2) Lucknow
3) Varanasi
4) DLW

9
7 North Frontier Railway Maligaon, Guwahati 1) Katihar
2) Alipurduar
3) Rangiya
4) Lumding
5) Tinsukhia
8 North Western Railway Jaipur 1) Jaipur
2) Jodhpur
3) Bikaner
4) Ajmer
9 North Central Railway Allahabad 1) Allahabad
2) Jhansi
3) Agra
10 Southern Railway Chennai 1) Chennai
2) Madurai
3) Palghat
4) Trichy
5) Trivendrum
11 South Central Railway Secunderabad 1) Secunderabad
2) Hyderabad
3) Guntakal
4) Vijaywada
5) Nanded
12 South Eastern Railway Garden Reach, Kolkata 1) Kharagpur
2) Adra
3) Chakradharpur
4) Ranchi
5) Shalimar
13 South East Central Railway Bilaspur 1) Bilaspur
2) Nagpur
3) Raipur
14 South Western Railway Hubli 1) Bangalore
2) Mysore
3) Hubli
4) RWF/YNK
15 Western Railway Mumbai CST 1) BCT
2) Vadodara
3) Ahemdabad
4) Ratlam
5) Rajkot
6) Bhavnagar
16 West Central Railway Jabalpur 1) Jabalpur
2) Bhopal
3) Kota
17 Metro Railway Kolkata

10
PRODUCTION UNITS

Indian Railways is fully independent in the matter of building all its equipment. The industry
based on railway equipment was established as ‘Peninsular Locomotive Company’ at
Singhbhum district of Jharkhand in 1921. Later, it was named as ‘Tata Engineering and
Locomotive Company (TELCO)’.

Research Designs and Standards Organisation (RDSO) is the sole R & D organisation of
Indian Railways and functions as the technical advisor to Railway Board, Zonal Railways and
Production Units. One of the major roles that RDSO has played is that of developing and
maintaining standards and specifications which ensure that all technologies are able to work
together as a system.

List of the Railway Production Units in India:

Railway Production Units Produces

Chittaranjan Locomotive Works (CLW, Electric Locomotive
Chittaranjan), West Bengal
Diesel Locomotive Works (DLW), Varanasi Diesel Locomotive
Rail Wheel Factory (RWF), Bengaluru, Karnataka Wheels and Axles
Diesel Loco Modernization Works (DMW), Patiala, Locomotive manufacture and
Punjab rebuilding
Rail Coach Factory (RCF), Kapurthala, Punjab Coaches
Integral Coach Factory (ICF), Chennai Coaches
Rail Coach Factory (RCF), Rae Bareli, Uttar Coaches
Pradesh.
Rail Wheel Plant, Bela, Bihar. Wheels

11
MANAGEMENT OF INDIAN RAILWAYS

RAILWAY MANAGEMENT

Indian Railways is a department of Government and the Ministry of Railways functions

under the Minister for Railways assisted by Minister of State for Railways. There are as many
as 16 Public Sector Undertakings and other Organisations under the Ministry of Railways viz.
RITES, IRCON, CHRIS, IRFC, CONCOR, KRCL, RCIL, IRCTC, PRCL, RVNL, RLDA,
DFCCIL, MRVC, BWEL, BSCL, BCL which undertake specialized jobs contributing to
Indian Railways' growth and progress.

OBJECTIVE OF RAILWAY MANAGEMENT

The Corporate Management Objectives of Railway Undertakings are as under:

 To provide all transport for both passengers and goods adequate to meet demands in
areas where railway operation confers optimum benefit to the economy having due
regard to the Government's policy of development of backward areas.

 To provide rail transport at the lowest cost consistent with the requirements of railway
users and safety operations.

 To work in association with or utilize other modes of transportation, such as pipelines

and road transport.

 To develop the organisation with efficient and effective personnel with faith in their
work and management.

As is obvious form part of basic infrastructure of the country.

ROLE OF INDIAN RAILWAYS:

As the principle constituent to the nation's transport infrastructure, the railways have an
important role to play as indicated below:

 Integrate fragment markets and thereby simulate the growth of modern market
economy.

 Connect Industrial production centers with markets and with sources of raw material
and thereby facilitate industrial development.

 Link agriculture production centers with distant markets and wit sources of essential
inputs thereby promoting rapid agricultural growth.

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  Provide rapid, reliable and cost effective bulk transportation to the energy sector, to
move coal from the coal fields to power plants and petroleum products from refineries
to consumption centers.

 Most importantly link places to people enabling large scale rapid and low-cost
movement of people across the length and breadth of the country.

In the process, Indian Railways have a symbol of national integration and strategic
instrument for enhancement and growth of economy.

ORGANIZATIONAL STRUCTURE

13
 MINISTRY OF RAILWAYS(RAILWAY BOARD)

The Railway board is the Chief Administrative and Executive Body assisting the Minister of
Railways in the discharge of his functions. It was constituted by a resolution of Government
of India dated 18th February, 1905. The Railway is at present constituted of:

Railway Minister of India: Piyush Goyal(September 2017 – Present)

Present Members of Railway Board:

 Chairman of Railway Board: Mr.Ashwani Lohani

 Member (Rolling Stock): Ravindra Gupta

 Member (Traffic): Mohammed Jamshed

 Member (Infrastructure): Vacant

 Member (Engineering): M.K. Gupta

 Member (Traction): Ghanshyam Singh

 Member (Staff): D.K. Gayen

 Finance Commissioner: Mr. B.N. Mohapatra

 Director General (RHS): Dr.Anil Kumar

 Director General (RPF): Mr. Dharmendra Kumar, IPS

 Director General (S&T): Mr. Akhil Agarwal

 Director General (RS): Mr. A.K Goel

 Director General (Personnel): Mr. Anand Mathur

 Secretary: Mr. R K Verma

The Chairman Railway Board, is an ex-officio Principal Secretary to the government of India
in the Ministry of Railways. He is solely responsible under the ministry for arriving at
decisions on technical questions and advising the Government of India on the matters of
Railway policy.

Financial Commissioner for Railways represents the Ministry of Finance on the Board and
also functions as ex-officio Secretary to Government of India in the Ministry of Railways in
financial matters. He has direct contact with the Finance Minister whom he keeps informed
of developments in the Ministry of Railways. In case of any disagreement with Chairman or
Railway Minister on any financial aspect' he has the right to refer to the Finance Minister.

14
Each of the Members is responsible for dealing with all aspects of the technical subject of
which he is in charge. In order to be able to effectively discharge the duties and
responsibilities from the increased tempo of development works, there are Advisers to the
Railway Board. These Advisers are responsible for issuing instructions direct to Railway
Administrations including Production Units and other units controlled by Railway Board and
receive and deal with reference from general public and other Ministeries of Government of
India with their respective jurisdiction.

ZONAL HEADQUARTERS

Zonal headquarters are responsible for circulation of various instructions issued by Railway
Board. Project man power need and ensure to arrange them. On need basis general
instructions are also issued for uniform implementation of board's directives. They act as a
governing body for implementation of board's instructions and maintain cordial relations with
organized labour in day-to-day smooth functioning of the organization. To conduct all
Group'B' selections and hold pension adalats and also draw action plan to achieve various
goals and objectives set for the zonal railways.

DIVISIONAL ORGANISATION

The Divisional Railway Manager (DRM) heads the organization at the division level. There
are currently 71 divisions on the system nationwide. The divisions are primarily involved
with train running but may also have locomotive sheds (repair shops for locomotives),
coaching depots (repair home bases for passenger trains), and wagon depots (repair and
maintenance points for freight stock).

Each division has all the functional organizations (both line and staff). The heads of these
functional groups report to the DRM for administrative purposes but rely on the railway
board and the zonal headquarters for policy guidelines.

15
 RAILWAY EMPLOYEES

The staff productivity has increased to a great extent as compared to the time around
independence. To maintain improved productivity Railway's manpower needs have been
rationalized in such a way that there is no shortage of manpower in safety and operation and
no staff are idling on unnecessary posts. At the same time, the railway employees are
equipped with multiple skills and not just single skill.

Since 1990' Railways have been following the policy of rightsizing manpower. During this
exercise, railways have succeeded in bringing down their staff strength from 18.07 lakhs in
1990 to around 13.08lakhs. Today the technology is incorporated to lessen the burden of
railway employees and improve the efficiency of work and management but there are many
functions that are done manually in the Railway.

 The number of engineers and other technical support staff of the railways is very large and is
justified with the amount of progress in infrastructural development.

 India does have automatic signaling and but most crossings are manned. Every crossing
needs four full time employees, three to work in three shifts and one electrical repair man. An
automatic crossing would obviate their necessity.

 Railway stations are massive and non-automated. Cleaning is still done with a broom and
ticket checks are done by hand. In small stations, signaling too is manual. This needs a lot of
manpower.

 Large amounts of infrastructure need security. Here too, switching to automation might
minimize the need for a large railway police force but not to a large extent.

 Also, the Indian Railways are yet to bring the automation in its operations, so less automation
means more labors and more full-time employees.

 Massive expansion: The railways is ever expanding in to the North East, far North etc.
Expansion needs labor resources. Indian railways are expected to employ a lot more than
what is currently employs in the future.

The number of employees might go do with the increased use of technology but that seems
unlikely as of now. In conclusion, at least for the next decade, the railways need all those
people.

16
GOVERNMENT INITIATIVES

Few recent initiatives taken up by the Government are:

 The Government of India is has come up with a ‘National Rail Vikas Yojna’ which will
enable the country to integrate its rail network with other modes of transport and develop a
multi-modal transportation network.

 The Ministry of Railways, Government of India, has launched the Smart Freight
Operation Optimization & Real Time Information (SFOORTI) application to optimize
freight operations and manage traffic flows.

 A 'New Online Vendor Registration System' has been launched by the Research Designs
& Standards Organisation (RDSO), which is the research arm of Indian Railways, in order
to have digital and transparent systems and procedures.

 Indian Railways is planning to standardize the number of coaches in trains to 22 or less

which will lead to running of more trains, according to Mr. Piyush Goyal, Minister of
Railways.

 Indian Railways is targeting to increase its freight traffic to 3 billion tonnes by 2030 and
have a 50 per cent share in overall goods movement.

 The Ministry of Railways is set to overhaul the US$ 15.61 billion station redevelopment
plan to increase the lease period for developers to 99 years, which is expected to give the
real estate sector a boost.

 India's first National Rail and Transportation University which will be set up in Vadodara
has been approved by the Union Cabinet, Government of India, to skill Indian railways'
human resources and build capacity.

 The Government of India has signed an agreement with the Government of Japan under
which Japan will help India in the implementation of the Mumbai-Ahmedabad high speed
rail corridor along with a financial assistance that would cover 81 per cent of the total
project cost.

 To enhance transparency in the processing and settlement of bills, Indian Railways has
come up with a new bill tracking system for contractors/vendors of Indian Railways to
track status of their bills.

 The cumulative savings of Indian Railways due to procurement of power under open
access arrangements reached Rs 5,636 crore (US$ 869.8 million) during April 2015 -
October 2017 and are estimated to reach Rs 41,000 crore (US$ 6.3 billion) by 2025.

17
 The Indian Railways has planned to phase out diesel locomotives over the next five years
and replace them with electric ones, which will help them save about Rs 11,500 crore
(US$ 1.78 billion) yearly, stated Mr. Piyush Goyal, Minister of Railways, Government of
India.

 With the aim of boosting connectivity between India and Bangladesh, Mr. Narendra Modi,
Prime Minister of India, and Ms. Sheikh Hasina, Prime Minister of Bangladesh, launched
various connectivity projects including a new passenger train service between Kolkata and
Khulna.

 To boost the industrial infrastructure of Chhattisgarh, the state government, in a joint

venture with Indian Railways, has decided to build two fully electrified rail corridors
worth Rs 10,000 crore (US$ 1.54 billion).

 Indian Railways has put forward a global tender for obtaining 700,000 metric tonnes of
railway track for improving track safety, as per Mr. Piyush Goyal, Minister of Railways
and Coal, Government of India.

18
PROJECTIONS FOR THE DEVELOPMENT

Indian Railways are determined to get the related infrastructure and ancillary services at par
with international standards. Deployment of new and modern techniques, timely
technological up-gradations and regular monitoring of the operations prove the same.

 Innovative Technologies by Konkan Railway:

Konkan Railway Corporation (KRC), the technological marvel of Indian Railways, has
invented quite a few new technologies. Anti-Collision Device (ACD), state-of-art
indigenous technology of KRC is currently under-going intensive field trials and is
capable of avoiding collision between trains. Sky bus metro is another innovative,
economic and eco-friendly mass rapid transportation solution devised by Konkan
Railway. Self-Stabilizing Track (SST) devised by KRC, which is undergoing trials at
present, will help Railways run the fastest train in the near future and will make tracks
much more safe and sustainable.

 Private Sector Participation:

The participation of both private and public sectors in developing rail infrastructure
has gone up. A joint venture company was formed with Pipava Port authorities to
provide broad gauge connectivity to Pipava Port. MoUs have been signed between
Ministry of Railways and the State governments of Andhra Pradesh, Karnataka,
Maharashtra, West Bengal, Tamil Nadu and Jharkhand in developing rail
infrastructure in these States.

 Telecommunication - New Trends:

To give improved telecommunication systems on Railways, Optical Fibre based

communication systems has been adopted and laying OFC has increased to 7,700 route
kilometer this year. Rail Tel Corporation has been created to make a nationwide
broadband multimedia network by laying optical fibre cable along the railway tracks.
This system will provide better operational and passenger amenities and additional
revenue to Railways.

 New Technologies:

India became the first developing country and the 5th country in the world to roll out
the first indigenously built "state-of-the-art" high horse power three phase electric
locomotive when the first such loco was flagged off from Chittranjan Locomotive
Works (CLW). CLW has been achieving progressive indigenization and the cost of
locomotives has come down to the level of Rs.13.65 crore.

Diesel Locomotives Works, Varanasi has produced state-of-the-art 4000 HP AC/AC

diesel locomotive in April this year. These locos are capable of hauling 4,800 tonnes
freight trains at a speed of 100 KMPH and can run continuously up to 90 days in one
stretch without any major maintenance.

19
  Modernization of railway passenger coaches and speed:

Large scale proliferation of Linke Hofmann Busch (LHB) coaches and

improvements in EMU (Electric Multiple Unit) / MEMU (Mainline Electric Multiple
Unit) rakes. Various premium services like Humsafar, Tejas, Antyodaya and coaches
like DeenDayalu and Anubhuti, which have improved passenger amenities, have been
introduced in service. More such coaches / services shall be introduced in the coming
years. Utkrisht Double Decker Air-conditioned Yatri (UDAY) trains have been
conceptualized as double-decker rakes with improved amenities and shall be inducted
from 2018-19 onwards.

 Catering facilities:

To improve the standard of food being provided to passengers, new Catering Policy has
been issued on 27thFebruary, 2017 wherein inter-alia Indian Railway Catering and
Tourism Corporation Limited (IRCTC) has been mandated to carry out the unbundling
by creating a distinction primarily between food preparation and food distribution.

In addition to that, Indian Railways is expected a clock a healthy 5.5 per cent growth in
freight traffic in 2013-14 as against a 4 per cent growth for 2012-13, according to a
report from the Centre for Monitoring Indian Economy (CMIE). This growth is
expected to come on the back of a healthy growth in the freight traffic of commodities
like coal, cement, iron ore for steel plants and fertilizers.

20
RESEARCH METHODOLGY

REVIEW OF LITERATURE

Indian Railways is being postulated as the key automobile for the profitable growth and
development plan of the novel governmental dispensation. There are many studies
conducted in Indian railways. The following studies are related to the main aspects that
are proposed to be covered under this study in Indian railways and these studies give a
broad idea on how these factors affect or influence the performance of employees in
Indian railways in general. These studies are done in order to identify the gaps in the
study and incorporate it in the present study.

Chidambaram, Ramachandran, & Thevar (2013) Says that any organization needs to
have training program before any employee officially steps into his job. The warm feeling
that the organization belongs to him is induced into him only during his induction and
training process. Training becomes very important as an employee’s skills and knowledge
is enhanced to the latest techniques used in the organization which helps the employee in
working efficiently.

Nystrom (2008) says that the subject of the promptness of trains, or the punctuality,
becomes an important topic of public awareness as commuters suffer due to lengthy
delays. In order to diminish delays, railways must have a thorough understanding of their
own system as they cannot just copy others, as it differs from nation to nation and state to
state depending on the circumstances. He concludes by saying that uncertain fundamental
delays are inevitable; and the final root cause is not always found. Hence what is to be
done is to make possible integration and simplicity of exploiting of data sources which
will help in daily maintenance work.

Meier, Ruiz Ben, & Schuppan (2013) this study further explains the criticality of
employees using technology apart from common software problems which they face. This
research has found multiple reasons for employees hesitating to use technology, first
being the apprehension of losing their jobs. Thus they must be convinced by the senior
management that technology does not deprive them of their jobs but instead enrich and
make their jobs easier.

Bhaduiy (1991) says that there needs to be a positive and conducive work culture for any
organization to match today’s competing world of innovativeness .There also needs to be
coordinated efforts from all members of the organization in order to achieve their goals.
Therefore he feels that the most important of all in an organization is to have good work
culture that motivates their employees to increase their productivity.

Bhatti & Qureshi, (2007) this research was done to find out the impact of employees
participation on job satisfaction, employee commitment and productivity. It is found that
there is a large impact on the employee productivity and performance with the
participation of employees in an organization. The study has also found that with the
increasing satisfaction of the employees even the performance increases and that
satisfaction is directly proportional to performance and productivity.

21
The Indian Railways has offered incentives to high performing employees as part of
reforms aimed at overhauling the national transporter. Officials privy to the matter told
that the Railway Board, the apex body of the Indian Railways, is also considering a
proposal to empower zonal general managers to provide advances, bonuses and incentives
to exceptionally performing employees, especially in grade B category and below.

The proposal is being worked out on the lines of corporate salary structure and if cleared,
it could prove immensely helpful in improving efficiency and motivation level of the
workforce, a senior board official said.

At present, the railways offers Diwali bonus to its employees across the board, without
factoring in their performance. The Indian Railways is the large est public sector employer
in the country, with more than 1.3 million people on its staff and an annual salary bill of
about Rs 41,000 crore, which is set to increase with the seventh pay commission awards.
Many schemes are introduced to improve motivation at workplace board official said,” A
need was felt to motivate our ground level staff. They are foot soldiers who ensure that
the transporter remains on track. Employees involved in operations and maintenance who
are responsible for safety of two crore passengers every day should get such perks for their
work,” the official said

Under the current system, no general manager or divisional railway manager can give an
advance or incentive to employees, the official said. “We want to give authority to general
managers so that they don’t have to seek permission from finance. The final authority
should lie with the person who has the responsibility to deliver,” an official of the board
said .
These are some research and plans that were undertaken to study the motivation and job
satisfaction and improve their level.

OBJECTIVES OF THE STUDY

For the purpose of this research the following objectives were set:

 The major objective of this study was to measure the motivation and job satisfaction
level of "Indian Railway Employees" including all the classes of employees i.e. Group
"A", Group "B", Group "C" and Group "D".

For achieving the main objective, it was necessary to frame the following objectives:

 To study the level of motivation and job satisfaction of railway employee towards the
various facilities of IR.

 To find out the effect of performance evaluation on motivation and job satisfaction of
railway employees.

 To study the attitude of employees towards physical and other working conditions,
supervisors, subordinates, peers, workload, security and safety.

 To study the relationship between job satisfaction/motivation towards various factors

like Gender, Age, income and work specialization.

22
 KEY CONCEPTS

In this section, key concepts of the study, namely, motivation and job satisfaction has
been briefly explored.

SOURCES AND METHODS OF DATA COLLECTION

For the collection of data, both primary data as well as secondary data are used. The
sources of data are primary and secondary data. The primary data has been collected
through an initial informal discussion with railway employees.

On the basis of these discussions and survey of research done by previous researchers, a
questionnaire has been framed. the questionnaire was framed keeping in view of the
informational requirement of the research.

The secondary data has been collected through books, articles and journals.

DESIGN OF SAMPLE

A sample design as we know is a definite plan to obtain sample from a given population.
It refers to the techniques or methods which are adopted in selecting a sample.

 Group A, D.R.M Office

 Group B, D.R.M Office
 Group C, D.R.M Office
 Group D, D.R.M Office

SAMPLE SIZE

A sample size is size frame of the sample from which the study has to be conducted. For
this study the sample frame would 40 railway employees.

23
MOTIVATION AND JOB SATISFACTION

MOTIVATION

Every management tries to coordinate various factors of production in such a way that their
contribution is maximum in achieving organizational goals. The performance of non-human
factors like machines, etc., will depend upon the level of technology and the competence of
those who use them. To improve the overall performance in a business it becomes essential to
increase the efficiency of human beings. The performance of employees depends upon two
factors, i.e.

 Ability to do a work, and

 Motivation

Both these factors taken together will increase the efficiency of human beings. If a person
does not have the capability or ability to do work then he cannot increase his efficiency. On
the other hand, even if a person has got the ability but is not properly motivated even then his
performance will be low.

A key element in personnel management is motivation. Motivation is an important factor

which encourages employees to give their best performance and help in reaching
organizational goals. A strong positive motivation will enable the increased output of
employee but a negative motivation reduces their performance.

Abraham Maslow "the father" of Human Psychology stated that human beings are
"perpetually wanting animals" that are driven by needs which drive us into action. Maslow
asserted that mostly all human behaviours can be explained in terms of the individual needs
we experience. These needs guide our actions and determine what is important to us;
therefore, they are the true source of human motivation. Maslow stated that people
experience tension and discomfort when their needs are not met. These needs serve as a
source of motivation until they are unsatisfied. Once satisfied, these needs no longer motivate
the person.

In the workplace, motivation is an often talked about concept which is used to describe
efforts of management to improve employees' work performance and productivity.
Motivation refers to the forces either within or external to a person that arouse enthusiasm
and persistence to pursue a certain course of action.

Employee motivation affects productivity, and a part of manager's job is to channel

motivation towards the accomplishment of organizational goals and objectives. The study of
motivation helps the management to understand what prompts people to initiate action, what
influences their choice of action and why they persist in that action over time.

Motivation has been variously defined by many scholars and many theories of motivation
have also been proposed. One of the most widely discussed motivation theory is Maslow's
Hierarchy of needs model proposed by Abraham Maslow. Maslow's theory proposes that
humans are motivated by multiple needs and that these needs exist in a hierarchical order.

24
 He identified five general types of motivating needs.

Other motivational theory is Alderfer's ERG Theory which identified three categories of needs.

25
The final content theory was developed by David McClelland. The Acquired needs theory
proposes that certain types of needs are acquired during the individual's lifetime.

McGregor's Theory X and Theory Y is another motivation theory which is based on the
assumptions that people are either purely good or whole bad.

26
 Herzberg's Two Factor Thoery is another popular theory of motivation. He interviewed
hundreds of workers and his findings suggested that work characteristics associated with
dissatisfaction were quite different from those pertaining to satisfaction.

FACTORS EFFECTING MOTIVATION

There are many factors that can influence motivation level of the individual in an
organization. Some of the factors affecting motivation are:

 Economic Rewards

 Independence and Autonomy

 Promotions and growth in the organization

 Opportunity for development

 Supervision and leadership

 Recreation

 Goals

 Recognition

 Achievement

 Power and authority

27
  Sympathetic help with personal problems

 Interpersonal relationships

 Good working conditions

 Training/learning and Advancements

 Support

 Participation

 Job security

These factors are utilized by the management to motivate employees at work. Managers have
to provide encouragement and offer guidance and help employees to develop a sense of
completeness so that they are motivated to work.

JOB SATISFACTION

The relationship between man and work has attracted the attention of philosophers, scientists
and novelists. A major part of a man's life spent at the place of work. The nature and
significance of work is important as it occupies so much of man's life span.

The term job satisfaction was brought into lime light by Hoppock, he reviewed 32 studies on
ob satisfaction conducted prior to 1933. According to him, job satisfaction is a combination
of psychological, physiological and environmental circumstances that cause a person to
truthfully say "I am satisfied with my job." Specific employee attitudes relating to job
satisfaction and also towards organizational commitment are of major interest to the field of
Organization Behaviour.

Herzberg, Mauser, Peterson and Capwell (1957) also identified several characteristics of
satisfied/ dissatisfied workers. Job satisfaction is usually linked with motivation but the
nature of this relationship is not clear. Satisfaction is not the same as motivation. "Job
satisfaction is more an attitude, an internal state. It could, for example, be associated with a
personal feeling of achievement, either quantitative or qualitative.

Locke (1976) defined job satisfaction “…as a pleasurable or positive emotional state resulting
from the appraisal of one’s job or job experiences” (p. 1300). While this definition is
generally accepted by both researchers and practitioners, there is no certainty that the
measurement of satisfaction reflects this definition, according to Organ and Near (1985).
They point out that job satisfaction is typically measured with instruments modeled after
attitude scales.

Therefore, in simple terms we can say that job satisfaction is simply how people feel about
their jobs and different aspects of their jobs.

28
FACTORS EFFECTING JOB SATISFACTION

There are many psychological as well as organizational factors that affect job satisfaction
level of an employee. Some of these factors are:

 Attitude towards work

 Work load and stress

 Achievement

 Relationship with employees at the workplace

 Work- life balance

 Recognition

 Physical work environment

 Job security

 Authority and control

 Organizational support

 Financial rewards

 Respect from coworkers

 Opportunity for advancement

 Promotion

 Participation

 Safety

 Trust in management

 Interests

Job satisfaction is related to all the factors mentioned above and Management's role in
any organization is enhancing employees' job satisfaction so that the work environment is
positive, morale is high and employees have the resources they need to accomplish the
tasks they have been assigned.

29
EMPLOYEE MOTIVATION AND JOB SATISFACTION IN RAILWAY

There are many schemes of job satisfaction and motivation that are introduced in Indian
Railway.

PAY AND ALLOWANCES

 City Compensatory Allowance.

 Daily Allowance (Popularly known as TA).

 Dearness Allowance.

 House Rent Allowance(HRA).

 Mileage Allowance.

 Night Duty Allowance. and Overtime Allowance (OTA).

 Transport Allowance(TPA).

 Fixed Conveyance Allowance.

 Compensation in lieu of Holidays.

 Special Compensatory (Tribal/Scheduled Area/Hill Area) Allowances.

 Ration money in lieu of Ration subsidy.

 Special Allowance for Child care for women with disabilities and Educational
Allowance for disabled children of Railway employees.

 Railway Board Tenure Allowance.

These are some of the allowances given by IR to meet the needs of the employees and
encourage them for better job performance.

STAFF WELFARE

Indian Railways provide differentwelfare schemes and programs to meet the grievances of
the staff and also provide their benefit, which in brief, are as follows:

 Facilities for sport activities

 Institutes and recreation clubs

 Cultural Associations

 Children's camps for railway employees' children

30
 Education tours of industrial workers

 Canteen facilities where food is available at reasonable rates to employees

 Arrangement for vocational training at Training centres

 Cooperative housing society

 Mahila Samities/Handicraft centres

 Medical facilities

REWARDS

The policy of recognizing the service of railway employees for their outstanding
performance and grating of rewards are in vogues since long. These rewards have been
introduced in order to increase staff motivation.

RETIREMENT BENEFITS

Retirement and pension benefits are provided to retired government officials to ensure a
regular income and a secure future. The provision of such financial benefits results in a
feeling of independence and a decent standard of life. As far as retirement benefits are
concerned, they usually consist of leave encashment, retirement gratuity and contributed
provident fund.

Along with these retirement benefits, senior citizens are also entitled to pension benefits
that allow them to live a hassle-free life after completion of their job tenure. Different
types of pension available to senior citizens are superannuation, retiring pension,
voluntary retirement pension, compensation pension, compassionate allowance,
extraordinary pension and family pension.

HOUSE FACILITY AND PASS FACILITY

INCENTIVE BONUS SCHEME

EMPLOYEES INSURANCE SCHEME

STAFF GRIEVANCE HANDLING

APPOINTMENT ON COMPASSIONATE GROUNDS

TRAINING

RE-IMBURSEMENT OF MEDICALS

PERFORMANCE APPRAISAL IN RAILWAYS

31
NORTHERN RAILWAYS:LUCKNOW

INTRODUCTION

The Northern Railway (NR) is one of the 17 Railway zones of India and the northernmost
zone of the Indian Railways. Its headquarter is New Delhi Baroda House near India Gate.

Officially notified as a new railway zone on 14 April 1952, its origin goes back to 3 March
1859. it remains the largest zone in terms of route Kilometers, even after the re-organization of
the Indian Railways into 16 zones.

On 14 April 1952, the Northern Railway zone was created by merging Jodhpur Railway,
Bikaner Railway, Eastern Punjab Railway and three divisions of the East Indian Railway
north-west of Mughalsarai (Uttar Pradesh).

DIVISIONS

The Zonal Headquarters Office of Northern Railways is at Baroda House, New Delhi, and five
divisional headquarters are located at:

 Ambala railway division at Ambala (Haryana),

 Delhi railway division at Delhi,
 Firozpur railway division at Firozpur (Punjab),
 Lucknow railway division at Lucknow (Uttar Pradesh) andMoradabad railway division at
Moradabad (Uttar Pradesh).

The first passenger railway line in North India opened from Allahabad to Kanpur on 3 March
1859. This was followed in 1889, by the Delhi–Ambala–Kalka line. Northern Railways
previously consisted of eight divisional zones: Allahabad, Bikaner, Jodhpur, Delhi,
Moradabad, Ferozpur, Ambala, and Lucknow, spanning most of North India. With the re-
organisation of zones by the Indian Railways, Northern Railway zone came to its present form
on 14 April 1952 and it now consists of five divisional zones.

INFRASTRUCTURE

On 19 February 1986, Northern Railways was the first zone to introduce the computerized
passenger reservation system and was the first zone to do so. To facilitate the Unreserved
travellers to also plan their journey ahead, Northern Railway introduced the Unreserved
Ticketing System (UTS) whereby the unreserved rail passenger can purchase an unreserved
ticket three days in advance from the current booking counters.

The first diesel and electric locomotive simulators in India at the Tughlaqabad and Kanpur
locomotive sheds were introduced by Northern Railways. These help upgrading the skills of
the working and new drivers, providing them training for high-speed train operation. All
workshops, Diesel sheds and Air brake freight departments are ISO 9000 certified. Diesel
shed, Tughlaqabad has the distinction of being the first diesel shed to get ISO 14000
certification on the Indian Railway

32
There are eight workshops operated by Northern Railways:

Workshop Location State

Locomotive Workshop Charbagh Railway Station, Uttar Pradesh
Lucknow
Carriage & Wagon Workshop Alambagh, Lucknow Uttar Pradesh
Carriage & Wagon Workshop Yamunanagar-Jagadhari Railway Haryana
Station, Yamunanagar
Carriage & Wagon Workshop Kalka Haryana
Bridge Workshop Jalandhar Cantonment Punjab
Bridge Workshop Lucknow Uttar Pradesh
Engineering workshop Jalandhar Punjab
Signal & Telecom Workshop Ghaziabad Uttar Pradesh

Zonal Railway Training Institute (ZRTI) at Chandausi, Moradabad UP is the oldest (and
North India's only) Railway Training Institute, where group C railway employees like Driver,
Guard, Ticket Checker, Station Master, Traffic Inspector, Commercial Inspector, JE (signal
& Telecom) etc. are trained for initial, promotional and refresher courses. ZRTI is an ISO
9001 Institute. Applicants pass All India Railway Examinations to get admission into the
institute. ZRTI is headed by a senior Civil Services Officer.

JURISDICTION OF NORTHERN RAILWAY

Northern Railways is one of nine old zones of Indian Railways and also the biggest in terms
of network having 6807-kilometer route. It covers the states of Jammu and Kashmir, Punjab,
Haryana, Himachal Pradesh, Uttarakhand and Uttar Pradesh and the Union territories of
Delhi and Chandigarh.

33
MAP OF DIVISIONS OF NORTHERN RAILWAY

34
LUCKNOW DIVISION

Lucknow NR railway division is one of the five railway divisions under Northern Railway
zone (NR) of Indian Railways. This railway division was formed on 23 April 1867 and its
headquarters are located at Lucknow in the state of Uttar Pradesh.

JURISDICTION

Lucknow NR division of the Northern Railway zone covers stations of Lucknow Charbagh,
Varanasi Junction, Faizabad Junction, Akbarapur, Ayodhya, Barabanki, Bhadoi, Janghai,
Jaunpur Junction, Partapgarh, Rae Bareli Junction, Shahganj, Sultanpur, Unnao and Rudauli.

PERSONNEL SUPERVISION

Productivity depends not only on ' technological factors alone but it is equally dependent on
the job-performance of the workers. This performance again is dependent on workers morale
and motivation to work. When the personal needs of a man are satisfied that will surely help
to a great extent creating a good morale but that alone may not lead to high productivity
unless it is accompanied by a good motivation, which may be judged only on the basis of
workers' attitude towards the objectives of the organization to which they are attached.
Therefore, the Management has to be very much vigilant towards the attitude of its
employees. It should call for objective analysis of different factors that cause a negative
approach of the workers in their performance with a view to overcome them. The
management has to analyze and diagnose the employees' needs for meeting them as far as
possible and make an effort to integrate those needs with those of the organization's
objectives. To achieve this the most important thing which is required is good leadership
approach. The efficient and sincere supervisors guide and encourage their workers for better
performance of a job.

The Personnel department is headed by Chief Personnel Officer (CPO). The other
members of the department are Senior Deputy Personnel Officer (SR. DPO), Deputy
Personnel Officer (DPO) and Assistant Personnel Officers (APO). The major areas of
concern of Personnel Department are Human Resource Development and Staff welfare.

35
ORGANIZATIONAL STRUCTURE

36
MAP OF LUCKNOW DIVISION

37
GRAPHICAL REPRESENTATION AND ANALYSIS OF FINDINGS

AGE

S.L. No Age Group A Group B Group C Group D All

1 Below 30 0 0 2 3 5
2 31-40 0 0 9 1 10
3 41-50 0 0 4 2 6
5 51-60 3 4 12 0 19
Total 3 4 27 6 40

Source: primary data

Group A Group B

100% 100%
Below 30 Below 300
31-40 31-40
41-50 41-50
51-60 51-60

Group C Group D

7%

Below 30 Below 30
33%
44% 31-40 31-40
33% 50%
41-50 41-50
51-60 17% 51-60

15%

ANALYSIS

The above table and graph indicates that the majority of employees in Indian Railways
belong to the age group 51-60. In Group A and Group B, 100% employees are above age of
50.Group has employees from all the age group and Group D does not have any employee
above the age of 50.

38
MARITAL STATUS

S.L. Group A Group B Group C Group D All

No Marital Status
1 Married 3 4 26 5 38
2 Un-Married 0 0 1 1 2
Total 3 4 27 6 40
Source: primary data

Group A Group B

Married Married
Unmarried Unmarried

100% 100%

Group C Group D
4%

17%

Married Married
Unmarried Unmarried

96% 83%

ANALYSIS

The marital status of a person influences satisfaction and motivation.Married people feel
satisfied and motivated with a job which offers job security.

It is found that 100% of Group A, 100%of Group B, 96% of Group C employees and 83% of
Group D are married.

39
KIND OF WORK

S.L. Group A Group B Group C Group D All

No Kind of work
1 Desk Work 0 0 9 2 11
2 Field Work 0 1 7 2 10
3 Other / Both 3 3 11 2 19
Total 3 4 27 6 40
Source: primary data

Group A Group B

25%
Desk work Desk work
Field work Field work
Other/Both Other/ Both
75%
100%

Group C Group D

33%
41% Desk work 34% 33% Desk work
Field work Fied work
Other/Both Other/Both
26%
33%

ANALYSIS

The survey indicates that most of the people do desk work or do both desk work as well as
field work.
In Group A, 100% of the employees do both desk work as well as field work like work
inspection,etc. Group B analysis shows that 75%of the employees do both work ad 25% do
field work. Group C has 33% of desk work employees, 26%of field work employees and
41%people doing both desk work ad field work too. In Group D the division is 33%, 33% ad
34% for desk work, field work ad both kids of work respectively.

40
TYPE OF SERVICE

S.L. Type of Group A Group B Group C Group D All

No Service
1 Temporary 0 0 0 1 1
2 Permanent 3 4 27 5 39
3 Contract 0 0 0 0 0
4 Other 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Temporary Temporary
Permanent Permanent
Contract Contract

100% Other Other

100%

Group C Group D

Temporary 17% Temporary

Permanent Permanent
Contract Contract
Other 83% Other
100%

ANALYSIS

Group A has 100% permanent railway employees. Group B ad Group C also have 100% of
permanent railway employees.
In Group D there are 83% permanent employees while the percentage of employees with
temporary job is 17%.

41
RELATIONS WITH OHER EMPLOYEES

Relation with Other

S.L. employees at work Group A Group B Group C Group D All
No place
1 Good 3 3 25 6 37
2 Average 0 1 2 0 3
3 Poor 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

25%
Good Good
Average Average
Poor Poor
75%
100%

Group C Group D

7%

Good Good
Average Average
Poor Poor
93%
100%

ANALYSIS

Good interpersonal relations is a key factor which helps a organization to function efficiently.
Level of stress of the employee is also low when he has good relations with other employees
at his work place.
The above table indicates that good relationships exists, as revealed by 100% of Group A,
100% of Group B, 93% of Group C and 100% of Group D. Some respondents 7% of Group C
said that their relationship is average.

42
TIME YOU GET WITH YOUR FAMILY

Enough
Time Spend Group Group Group Group
with Your A B C D All
S.L. No Family
1 Yes 3 2 24 5 34
2 No 0 2 3 1 6
Total 3 4 27 6 40
Source: primary data

Group A Group B

Yes Yes
50% 50%
No No

100%

Group C Group D

11% 17%
Yes Yes
No No

89% 83%

ANALYSIS

This table focuses on the time spent by the respondents with their family as permitted b their
job.
During the survey it was found that 100% of Group A, 50% of Group B, 89% of Group C and
83% of Group D were of the opinion that they get sufficient time with their family. Whereas
some respondents 50% of Group B, 11% of Group C and 17% of Group D were of the
opinion that the time get to spend with their family is insufficient.

43
AWARDS AND REWARDS

Awards and
S.L. Rewards given to
No Employees Group A Group B Group C Group D All
1 Always 3 2 23 5 33
2 Sometimes 0 2 3 1 6
3 Rarely 0 0 1 0 1
4 Never 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Always Always
Sometimes Sometimes
Rarely Rarely

100% Never Never

Group C Group D
4%

11% Always 17% Always

Sometimes Sometimes
Rarely Rarely
85% Never 83% Never

ANALYSIS

Reward structure and reinforcement systems are the areas that can influence employee
motivation both positively and negatively. Accomplishments and victories recognized in tie
and meaningful manner improves the morale and satisfaction level of employees.
During the survey it was found that 33 employees out of which 3(100%) of Group A, 2(50%)
of Group B, 23(85%) of Group C and 5(83%) of Group D were of the opinion that they
always receive awards and rewards for their good performance while 6 employees out of
which 2(50%)of Group B, 3(11%) of Group C and 1(17%) of Group D said that they
sometimes get the rewards.

44
OPEN COMMUNICATION

Organisation
Encourages open
S.L. communication
No support and sharing Group A Group B Group C Group D All
1 Always 3 4 24 6 37
2 Sometimes 0 0 3 0 3
3 Rarely 0 0 0 0 0
4 Never 0 0 0 0 1
Total 3 4 27 6 40
Source: primary data

Group A Group B

Always Always
Sometimes Sometimes
Rarely Rarely
Never Never
100%
100%

Group C Group D

11%
Always Alwas
Sometimes Sometimes
Rarely Rarely
89% Never Never
100%

ANALYSIS

The survey indicates that 37 employees out of which 3(100%) of Group A, 4(100%) OF
Group B, 24(89%) of Group C and 6(100%) of Group D were of the opinion that the
organization encourages open communication, support and sharing. While 11% of Group B
employees said that the open communication and sharing is encouraged sometimes.

45
TRAINING AND DEVELOPMENT OPORTUNITIES

Training and
S.L. Development Group A Group B Group C Group D All
No opportunities
1 Yes 3 4 25 6 35
2 No 0 0 2 0 2
Total 3 4 27 6 40
Source: primary data

Group A Group B

Yes Yes
No No

100% 100%

Group C Group D

7%

Yes Yes
No No

93% 100%

ANALYSIS

The survey revealed that all the employees belonging to Group A, Group B and Group D
were of the opinion that the organization provides training and development opportunities to
its employees. Only 2(7% )of the employees Group D are of the opposite opinion.

46
WORK LOAD

S.L.
Group A Group B Group C Group D All
No Work Load
1 Always 0 0 16 1 17
2 Sometimes 3 3 10 4 20
3 Rarely 0 1 0 1 2
4 Never 0 0 1 0 1
Total 3 4 26 6 40
Source: primary data

Group A Group B
100% 25%

Always Always
Sometimes Sometimes
Rarely Rarely
75%
Never Never

Group C Group D
4%

17% 17%
Always Always

37% Sometimes Sometimes

Rarely Rarely
59%
Never Never
66%

ANALYSIS

Working hours if suitable to human nature leads to devotion otherwise creates stress and
leads to job dissatisfaction.
During the survey it was found that 17 employees out of which 16(59%) of Group C and
1(17%) of Group D stated that there ia always a work load. While other 20 employees
With 100% of Group A, 75% of Group B, 57% of Group C and 66% of Group D employees
were of the work opinion that the work load is not much frequent.

47
CAREER PROSPECTS IN RAILWAYS

S.L. Group A Group B Group C Group D All

No Career Prospect
1 Good 3 3 23 6 35
2 Average 0 1 4 0 5
3 Poor 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Good 25% Good

Average Average
Poor 75% Poor
100%

Group C Group D

15%
Good Good
Average Average
Poor Poor
85%
100%

ANALYSIS

According to the conducted survey, the employees in Indian Railways that there
are good Career prospects in railways.100% of Group A and Group D, 75% of
the employees of Group B and 85%of Group C employees believe that career
prospects in railway are good with challenging opportunities.

48
INCENTIVES/FRINGE BENEFITS AND PERKS

S.L. Group A Group B Group C Group D All

No Incentive & perks
1 Good 3 4 20 5 32
2 Average 0 0 7 1 8
3 Poor 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Good Good
Average Average
Poor Poor
100% 100%

Group C Group D

Good 17%
26% Good
Average Average
Poor Poor
74% 83%

ANALYSIS

Incentives/fringe benefits and perks given to the employees help them motivate the
employees for better job performance.
100% of the members of Group A as well as Group B stated that the incentives and perks
received are good. But there are employees with opinion that these benefits and perks given
by the organization are average in nature.

49
CONFIDENTIAL REPORT’S JUDGEMENT

Confidential
S.L. Report as Group A Group B Group C Group D All
No motivation
1 Yes 2 4 27 4 37
2 No 1 0 0 2 3
Total 3 4 27 6 40
Source:primary data

Group A Group B

33% Yes Yes

No No
67%
100%

Group C Group D

33%
Yes Yes
No No
67%

100%

ANALYSIS

During the survey it was found that all the employees of Group B and Group C
were of the opinion that the confidential report serves a s a motivational factor
for the employees working n the organization. From Group A 67% of the
employees and from Group D employees 67% think of report as a source of
motivation while other 33% from Group A cadre and 33% of Group D cadre
have opposite opinion.

50
THE MOST IMPORTANT BENEFIT

Most
S.L. Important Group A Group B Group C Group D All
No Benefit
1 Medical Benefit 2 1 18 4 25
2 Pass Benefit 1 2 3 1 7
Compassionate
3 Appointment 0 1 3 1 5
Housing
4 Benefit 0 0 0 0 0
Staff welfare
5 Fund 0 0 0 0 0
Incentives ,
Loans
6 /Allocation 0 0 3 0 3
Total 3 4 27 6 40
Source: primary data

Group A Group B

Medical benefi
25% 25%
33%
Medical Pass benefit
benefit
67% Compassionate
Pass benefit 50% Appointment

Group C Group D
11%
Medical benefit
11% 17% Medical
Pass benefit benefit
11% Pass benefit
17%
Compassionate
67% Appointments 66% Compassionate
Incentive/Alloc Appointments
ations

ANALYSIS

The medical facilities provided by the organization is considered to be the most

important benefit.

51
PROMOTION CONDITIONS

Satisfaction with
S.L. promotion Group A Group B Group C Group D All
No Condition
1 To a Great Extent 3 2 17 3 25
2 To some Extent 0 2 6 3 11
3 Not at all 0 0 4 0 4
Total 3 4 27 6 40
Source: primary data

Group A Group B

To a great To a great
extent extent
To some To some
50% 50%
extent extent
Not at all Not at all
100%

Group C Group D

To a great To a great
15%
extent extent
To some To some
23% 50% 50%
extent extent
52%
Not at all Not at all

ANALYSIS

Promotion is one of the important factors that affect motivation and job satisfaction of the
employees. During the survey it was found that 100% employees from Group A cadre, 50%
of Group B cadre, 62% of Group C cadre employees and 50% of Group D cadre are satisfied
with the promotion conditions.

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SOCIAL STATUS AND PRESTIGE DUE TO PROMOTION

Increase in Social
S.L. status due to Group A Group B Group C Group D All
No promotion
1 Yes 3 4 23 6 36
2 No 0 0 4 0 4
Total 3 4 27 6 40
Source: primary data

Group A Group B

Yes Yes
No No

100% 100%

Group C Group D

15%

Yes Yes
No No
85%
100%

ANALYSIS

The employees in any organization are motivated to work if their expected needs are being
met by the organization. Social status, prestige and recognition encourages an employee to
achieve better job performance.
From the survey it is revealed that 100% of the employees from Group A, Group B and
Group D are of the view that promotion increases social status .
From Group C, 85% of the employees have the same view while 15% have opposite views.

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MEDICAL REIMBURSEMENTS AND CONCESSIONAL LOAN FACILITIES

Medical
reimbursement Group
Group B Group C Group D All
S.L. and Loan A
No Facilities
1 Good 3 4 20 4 31
2 Average 0 0 7 2 9
3 Poor 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Good Good
Average Average
Poor Poor
100% 100%

Group C Group D

26% Good 33% Good

Average Average
74% Poor 67% Poor

ANALYSIS

Indian Railways provide medical facilities and loan facilities to the employees to motivate
them and improve their level of job satisfaction.
The survey revealed that 100% of the employees from Group A and Group B believe the
facilities provided to them as good whereas from Group C and Group D only 74% and 67%
of the employees agree to that belief, respectively.

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WORKING CONDITIONS(Seating/Cooling/Heating/Drinking
water/Canteen/Washroom)

Satisfaction with
S.L. the working Group A Group B Group C Group D All
No Condition
1 Yes 3 4 25 6 38
2 No 0 0 2 0 2
Total 3 4 27 6 40
Source: primary data

Group A Group B

Yes Yes
No No

100% 100%

Group C Group D

7%

Yes Yes
No No

93% 100%

ANALYSIS

Good working conditions retain productivity and first class workers.

During the survey it was found that 38 employees out of which 3(100%) from Group A,
4(100%) from Group B, 25(93%) from Group C and 6(100%) from Group D were of opinion
that working conditions are good while 2 employees 7%of Group B are of the view that
working conditions are not good.

55
JOB SECURITY

S.L. Group A Group B Group C Group D All

No Job Security
1 Good 3 4 26 7 40
2 Average 0 0 1 0 1
3 Poor 0 0 0 0 0
Total 3 4 27 7 41
Source: primary data

Group A Group B

Good Good
Average Average
Poor Poor
100% 100%

Group C Group D
4%

Good Good
Average Average
Poor Poor
96%
100%

ANALYSIS

The job security is the ability to keep a job for as long as one wants, providing one’s job
performance is satisfactory.

From the above graph it is evident that job security offered to all the employees of the
railway is very high as revealed by 100% of Group A, 100% of Group B, 96% of Group C
and 100% of Group D.

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RESPONSE TO QUERIES

S.L. Response to Group A Group B Group C Group D All

No Query
1 Good 3 2 21 3 29
2 Average 0 2 5 3 10
3 Poor 0 0 1 0 1
Total 3 4 27 6 40
Source: primary data

Group A Group B

Good Good
Average Average
Poor Poor

100% 100%

Group C Group D
4%

18% Good Good

Average 50% 50% Average
Poor Poor
77%

ANALYSIS

The needs and queries of an employee should be given necessary attention for motivating
employees towards better job performance. During the survey it was found that from Group
A and Group B, all the employees are given attention with respect to their queries. While
from Group C and Group D, it is seen that77% of employees of Group C and 50% of the
Group D employees are paid good attention and other get average response.

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INVOLVEMENT IN DECISION MAKING PROCESS

S.L. Employee Group A Group B Group C Group D All

No Participation
1 Always 3 3 23 3 32
2 Sometimes 0 1 4 3 8
3 Never 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

25% Always
Always
Sometimes Sometimes
Never 75% Never
100%

Group C Group D

15%
Always Always
Sometimes 50% 50% Sometimes
Nver Never
85%

ANALYSIS

Employee’s participation in a important decision making process motivates the employee and
also provide them a sense of satisfaction. The organization should encourage active
participation of employees in important matters.

From the survey it is seen that 100% of Group a, 75% of Group B, 85% of Group C and 50%
of the Group D employees are involved in decision making process. While the other 25%
from Group B, 15% from Group C and 50% from Group D don’t have any participation.

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POWER AND AUTHORITY

Satisfaction with
S.L. Power and Group A Group B Group C Group D All
No Authority
1 Yes 3 4 25 5 37
2 A Little 0 0 2 1 3
3 No 0 0 0 0 0
Total 3 4 27 6 40
Source: primary data

Group A Group B

Yes Yes
A little A little
No No
100% 100%

Group C Group D

7%
Yes Always
A little 50% 50% Sometimes
No Never
93%

ANALYSIS

The degree to which an individual exercises freedom and independence in giving directives
or taking any administrative decisions describes the power and authority.

The survey shows that 100% employees from Group A and Group B are satisfied with the
powers and authority they exercise. In Group C, 93% are satisfied and other 3% are not and
in Group D, 50% are satisfied and 50% are not satisfied the power and authority at their
disposal.

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ACHIEVEMENT

Achievements
S.L. in the Group A Group B Group C Group D All
No Organisation

1 Good 3 4 23 6 36

2 Average 0 0 4 0 4

3 Poor 0 0 0 0 0

Total 3 4 27 6 40
Source: primary data

Group A Group B

Good Good
Average Average
Poor Poor
100% 100%

Group C Group D

15%
Good Good
Average Average
Poor Poor
85%
100%

ANALYSIS

Achievement makes a person proud of one’s effort when he seems to be recognized and
valued.

During the survey it was found that 100% employees from both Group A, Group B and
Group C are satisfied with achievement in the organization. While in Group C, 85% of the
employees are satisfied with their achievement while the other 15% employees are not.

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FINDINGS OF RESEARCH

KIND OF WORK

Majority of employees in Railways had desk . It is only in Group C and Group D where the
employees were involved in field work. Group A had equal involvement in both.

RELATIONS WITH COLLEAGUE, SUPERVISORS AND SUBORDINATES

It is found that a majority of direct officers, promote officers and labour employees had good
interpersonal relations with their colleagues, supervisors and subordinates irrespective of the
cadre to which they belong.

AWARDS AND REWARDS FOR GOOD PERFORMANCE

The survey revealed that majority of employees were of the opinion that their organization
recognize their good work, their good performance and proper award and reward is given to
them.

ORGANISATION ENCORAGES OPEN COMMUNICATION

It is found that most of the employees say that open communication is there in railways
however some of the employees belonging to Group C and Group D feel that they not much
encouraged for open communication.

TRAINING AND DEVELOMENT OPPORTUNITIES

Large majority of employees of all cadres agree that railway gives proper training and
development opportunity.

WORK LOAD

The response received from the railway employees stated that majority of them specifically
from Group A and Group B are most of the times work loaded while some of the employees
from Group D also showed rare work load.

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CAREER PROSPECTS

Survey revealed that Group A said that railway has excellent career prospects while opinions
of other three groups about career prospects in railways were of mixed view.

INCENTIVES/ FRINGE BENEFITS AND PERKS

It is found that general opinion of railway employees about Incentives/fringe benefits and
perks was good. Most of the employees of Group C and Group D said that they have good
incentives/fringe benefits and perks.

CONFIDENTIAL REPORT’S JUDGEMENT IS KNOWN TO THE EMPLOYEE

Majority of the employees of the railway agreed to the fact that the confidential report’s
judgment can be a source of motivation for the employee.

SATISFACTION WITH PROMOTION CONDITIONS

Railway employees are satisfied to a great extent with promotion conditions. Group A and
Group C were most satisfied with most satisfied with the promotion conditions while
employees of Group B and Group D were of mixed view.

RECOGNITION

According to the survey it is seen that almost all the railway employees feel a sense of
recognition while being in the job specially Group A and Group B.

MEDICAL REIMBURSEMENTS AND CONCESSIONAL LOAN FACILITIES

Railway has a policy of reimbursing medical expenses. The survey revealed that the majority
of employees are of the opinion that the medical reimbursements provided by the
organization are good.

THE MOST IMPORTANT BENEFIT

According to the survey most employees support medical facility as the most impotant
benefit which the railways has given to its employees.

WORKING CONDITIONS

Majority of the employees were of the opinion that the working condtions of the organization
is good.

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JOB SECURITY

Research reveals that all employees of railways have high level of job security.

INVOLVEMENT IN DECISION MAKING PROCESS

Most of the employees of Group A and Group B are always involved whereas the employees
belonging to Group C and Group D feel that they are less involved in decision making
process.

ACHIEVEMENT

Majority of the employees of Indian Railways have a high sense of achievement while
working in the organization.

SUGGESTIONS

 Since Indian Railways is following the British pattern of functioning, it is difficult to

implement certain revolutionary changes. The Human Resource Policies are needed to
be reviewed on the basis of the modern era and necessary changes are to be brought to
implementation.
 The facilities provided by railways to its employees are good but they are to be
revived in terms of quality. The housing facilities are to be improved which will
improve the standard of living of the employees. The medical facilities should be
modernized and sufficient remuneration should be provided to the medical staff to
boost their morale.
 Being the Government organization, the procedural formalities take the toll of certain
betterment and welfare schemes which would have been beneficial if implemented in
time. The hierarchy involved in delegation of authority and responsibility should be
curtailed.
 Infrastructure has always remained a major problem of railways. Employees loose
zest in the working if they do not have proper infrastructural facilities. Along with
infrastructure, water and sanitation facilities should be enough. A sense of comfort is
brought to the employees and they are charged for work with enthusiasm.
 The reward system for the efficient and loyal employees should be improvised to a
high level. Sometimes the amount of reward is meager and people do not get any
motivation through it.

63
QUESTIONNAIRE
Survey to assess the Employees' Motivation and Job Satisfaction level in Indian Railway
[Schedule to be filled by Railway Employees]

1) Personal Details
i) Name:
ii) Age:
iii) Gender: Male  Female
iv) Marital status:
v) Department:
vi) Designation:
vii) Total experience in the Railway:
viii) Number of promotions already obtained:

2) What Kind of work do you do?

Desk work  Field work  Other 

3) How much do you get as your monthly income?

Less than 10k  10k-20k  20k-30k  30k- 40k  Above 40k 

4) What type of service do you do?

Temporary  Permanent  Contract  Other

5) How do you think is your relations with the other employees at your work place?
Good  Average  Poor 

6) Do you think that you get to spend enough time with your family?
Yes  No 

7 ) How frequent do you think that the awards and rewards are given to the employees?
Always  Sometimes  Rarely  Never 

8) How much do you think that the organization encourages Open communication,
support & sharing?
Always  Sometimes  Rarely  Never 

9) Do you think that the organization offers Training & Development opportunities?
Yes  No 

10) How frequent is the stress at work beacuse of work load?

Always  Sometimes  Rarely  Never 

11) How much do you think are the career prospects in the Railways ?
Good  Average  Poor 

12) How would you rate the incentives/fringe benefits and perks given to you?
Good  Average  Poor 

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13) Does the confidential report's judgment is known to you?
Yes  No 

14) If the answer to the above question is yes then do you think that the report serves as a
source of motivation for the employees ?
Yes  No 

15) Do you think there is a promotion according to the mentioned time period?
Yes  No 

16) How much are you satisfied with the promotion conditions?
To a great extent  To some extent  Not at all 

17) Do you agree that your social status and prestige have increased due to promotion?
Yes  No 

18) What do you think of the provided medical reimbursements and concessional loan
facilities?
Good Average  Poor 

19) According to you which one is the most important benefit?
Medical benefits Pass benefits  Compassionate Appointments 
Housing benefits  Staff welfare fund  Incentives/Loans/Allowances/Bonus 

20) Are you satisfied with the working conditions (Seating/Cooling/Heating/Drinking

Water/ Canteen/Washroom)?
Yes  No 

21) How much do you think is the job security?
Good  Average  Poor 

22) Is there safety of employees and personal problems?
Yes  No 

23) What do you think of the response to your queries?
Good  Average  Poor 

24) How frequent is your involvement in the decision making process?
Always Sometimes  Never

25) Are you satisfied with the power and authority that you have with your post?
Yes  A little No 

26) What do you think of your achievement in the organization?
Good  Average  Poor 

27) Any suggestion for motivating the employees and increasing the job satisfaction level:
(Anjali Verma)
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BIBLIOGRAPHY
Maslow Abraham F.;” A Theory of Human Motivation’, Psychological Review,1943

K.P Sharma; Railway Establishment Rules & Labour Laws, Bahri’s 2004

Herzber F.;”One More Time: How Do You Motivate Employees?” Harvard Business
Review, 1968

Articles, The Financial Express

http://www.nr.indianrailways.gov.in/

http://nationalrailplan.in/

http://www.indianrailways.gov.in/railwayboard/view_section.jsp?lang=0&id=0,1,261

http://www.railnews.in/category/ir-rail-systems/northern-railway-lucknow/

https://redscarabtravelandmedia.wordpress.com/2013/04/14/boribunder-to-thana-1853-
revisited/

http://etheses.saurashtrauniversity.edu/761/1/sehgal_pc_thesis_mba.pdf

https://www.ibef.org/industry/indian-railways.aspx

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