CHAPTER – I

INTRODUCTION

History of Indian Railway:

The history of rail transport in India began in the mid-nineteenth century. Prior

to 1850, there were no railway lines in the country. This changed with the first

railway in 1853. Railways were gradually developed, for a short while by

the British East India Company and subsequently by the Colonial British

Government, primarily to transport troops for their numerous wars, and

secondly to transport cotton for export to mills in UK. Transport of Indian

passengers received little interest till 1947. When India got freedom thereafter

started the development of railways in a more judicious manner.

By 1929, there were 66,000 km (41,000 miles) of railway lines serving most of

the districts in the country. At that point of time, the railways represented a

capital value of some £687 million, and carried over 620 million passengers and

approximately 90 million tons of goods a year. The railways in India were a

group of privately owned companies, mostly with British shareholders and

whose profits invariably returned to Britain. The military engineers of the East

India Company, later of the British Indian Army, contributed to the birth and

growth of the railways which gradually became the responsibility of civilian

technocrats and engineers. However, construction and operation of rail

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transportation in the North West Frontier Province and in foreign nations during

war or for military purposes was the responsibility of the military engineers.

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." The first

passenger train steamed out of Howrah station destined for Hooghly, a distance

of 24 miles, on 15th August, 1854. Thus the first section of the East Indian

Railway was opened to public traffic, inaugurating the beginning of railway

transport on the Eastern side of the subcontinent.

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In south the first line was opened on 1st July, 1856 by the Madras Railway

Company. It ran between Vyasarpadi Jeeva Nilayam (Veyasarpandy) and

Walajah Road (Arcot), a distance of 63 miles. In the North a length of 119 miles

of line was laid from Allahabad to Kanpur on 3rd March 1859. The first section

from Hathras Road to Mathura Cantonment was opened to traffic on 19 th

October, 1875.

These were the small’s beginnings which is due course developed into a

network of railway lines all over the country. By 1880 the Indian Railway

system had a route mileage of about 9000 miles. Indian railways, the premier

transport organization of the country is the largest rail network in Asia and the

world’s second largest under one management.

In order to bring about greater efficiency in administration, speedy

implementation of on-going projects, better customer care, reduction of

workload on General Managers etc., Indian Railways have decided to create

seven new zones by territorial re-adjustment of existing zones. The new zones,

having limited financial burden on Railways, will have thin and lean, efficient

and modern administrative set up. Two of the new zones have already started

functioning.

Chronological order of linking of Indian Railway:

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The first train in the country had run between Roorkee and Piran Kaliyar on

December 22, 1851 to temporarily solve the then irrigation problems of farmers,

large quantity of clay was required which was available in Piran Kaliyar area,

10 km away from Roorkee. The necessity to bring clay compelled the engineers

to think of the possibility of running a train between the two points.

In 1845 along with Sir Jamsetjee Jejeebhoy, Hon. Jaganath

Shunkerseth (known as Nana Shankarsheth) formed the Indian Railway

Association. As a director, Shankarsheth participated in the very first

commercial train journey in India between Bombay and Thane on 16 April 1853

in a 14 carriage long train drawn by 3 locomotives named Sultan, Sindh and

Sahib. It was around 21 miles in length and took approximately 45 minutes.

In 1857, British Engineer, Robert Maitland Brereton, was responsible for the

expansion for the railway.

By 1864, Kolkata – Allahabad -Delhi line was completed.

In June 1867, Allahabad – Jabalpur branch line of East Indian Railway was

opened.

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By 1875, about £95 million (equal to £117 billion in 2012) were invested by

British companies in Indian guaranteed railways. It later transpired that there

was heavy corruption in these investments, on the part of both, members of the

British Colonial Government in India, and companies who supplied machinery

and steel in Britain. This resulted in railway lines and equipment costing nearly

double what they should have costed.

By 1880 the network route was about 14,500 km (9,000 mi), mostly radiating

inward from the three major port cities of Bombay, Madras and Calcutta. By

1895, India had started building its own locomotives and in 1896 sent engineers

and locomotives to help build the Uganda Railways.

In 1900, the GIPR (Great Indian Peninsular Railway) became a British

government owned company. The network spread to the modern day states

of Assam, Rajasthan, Telangana and Andhra Pradesh and soon various

independent kingdoms began to have their own rail systems.

In 1901, an early Railway Board was constituted, but the powers were formally

invested under Lord Curzon. It served under the Department of Commerce and

Industry and had a government railway official serving as chairman, and a

railway manager from England and an agent of one of the company railways as

the other two members. For the first time in its history, the Railways began to

make a profit.

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In 1907, almost all the rail companies were taken over by the government. The

following year, the first electric locomotive made its appearance. With the

arrival of World War I, the railways were used to meet the needs of the British

outside India. With the end of the war, the railways were in a state of disrepair

and collapse.

In 1920, with the network having expanded to 61,220 km, a need for central

management was mooted by Sir William Acworth. Based on the East India

Railway Committee chaired by Acworth, the government took over the

management of the Railways and detached the finances of the Railways from

other governmental revenues.

Zonal Management:

Totally there are 18 zones in Indian Railways. They are

NAME ABBREVIATION HEADQUARTERS

Central railway CR Mumbai

Eastern railway ER Kolkata

East central railway ECR Hajipur

East coast railway ECoR Bhubaneswar

Konkan railway KR Panvel

Northern railway NR Delhi

North central railway NCR Allahabad

North western railway NWR Jaipur

North eastern railway NER Gorakhpur

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 Northeast frontier NFR Maligaon

railway

Southern railway SR Chennai

South central railway SCR Secunderabad

South eastern railway SER Kolkata

South east central SECR Bilaspur

railway

South western railway SWR Hubli

Western railway WR Mumbai

West central railway WCR Jabalpur

Kolkata metro KMR kolkata

TRADE UNION MOVEMENT IN INDIA:

Trade Unions are voluntary organization of Workers as well as Employers

formed to protect and promote the interest of their members. They are the most

suitable organizations for balancing and improving the relations between the

employer and the employees. Trade Unions have made headway due to rapid

industrial development. The workers come together to maintain and improve

their bargaining power on wages and working conditions. The first organized

Trade Union in India named as the Madras Labour Union was formed in the

year 1918. From the beginning itself, Trade Unions were not confined to

workers alone. From 19thCentury itself there were Employer’s associations in

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the form of Chamber of Commerce, Industrial Associations etc. to protect and

promote the interests of their members in a concerted manner. After

independence, expansion of industrial activity and grouping worker’s Trade

Unions acted as a spur for strengthening and expansion of employers’

organization.

Trade Union movement began in India after the end of First World War.

After a decade following the end of First World War the pressing need for the

coordination of the activities of the individual unions was recognised. Thus, the

All India Trade Union Congress was formed in 1920 on a National Basis, the

Central Labour Board, Bombay and the Bengal Trades Union Federation was

formed in 1922. The All India Railwaymen's Federation was formed in the same

year and this was followed by the creation of both Provincial and Central

federations of unions of postal and telegraph employees.

Indian Trade Unions Bill, 1925 having been passed by the Legislature

received its assent on 25th March, 1926. It came into force on 1st June, 1927 as

the Indian Trade Unions Act, 1926 (16 of 1926). By section 3 of the Indian

Trade Unions (Amendment) Act, 1964 (38 of 1964) the word "Indian" has been
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omitted and now it is known as THE TRADE UNIONS ACT, 1926 (16 of

1926).

This act summarizes all modalities pertaining to registration of trade

union to decision of trade related disputes. This act sets guidelines for both the

workers and the industrialists. The Act deals with the registration of trade

unions, their rights, their liabilities and responsibilities as well as ensures that

their funds are utilised properly. It gives legal and corporate status to the

registered trade unions. It also seeks to protect them from civil or criminal

prosecution so that they could carry on their legitimate activities for the benefit

of the working class.

The Act is applicable not only to the union of workers but also to the

association of employers. It extends to whole of India. Also, certain Acts,

namely, the Societies Registration Act, 1860; the Co-operative Societies Act,

1912; and the Companies Act, 1956 shall not apply to any registered trade

union, and that the registration of any such trade union under any such Act shall

be void.

Definition:

A trade union is a combination of workers or employers whether

temporary or permanent, voluntarily formed for the purpose of regulating the

relations

(a) Between workmen and employers,

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 (b) between workmen and workmen,
(c) between employers and employers

According to Mr. Dale Yoder, “Trade union is the worker’s organizations is

meant for attainment of specific objectives to protect the interest of its mean

and for the improvement of the labor relations”.

According to V.V. Giri “trade union is such an organization which is created

voluntarily on the basis of collective strength to secure the interest of the

workers”.

Functions of Trade Union:

1. The main aim of the trade union is to secure safety of service and

security.
2. It is the forum through which the grievances of workmen could be

ventilated.
3. Effective bargaining power could be conducted.
4. Aims at establishing cordial relations with management in the matter of

recruitment, selection and placement.

5. Paves the way for participation in the management decisions in the matter

of bonus, work schedule.

6. In the modern days trade union play a very useful role in counseling the

management to modernizes their work activities.

7. It acts as a formidable representative of the workers in arranging

programs for their career development.

8. It acts as a coordinator to the management in suggesting what kind of

work could be allocated to independent contractors and what kind of jobs

could be allotted to outsource workers.

Features of the Act:

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 1. Factors that is required for registration of the trade union (Section 4 to

14).
2. Duties and Obligations of the trade union (Section 12, 15, 16, 22 and 28).
3. Privileges including liabilities of the trade union (Sections 13, 16, 17, 18,

19, 20 and 21).

Procedure for Registration of trade union (Sec 4 to 14):
Registration under the trade union is not mandatory. But unless a trade

union is registered under the act, it will not be able to enjoy certain immunities

and impunities (Freedom form punishment) both under civil and criminal

proceedings.

Preliminary steps (Sec 4):

Any seven or more members with proposal to from a trade union may

make an application for registration of the trade union under the act by

subscribing their names. Such application for registration should be made in

Form A (Regulation 3 of a Trade Union Regulation Act 1938).

According to recent Trade unions Amendment Act of 31 of 2001, “No

trade union of workmen shall be registered unless at least ten percent or one

hundred of the workmen, whichever is less engaged or employed in the

establishment or industry with which it is connected are the members of such

trade union on the date of making application for registration”.

Application for Registration (Sec 5):
Every application for registration of a trade union must be forwarded to

register along with the fee as prescribed. It shall be accompanied by a copy of

the rules of the trade union with a statement containing the following

particulars:
a. Names, addresses and occupations of members making the applications.
b. The name of the trade union and the address of its head office.
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 c. The titles, names, ages, addresses and occupations of the officers of the

trade union.
Rules of Trade Union (Sec 6):
The registrar will not register a trade union unless the executive body or

governing body is constituted. The rules duly signed by the members must be

forwarded. The trade union rules must contain the following matters:
a. The name of the trade union.
b. The whole of the objects for which the Trade Union has been established.
c. The whole of the purposes for which the general funds of the trade union

shall be applicable.
d. The maintenance of a list of the members of the trade union and adequate

faculties for the inspection thereof by the office bearers.

e. The admission of ordinary members who shall be persons actually

engaged or employed in an industry with which the trade union is

connected.
f. The payment of subscription by the members of the trade union shall be

as follows:
i. One rupee per annum for rural workers.
ii. Three rupees per annum for workers in other organized sectors and
iii. Twelve rupees per annum for workers in any other case.
g. The manner in which the rules shall be amended, varied or rescinded.
h. The manner in which the trade union may be dissolved.
Power to call for further particulars (Sec 7):
The registrar under the act is empowered to call for further information as

he may deem fit for the purpose of compliance with the procedure under section

5 and the registration in under section 6. The registrar can refuse to register a

trade union if in his opinion the name resembles any other union and is likely to

mislead the public. In such cases, the registrar has authority to call upon the

trade union concerned to rectify the name.

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Registration (Sec 8):
The registrar will register a trade union in the register (according to Form

B) after being satisfied that all the formalities have been complied with. While

registration a trade union, it is the duty of the registrar to examine the

application and look at the object for which the union was formed.
Certification of Registration (Sec 9):
If an association fails to comply with the formalities of procedure and

does not furnish the required information or if it is identical or resembles any

other union, it may mislead the public. In such cases, the registrar can refuse

registration. He must be satisfied that the object of the trade union should be for

the purpose of
a. Regulating the relations between workmen and workmen.
b. Workmen and employers.
c. Employers and employers.
Cancellation of Registration (Sec 10):
The registrar is empowered to cancel a certificate or withdraw a

registration of trade union:

a. On the application of the trade union in the prescribed manner.
b. If the registrar is satisfied that the certificate had been obtained by fraud
c. When the registrar is satisfied that the trade union has ceased to exist.

Appeal (Sec 11):

Any aggrieved party against the refusal of registration of a trade union or

is a certificate is withdrawn or cancelled can prefer an appeal to the court within

60 days from the date on which the registrar has passed the order. If the trade

union has its office in a Metropolitan city, appeal lies before the High Court. In

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case in rural or urban areas, appeal would lie before additional or assistant judge

or principal city civil court having jurisdiction.

Body corporate (Sec 13):
It derives the following characteristics. They are:
a. It becomes a body corporate by the name under which it is registered.
b. It has power to acquire and hold both immovable and movable properties
c. It has authority to enter into a contract.
Duties and Obligations of Trade Union:
Registered Office (Sec 12):
All communications and notices to a registered trade union may be

addresses to its registered office. Notice of any change in the address of the

head office shall be given within 14 days of such change to the registrar in

writing, and the changed address shall be recorded in the register.

General funds of the trade unions (Sec 15):

a. The payment of salaries, allowances and expenses to office bearers of

the trade unions.

b. The payment of expenses for the administration of the trade union

including audit of the accounts of the general funds of the trade union.
c. The prevention of any legal proceedings.
d. The conduct of trade dispute on behalf of the trade union or any

member thereof.
e. The compensation of members for loss arising out of trade disputes.
f. Allowances to members on account of death, old age sickness,

accidents.
Political fund of the trade union (Sec 16):
Contribution of the political fund is not compulsory. If a member does not

contribute towards political fund, he cannot be deprived of the benefits of trade

union. Non-contributory cannot participate n the matter o control and

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management of political funds. It is prescribed as a condition for admission to

membership.
Returns (Sec 28):
Annual returns disclosing receipts and expenditure in the prescribed

manner ending with 31st December together with statement showing changes of

office bearers with a copy of the rules of the trade union shall be dispatched to

the registrar.
Privileges of a Registered Trade Union:
Immunity from criminal proceedings (Sec 17):
The objective of the trade union could be accomplished only when

members associate themselves and plan the ways and means for achieving their

rights. Hence, any activity undertaken by the members of the union in

furtherance of the objects of the trade union should not be considered as

conspiracy punishable under section 120(B) of the Indian Penal Code.

Immunity from civil proceedings (Sec 18):
When once a trade union is registered under law, and any act done by the

members of such union furtherance of accomplishing their rights cannot be

questioned even by a civil court. The immunity under civil law is so subtle, that

when once the activities of the members result in violence or vandalism or

deliberate trespass such members are liable to be prosecuted.

Trade union Agreements (Sec 19):
Trade union agreements will not amount to restraint of trade as

contemplated under section 27 under contract act. It is a well established

principle under law, that cartels are encouraged to from themselves as a union,

in their own common interest, for the purpose of protecting their own rights and

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privileges. Hence agreement between the members of the trade union will not

be declared as invalid.
Right of Inspection (Sec 20):
Any member of the trade union or office bearer has right to inspect any

register, minutes or documents maintained by the trade union. But such

inspection could be made by the member by observing strictly the rules

formulated by the union. This right of inspection is extended for the purpose of

revealing the genuine nature of the trade union.

Minors can become Members (Sec 21):
Any person who has attained the age of 15 years may be a member of a

registered Trade Union subject to any rules of the trade union to the contrary,

and may subject as aforesaid enjoy all the rights of members. A minor cannot be

appointed as an office bearer in the trade union.

Importance of Trade Unions:

To Employees:

 Members of the union tend to have higher wages than non-unionized

workers.

 Trade unions also sometimes act as representatives of workers in case of

legal matters

 The rights of the employees are better protected. For example, they

cannot be unjustly removed from work.

To Employers:

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Since the individual rights of workers are better protected and well represented,

they tend to be motivated. This results in higher levels of efficiency and

improved productivity.

What Is Collective Bargaining?

It is the process by which representatives of management and the unions meet

and negotiate over wages, hours and other terms and conditions of employment

in good faith. It is a give and take process which aims to arrive at a conclusion

beneficial to both the parties.

One of the most important aspects of collective bargaining is that it is a never

ending process. It does not finish after an agreement has been reached. It

continues for the life of the agreement and beyond. “Good faith bargaining” is

at the centre of effective labour-management relations. It means that no party

should compel another to agree to a proposal. Nor does it require any of the

parties to make any specific concessions.

The right to bargain collectively is recognized through international human

rights conventions. Article 23 of the Universal Declaration of Human

Rights recognizes the ability to join trade unions as a human right. Item 2(a) of

the International Labour Organization's declaration also identifies the same.

Collective Bargaining Issues:

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Management rights and union security are the major issues related to collective

bargaining. Management rights: Almost all labour contracts include

management rights. These are the rights which are reserved by the employer so

that he/she can manage, direct and control its business.

Union security:

Another major concern is that of negotiating union security provisions. These

are clauses in contracts to help the union in obtaining and retaining workers.

Classification of Collective Bargaining Issues:

Possible topics of collective bargaining fall in to three categories:

1). Mandatory: Those issues which are identified specifically by labour laws or

court decisions as subject to bargaining are mandatory issues.

2).Permissive: These are those collective bargaining issues that are not

mandatory but related to certain jobs.

3.) Illegal: These are those collective bargaining issues that would require any

of the parties to take illegal action. These are forbidden by law.

Importance of Collective Bargaining:

To Employees:

 It helps in developing a sense of responsibility amongst employees.

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  It helps ensure adequate wages and working conditions for employees.

 It improves the morale and productivity of employees.

 It helps in quick settlement of grievances.

To Employers:

 It is relatively easier for the management to resolve disputes at the

bargaining level instead of taking up complaints individually.

 It improves the morale of employees and thereby reduces the cost of labor

turnover.

 It improves workers participation in decision making.

To Society

 It promotes peace in the country. It results in a harmonious industrial

climate which helps in the economic and social development of the

country.

Railway Trade Union Movement:

Early Trade Unions in Railway Companies.

Many Railway Trade union movements sprang up in different Railways during

1918-21. Important among them were:

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  The Madras and Southern Maratha Railway Employees Union.

 The Great Indian Peninsular Railwaymen’s Union.

 North Western Railway Employees Union.

 The Kanchrapara Railway Workers Union.

 The Bombay-Baroda and Central Indian Railway Company Workers’

union.

 The East Indian Railway Union

 Bengal and North Western Railwaymen’s Association.

Employees of the Railway companies joined the Unions. But the Unions were

not successful in getting their demands from the companies.

Trade union Act & Industrial Dispute Act

 A landmark in the history of Indian Trade Union movement, Trade union

Act was enacted in 1926, which gave legal recognition to the registered

trade unions.

 In 1947, the Govt. of India had enacted Industrial Dispute Act, to

safeguard the interest of the working class.

Recognition of Trade Unions

Chapters XXV of IREM lays down the following conditions for recognition of

the Unions.
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  The Unions must be registered under Indian Trade Union Act 1926.

 It must consist of a distinct class of Railways Employees and must not be

formed on the basis of any caste, tribe or religion.

 All Railway Employees of the same class must be eligible for

membership. It should not be sectional.

 It's membership should not be less than 30% of the total number of non-

gazetted staff employed on the Railway concerned.

 It should not engage in subversive activities.

AIRF (All India Railwaymen’s Federation):

During the last part of the 19th Century, railwaymen were inspired by the

ongoing freedom struggle. There were several strikes in the railway workshops

during that period and in the early part of the 20th Century. After the formation

of All India Trade Union Congress, the trade union leaders who were

spearheading the freedom struggle and were active in the railway trade union

movement, in 1924, formed the All India Railwaymen's Federation(AIRF),

consisting of the railwaymen’s unions working on the different railways. Many

of them were jailed and dismissed from service. In the early stages, the

meetings of AIRF were organised on the sideline of the meetings of the All

India Trade Union Congress. The Railways being a strategic industry, it was

very important for the freedom struggle to involve the railwaymen in the
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agitation against British imperialism. The AIRF took steps to unify the

railwaymen’s union by merger of small unions into one union on each railway.

The British Government also started negotiations with the Federation from 1928

and half yearly meetings were held between the AIRF and the Railway Board,

headed by the Chief Commissioner of the Railways. During these negotiations

several achievements to improve the service conditions of the railwaymen were

reached. The AIRF was bitterly opposed to racial discrimination. It opposed

higher scales of pay being given to the Europeans and the Anglo Indians for

doing the same work as the Indians. The AIRF also put pressure for the training

of the Indian Railway workers.

 In view of the failure of individual Unions the idea of a Union in the all

India level was first mooted in 1921 to strengthen the Railway trade

union movement.

 Consequently All India Railwaymen’s Federation (AIRF) with the

affiliation of the unions at the company level was formed in the year

1925.

 The federation claimed a membership of 2,00,000 at the time of its

establishment.

 AIRF has been recognized by Railway Board in 1930.

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  In its early period AIRF has succeeded in ventilating the discontent of

Railwaymen to the authorities and settle them amicably through

consultation.

NFIR (New Federation of Railwaymen):

 Consequent to the formation of Indian National Trade Union Congress

(INTUC), efforts have been made to form a rival union under its banner.

 Thus a new Federation of Railwaymen under the leadership of Congress

party has been formed called Indian National Railway Workers’

Federation (INRWF).

 Rival unions were set up in all zonal Railways affiliated to INRWF.

 It was recognized by the Railway Board in 1948 itself.

Merger of AIRF and INRWF

 In 1953, after long consultations, AIRF and INRWF merged and a new

Federation called National Federation of Indian Railwaymen (NFIR) has

been formed. But in 1956 AIRF came out and started functioning

separately.

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Intra-union rivalry

 Unions at Railway company level were marked by intra-union rivalry

based on personal considerations and this rivalry intensified with the

formation of Unions on communal basis.

Trade Unions of Gazetted Officers

 All India Officers Federation.

 Indian Railway Promote Officers Association

Unrecognised Unions

 There is a large number of unrecognised Unions and Associations

functioning in Railways.

 Majority of these are Sectional Unions functioning on individual Railway

catering to the needs of a particular section of employees.

 Whenever representations are received from unrecognised unions they are

given due to consideration and appropriate action, as deemed necessary

has to be taken.

 However it is the policy of the administration neither to enter into

correspondence nor negotiate with these unions.

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 With the formation and recognition of employee’s organization the

management cannot make unilateral decisions that affect employee

relationships.

 Decisions relating to policies on employment, transfer ,promotion,

training, adoption of latest technology, wages, lay off are no longer can

be determined unilaterally by the management and employees unions has

to be consulted.

 The railway federations are being consulted through the meetings of

Permanent Negotiating Machinery (PNM) and Joint Consultative

Machinery (JCM) before a final decision is taken by the management on

staff matters.

 The Railway federations have also conducted in the past a few strikes to

press their demands which are not by consultations of which the most

important was the Indian Railways Strike of 1974.

 At present two recognized Federations function at all India basis - All

India Railwaymen’s Federation (AIRF) and National Federation of Indian

Railwaymen (NFIR) with affiliated unions at the zonal Railways and

Workshops. Besides some of the unions are recognized at the zonal level

like DREU - Dakshin Railway Employees Union, an affiliate of CITU

(Center of Indian Trade Unions).

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  History of Railway Trade unions doesn’t end with the so called

‘Recognized Unions’. So many unrecognized unions also function

parallel to the federations like that of running staff (AILRSA - All India

Loco Running Staff Association), station master association (AISMA -

All India Station Masters' Association). These associations have also

contributed largely to shape the trade union movement in Indian

Railways.

REVIEW OF LITERATURE:

Gangadhara Rao. M.1 in his study entitled, "Industrial relations in Indian

Railways", has investigated the personnel and union - management relations

with special reference to post - independence period. The study analysed trends

in employees’ remuneration, hours of employment, absenteeism, discipline,

employees unions and leadership in Indian Railways.

Baldev R. Sharma and Sundararajan P.S.2 in their study on

"Organisational Determinants of Labour Management relations in India”

investigated factors determining labour management relations in 50 companies.

Of the nine factors studied, the two included in the best equation scope for

1
Gangadhara Rao, M., Industrial Relations in Indian Railways, Unpublished Dissertation submitted to the
Andhra University for the degree of Doctor of Philosophy in Commerce, 1980
2
Baldev. R. Sharma:“Organisational determinants of supervisory – management relations in Corinthian
Bank Limited”, Prajnan, Vol.10, No.4, October – December 1981, pp.339 – 349

26
advancement and grievance handlings were found to be the most critical

determinants.
T.N. Kapoor3 in his research study entitled “A study on industrial

relations and its effectiveness” aimed at identified that Industrial Relations

should be understood in the sense of labour management relations as it

percolates into a wider set of relationship touching extensively all aspects

including wages, welfare and social security, service conditions, supervision and

communication collective bargaining etc., attitudes of parties and governmental

action on labour matter.

Joshi4 in his book “Trade Union Movement in India” felt that welfare

measures work covers all the efforts which employers make for the benefits of

their employees over and above the minimum standard of working conditions

fixed by the Factories Act and over and above the provisions of the social

legislations providing against accident, old age, unemployment, sickness etc.

National Commission (2002)5 – report on Labour Government of India,

made a suggestion in the area of welfare measure which include social security,

provident fund, gratuity and insurance etc.

Joseph Stanley's6 study on “Workers Participation in Management in

India in Selected Public and Private Sector Undertakings", examined the

influence of socio-economic factors of individuals on the participative bodies,

3
Paper presented by T.N. Kapoor “A study on Industrial Relations and its effectiveness” pp 241-249
4
joshi, M.M, Trade Union movement in India", Bombay, 1927, pp. 157 - 169.
5
Report of national commission 2002
6
Joseph Stanley: “Workers participation in India (A study of some participative bodies in selected public
and private sector undertakings)” Dissertation submitted to Andhra University for the degree of Doctor of
Philosophy in Commerce, 1987

27
the assessment on impact of participation in the organisation and also identified

the problems faced by members of participative bodies. The working of the

participative committees was quite satisfactory. Lack of legislative framework

and lack of training and education were the two main problems of participation.
Kesar Singh Bhangoo's7 study on "Dynamic of Industrial Relations"

examined the growth and structure of trade unions, workers participation in

trade unions and correlates of union participation, the existing industrial

relations scene in cotton textile industry in the state of Punjab. Also the role of

workers, trade union leaders, management and government officials to maintain

peaceful relations between labour and management were examined and policy

recommendations to achieve industrial peace were offered.

Das. H.8 in his study on "Trade Union Activism - Avoidable or

Inevitable?" has examined the trends of strikes and lock - outs in the pre

-liberalisation period and post - liberalisation period. Militancy in trade

unionism, constant wage spiral, growing anciliarisation, declining trade union

membership, multiplicity of unions, and union rivalries were the highlights of

the study. The present situation was the outcome of factors such as declining

trade union membership, poor finance, influence of policies, dominance of

outside leadership for effective negotiations, multiple subscription of union

7
Kesar Singh Bhangoo: “Dynamics of Industrial Relations”, Deep & Deep Publications, New Delhi, 1995

8
Das. H.:“Trade Union Activism – Avoidable or Inevitable?”, Indian Journal of Industrial Relations, Vol.35,
No.2, October, 1999, pp.224 – 236.

28
membership, inter and intra union rivalry arising out of multiplicity of

unionism.
T.N. Kapoor9 in his research study entitled “A study on industrial

relations and its effectiveness” aimed at identified that Industrial Relations

should be understood in the sense of labour management relations as it

percolates into a wider set of relationship touching extensively all aspects

including wages, welfare and social security, service conditions, supervision and

communication collective bargaining etc., attitudes of parties and governmental

action on labour matter.

Atif Anis10 and others in their article “employee retention relationship to

training and development: A compensation perspective” analysed the Employee

retention is a critical aspect for every company regarding competitive advantage

because human resource is the most critical asset of today’s modern world.

Other resources can be arranged effortlessly but to get efficient and retain

talented human capital is the most difficult task. Therefore, organizations are

now more focused towards employee retention.

Research Methodology:

Research methodology is the way to systematically solve the research problem.

It may be understand as a science of studying how research is done

scientifically. Methodology is the systematic, theoretical analysis of the

9
Paper presented by T.N. Kapoor “A study on Industrial Relations and its effectiveness” pp 241-249

10
AtifAnis, Ijaz Ur Rehman, Abdul Nasir and Nadeem Safwan, employee retention relationship to training
and development: A compensation perspective” African Journal of Business Management, Vol.5 (7), 4th
April, 2011,

29
methods applied to a field of study, or the theoretical analysis of the body of

methods and principles associated with a branch of knowledge. It typically,

encompasses concepts such as paradigm, theoretical model, phases and

quantitative or qualitative techniques.

It has been defined also as follows:

1. "The analysis of the principles of methods, rules, and postulates

employed by a discipline".

2. "The systematic study of methods that are, can be, or have been applied

within a discipline".

3. "The study or description of methods”.

Sample size:

It is the act of choosing the number of observations or replicates to include in

a statistical sample. The sample size is an important feature of any empirical

study in which the goal is to make inferences about a population from a

sample. In practice, the sample size used in a study is determined based on

the expense of data collection, and the need to have sufficient statistical

power. In complicated studies there may be several different sample sizes

involved in the study: for example, in a survey sampling involving stratified

sampling there would be different sample sizes for each population. In

30
 a census, data are collected on the entire population, hence the sample size is

equal to the population size. In experimental design, where a study may be

divided into different treatment groups, there may be different sample sizes

for each group.

PRIMARY DATA:

The Primary data was collected from the respondents by administering a

structured questionnaire and also through observations, interviews and

discussion with management team and Employees.

TOOLS USED FOR ANALYSIS

To analyze the data and interpret the result, various tools are applied they

are:

 PERCENTAGE ANALYSIS

 CHI SQUARE.

 WEIGHTED ARITHMETIC MEAN

 ANALYSIS OF VARIANCE (ANOVA)

PERCENTAGE ANALYSIS

31
 Percentage refers to a special kind of ratio. Percentages are used in

making comparison between two or more series of data. They are used to

describe relationship. Moreover, percentages can also be used to compare the

relative terms, the distribution of two or more series of data.

o
o

CHI – SQUARE TEST:

A chi-squared test, also referred to as chi-square test or test, is any statistical

hypothesis in which the sampling distribution of the test statistic is a chi-

squared distribution when the null hypothesis is true. Also considered a chi-

squared test is a test in which this is asymptotically true, meaning that the

sampling distribution (if the null hypothesis is true) can be made to approximate

32
a chi-squared distribution as closely as desired by making the sample size large

enough.

HYPOTHESIS:
Ho: There is no significant relationship between age and welfare measures

Ho: There is no significant relationship between Income and Labour Safety.

Ho: There is no significant relationship between Years of Experience and

Relationship with Management.

OBJECTIVES OF THE STUDY:

1. To know the welfare benefits available to the employees.
2. To know the satisfaction level of the employees towards their

welfare benefits and working conditions.

3. To know the status of present trade union and role performed by

the trade union for employees / members betterment.

LIMITATION OF THE STUDY:
1. The study is limited to the employees of SRMU in the Southern

Railway Organization.

33
 2. Respondents were reluctant to give entire information to their

continuous work.

CHAPTER II

OVERVIEW OF SOUTHERN RAILWAY

Southern Railway has been occupying a place of pride in the inland

transport of South India. From a humble beginning, Southern Railway has now

become the back bone of the economy of South India. Southern Railway has

been opening new doors to the distant places of South India without fear.

Forty two different railways varying in mileage, finances, traffic,

equipment and capacity were functioning in India at the time of Independence.

State owned and state managed, state owned and company managed, company

owned and company managed along with lines run by Indian states directly or

through companies were prevailing in India. According to their gross earnings,

these forty two railways in the Indian Union were divided into three classes,

thirteen class first railways, ten class second railways and nineteen class third

railways. The class first railways were those with gross earnings of not less than

34
Rs 50 lakhs a year, class second were those with gross earnings of less than 50

lakhs but more than Rs 10 lakhs a year and class third were those which had a

gross earning of less than Rs 10 lakhs a year.

1. Each of the Zonal railways will be having a route mileage of 5000 to 6000

and will traverse areas varying from 126000 square miles for the North Eastern

Zone to 210000 square miles for the Central Zone.

2. Each Zonal railway will serve the requirements of population ranging from

33 million in the Western Zone to 84 million in the Southern Zone.

3. The passenger traffic varies in magnitude from 134 million on the Eastern

Zone to 296 million on the Western Zone and tonnage of goods moved from 11

million on the North Eastern Zone to 39 million tons on the Eastern Zone.

4. Strength of staff ranges from 1,10,000 on the Western to well over 2,00,000

on the Eastern Zone.

5. The gross revenues of new railways will vary from Rs. 35 crores on the North

-Eastern to Rs. 57 crores on the Eastern Zone.

Southern Railway was the first Railway Zone to be created in independent

India. The capital of Tamil Nadu, Chennai serves as the headquarters of

Southern Railway. In 2001 the Zone had been segregated into five divisions

namely Chennai, Madurai, Palghat, Thiruvananthapuram and Thiruchiraplli.

The Southern Railway encompasses the states of Tamil Nadu, Pondicherry,

Kerala as well as little segments of Andhra Pradesh and Karnataka. Over 500

million passengers commute on the Southern Railway network annually

35
GENERAL MANAGER OF SOTUHERN RAILWAY:

Shri Vashishta Johri, had taken over the charge of the post of General

Manager, Southern Railway, Chennai on 7thJuly 2015, earlier he was Advisor

Production Units (PU)/Railway Board, New Delhi.

Shri Johri, joined as Special Class Railway Apprentice in the year 1975

and joined Indian Railways in Indian Railways Service of Mechanical

Engineers (IRSME), in the year 1979. He has worked in various capacities

including Jt. Director, Research Designs and Standards Organization, Lucknow,

Divisional Railway Manager/South Central Railway, Vijayawada, Senior

Deputy General Manager, in South Central Railway, Secunderabad and Chief

Mechanical Engineer, South Western Railway, Hubli.

Chennai (Madras) The headquarters of Southern Railway

Before 1850's transport in Madras was not in an organized system. The

palanquin and horses were the standard means of transport. Around 1850, a

carriage called 'nibs' came into use for long distance travel. Within the city there

were horse drawn vehicles like Jutkas for the use of short distances. Gradually

Madras emerged as an important trading centre of South India and this led to the

formation of Madras Chamber of Commerce in 1836. The roads on the Western

36
side of Madras were unsafe and on the Eastern side the transportation of cotton

from Coimbatore to Proto Nova was very expensive. It was one eighth of the

cost of the crop. The roads of Tirunelveli were also unfit for trade and

commerce. Therefore the members of the Madras Chamber of Commerce

frequently raised their voice against this pathetic condition of roads.

The first proposal for railway lines in India emerged from the presidency

of Madras in 1832, much before the similar proposals in Bombay and Bengal

presidencies. In 1836, an experimental line was laid near Chintatripet. This was

followed by 3½ mile long rail line South West of Madras, connecting Red Hills

and the stone quarries near the Little Mount in 1837. This line was used for

private purpose.

The Madras Railway Company was formed in 1845. But the apathy of the

British Government forced the promoters of Madras Railway Company to

dissolve it in 1847. But the efforts of promoters, shareholders and the people of

Madras brought the approval of the Court of Directors of the East India

Company on 25 May 1852. Therefore a new company with the same title

Madras Railway Company was registered in London on 26 July 1852. Even

though it was in the name of Madras Railway Company no Indian was its

member.

Dalhousie played an important role in connecting the residency cities of

Calcutta, Bombay and Madras for military, commercial and political purpose.

He wrote extensively on the subject of railways. He gave importance to suitable

37
gauge, territories where the line should pass and the agency to be employed.

The terms of contract and its termination, acquisition of land and acquirement

of lines by the government after the expiry of 25 years or 99 years were also

considered. As he was an arch imperialist he showed much favour to private

enterprises.

As per the views of Dalhousie the construction was made in the Madras

presidency. When East India Company and Greater Indian Peninsula Railway

Company prepared the plan and route, the Madras presidency did not lag

behind. Dalhousie suggested two lines, one from Madras via Wallajah Road

(Arcot), Vellore, Salem and onward to Western coast with a branch to Bangalore

and to the foot of Nilgiris. Another one was from Madras through Cuddapah

district to Bellary then to Bombay. His plan was implemented.

CHENNAI CENTRAL STATION

The complexity of the Indian Railway operations and the range of

facilities required for the hierarchic and heterogeneous nature of the passenger

traffic forced colonial railway authorities to build railway stations that reflect

their imperial power. They also conceived railway station buildings that

matched their civic and administrative grandeur. Madras Central was one such

grand station built in the Romanesque revivalist style, with round arched

arcading and windows capped by "vanegated coloured voussoirs". The four

corner towers with an imposing central one and the roof ridges have a fine iron

38
finish situated opposite to the main entrance to the General Hospital, it was

originally built by the Old Madras Railway Company.

The Central Station was opened for traffic on 7 April 1873. Initially,

passenger train services to the north and southwest lines were handled at the

station. However, increase in traffic demands forced the transfer of train

services from Royapuram to Central in 1907. Minor improvements were made

to the station and yard since 1907. Remodelling of Madras Central commenced

in the year 1932 to cope with the increased number of passengers as well as

trains. Increase in length of platforms, provision of cover to the platforms and

increase in the circulating area for passengers, construction of adequate waiting

rooms, luggage rooms and booking offices and construction of retiring rooms

with modern sanitary equipment were the salient features of the remodelling

work. As on April 1951, 20 express/passenger trains were handled at Madras

Central.

CHENNAI EGMORE

The Madras Egmore Station is one of the noteworthy additions the

Railways had made to the building and structural features of the city. During the

British period, the tradition of the 'Oriental’s' style of architecture was still in

vogue. The Mughal-style stations with minarets and domed open towers were a

common feature in the North of India.

Distinct in style and structure, the Madras Egmore Station, completed in

1908, was also in Mughal style - a rare phenomenon in the South India. It was
39
an ornate structure in brick, rimmed with granite and sandstone. Several towers

were capped by domes in the shape the Mughals had brought with them from

Persia and Central Asia. The walls have intricate stone-carving, particularly in

the fantastic stone brackets, the drip stones and rich freezes. A great range of

waiting rooms, offices, restaurants, baggage rooms and post office were

constructed inside the station.

HEADQUARTERS BUILDING

The need for promotion of efficiency in day-to-day working, reduction in

inter-departmental correspondence and fiscal concerns led to the idea of

concentration of the various administrative offices in a single building. The

groundwork for construction of a massive building commenced during 1913.

The foundation for the palatial headquarters building was laid on 8 February

1915 by Lord Pentland, the then Governor of Madras. Based on the Dravidian

style of architecture of South India with a dexterous blend of modern office

requirements, the colossal structure was designed by N.Grayson, the architect of

erstwhile Madras and Southern Mahratta Railway.

The foundation of the building consists of a reinforced concrete raft from

5 to 8 feet below the ground level set upon a stratum of pure sand, nearly 20 feet

deep. It took nearly 7½ months to lay the foundation structure consisting of 500

tons of steel bars embedded on 10,000 tons of granite concrete. Built of stock

brick with Porbundar stone, the central towers rise to a height of 125 feet 6

40
inches above the roadway. The corner towers house the water tanks with a total

capacity of about 35,000 gallons.

ROYAPURAM RAILWAY STATION

Royapuram Railway Station building is truly worthy of being called a

heritage building, not merely because it is the second major railway station built

in the country, but as it is the oldest railway station in the country that still

survives, displaying the vestiges of its former splendour. Though India's first

railway line opened from Bori Bunder, Bombay to Thane, neither Bori Bunder

nor Thane stations survives today.

The Royapuram Station building, that resembled a regency mansion, was

declared open by the then Governor Lord Harris on 28 June 1856. In his speech

he congratulated the Madras Railway Company, its Manager Major Jenkins and

all who had worked on the railway, Lord Harris said that the project was worth

the investment and looked forward to equally expeditious completion of

additional miles of track up to the west coast. Two trains, each with coaches

made by Simpson & Co., the leading coach builders of the day, inaugurated the

service. One carried the Governor and 300 Europeans and another train, with

the Indian invitees followed. These were widely covered by the Press. "The

Illustrated London News" gave a graphic description of the inaugural train

passing across the arid plain of the Carnatic, frightening the herdsmen and the

cattle.

The Madras Railway Company

41
 The Madras Railway company was formed in London on 8 July 1845.

The European residents at Madras were not slower than the residents of Calcutta

and Bombay in getting railway lines to their city of Madras. Their main object

was the construction of a railway line from Madras to the commercial town

called Wallajah Nagar and to connect military station at Arcot. The town

Wallajah Nagar was a centre of trade and it was very adjacent to the cavalry

cantonment of Ranipettai.

The Madras Railway Company held the first meeting of its share holders

in February 1846. The company submitted an estimate for financial judgement

to Simms C.E, the first Director of Indian Railway Department. Shortly

afterwards the company was dissolved because it didn't get any monetary

assistance from the Court of Directors, as it was granted to Bengal and Bombay.

But after the establishment of the experimental lines in Bombay presidency, the

Madras Railway Company was again revived. Simms proposed the construction

of railway lines between Madras and Wallajah Nagar. Simms gave his report on

30 December 1845 to G.A Bushby, Secretary of the Government of India. He

recommended that it could fetch more benefits to the Government because at

that time trade in Madras had two directions, one from the Northern districts of

Cuddapah and Bellary and other from Salem and Coimbatore. These lines

intercepted at Wallajah Nagar. Therefore the project proposers fixed Wallajah

Nagar as centre where future railway lines might start.

42
 Finally the indent was made on 22 December 1852 between the East

India Company and Madras Railway Company. It was said that Madras Railway

Company was established by the deed of 26 July 1852. For construction

purpose, the railway company had to pay to the treasury of East India Company

a sum of £ 500000. The railway company could set up an office, keep at all time

an authorized agent to whom the East India Company and the Government

might communicate,

From Arcot, the Madras Railway Company extended its length towards

Gudiyattam, miles, in 11 May 1858. From Gudiyattam to Salem, 110 miles, was

another extension. In this extension there were 95 bridges, numerous culverts,

but the largest were those over the Palar and Ponni rivers. From Salem this

railway line extended to Beypore (Calicut), 207 miles and it was opened for

traffic on 1 January 1861.

Great Southern of India Railway Company

Besides Madras Railway Company another Railway Company in the Madras

presidency known as the Great Southern of India Railway Company came

forward to have contract with Government of India. The Great Southern of India

Railway Company was formed in London in 1857. The Company signed

contracts with the East India Company to construct Railway lines in the

Southern part of Madras Presidency. The Great Southern of India Railway

Company’s headquarters functioned at Nagapatnam. The company was started

by many share holders of London and was financed by the Bank of London. The
43
Great Southern of India Railway Company was registered in 1859 to construct a

broad gauge line from Nagapatnam to Thiruchirappalli. Nagapatnam was a port

and Thiruchirappalli was a rich and populous district watered by river Cauvery.

The line was later extended to Erode. The first contract was signed on 1

September 1858 with the Great Southern of India Railway Company for the

construction of railways from Nagapatnam to Thiruchirappalli of 78½ miles.

The second contract was on 21 April 1864 for the construction of a railway line

from Thiruchirappalli to Erode of 88½ miles.

It was a state owned metre gauge line. The line laid from Thiruchirappalli to

Nagapatnam ran through rice fields and for 38 miles over wasteland. The entire

line had been constructed without much difficulty or delay because the work

was easy. There were 89 bridges of various sizes and the largest viaduct was

over the river Moothalay. Most of the bridges were of brick work but in some,

laterite work had been used.

Carnatic Railway Company

Carnatic Railway Company had its origin in the Indian Tramway Company

established in1864 for the construction of light railways. Under the leadership

of Indian Tramway company, a narrow gauge line in Southern India between

Arkkonam and Kanchipuram was opened for traffic on 8 May 1865. In 1865
44
this line was transferred to Carnatic Railway Company. It proposed a line from

Kanchipuram to Chengalpattu, Chengalpattu to Villupuram, Villupuram to

Cuddalore and also proposed a line to Pondicherry via Villupuram. But in 1874

the Carnatic Railway Company was taken over by the Great Southern of India

Railway Company. Thus the Great Southern of India Railway Company and the

Carnatic Railway Company were amalgamated on 1 July 1874 with the

Title of South Indian Railway Company.

Pondicherry Railway Company

Pondicherry Railway Company Limited was established in 1874. Pondicherry

Railway Company built 12.63km long railway line from the East bank of

Gingee River and opened it for traffic on 15 December 1879. But the

management of this railway was given to South Indian Railway Company on 8

May 1878, by a contract between Pondicherry Railway Company and the

French colonial government.

Southern Mahratta Railway Company

Captain C.C.Johnson, officiating as constructing engineer of railways in

1858 forwarded the proposal for a railway to be constructed and called it the

Southern Mahratta Railway Company. The Southern Mahratta Railway

Company was formed on 1 June 1882. Southern Mahratta Railway Company

was authorised to construct rail lines in the Southern part of the Mahratta land.
45
Southern Mahratta Railway's first line was a Metre Gauge line of 40.5 mile long

from Bellary to Hospet. This line was opened for traffic on 24 March 1884. In

1886 the Mysore State Railway's management was also taken by the Southern

Mahratta Railway company. In 1886 the Southern Maharatta Railway Company

had constructed the first coast to coast line from Marmgoa to Beswada

(Vijayawada). Southern Maharatta Railways also built the railway line from

Katpadi to Pakala of 39.48 miles and opened it for traffic on 20 March 1892.

Pakala to Gudur section was another important work of this railway company.

Nilgiri Railways

Udagamandalam, Ootacamund or Ooty is situated in Nilgiri mountains

near the trijunction of the states of Tamilnadu, Kerala and Karnataka. The

Nilgiri forms plateau rather than a range, rising abruptly from the plains on most

sides with a general elevation of about 5400 ft above sea level. The word Nilgiri

is derived from two Sanskrit words Nilam meaning blue and giri, a hill.

The first European to visit these hills was a priest named Reverend Jacob

Ferrori, who came to investigate the story that there existed certain christian

villages in a country called Tondamalai, a story which proved to be false.

INAUGURAL FUNCTION OF SOUTHERN RAILWAY

The Integrated Southern Railway system was inaugurated on the

auspicious occasion of Tamil New Year day 14 April 1951. The head quarters of

Southern Railway was decorated very attractively. Coloured lights gave a

46
magical glow to the function. The Governor of Madras presided over the

function and N. Gopalaswami Ayyangar, then minister for Railways and

transport inaugurated the system. Ministers, Judges of High Court, Railway

officers and other prominent officials participated in this function. K.R.

Ramanujam, the first General Manager of Southern Railway welcomed the

distinguished guests.

Sri. K. Santhanam, then Minister of State for Transport and Railways

hailed the formation of Southern Railway as a proud record of achievement.

Thus began the long and gloriously successful career of Southern Railway, a

journey that took millions of passengers to their destination, a journey that

served many industries and enterprises, a journey that helped the socio,

economic, political and cultural development of the regions it touched.

The Southern Railway Zone consisting of 9654km was the first zone to

be formed. From 1952 to 1965 we can find enormous development in Southern

Railway. Opening of Ernakulam - Quilon Metre Gauge line on 24 December

1952, opening of Renigunda- Gudoor Broad Gauge section on 23 August 1957,

establishment of Signal and Telecommunication (S & T) workshop at Podanoor

on 1958 conversion of DC 1500V Electrified system to 25KV AC system from

Madras beach to Tambaram in January 1965 were the major projects of

Southern Railway between 1952 and 1965.

ORGANISATIONAL SETUP
47
 Organisational structure is one of the important factors which influence

the effectiveness of an organisation. The transport industry owing to its very

nature of wide geographical operation and labour intensiveness requires a

district organisational pattern suited to its nature of activity. An effective

organisational setup would be that which has a few grades of authority as

possible to avoid bureaucratic delays. Moreover a highly decentralised set up is

essential for the organisation to be effective. As there are so many structural and

operational problems associated with the transport sector especially passenger

transport of train, it needs highly qualified, professional management techniques

for its efficient organisation 118. In the organisational set up of Southern

Railway each level of management is very important.

The General Manager of a Zonal railway is assisted by one Senior Deputy

General Manager, one Secretary to General Manager and one Additional

General Manager in his administrative functions. In financial matters and for

accounting he is assisted and guided by one Financial Adviser and Chief

Accounts Officer having a separate office of his own. The work of each railway

is divided functionally by subjects at head quarters and geographically by

divisions or districts. Each functional unit is under the Head of Department who

is directly responsible to the General Manager. The departmental duties are

assigned to departmental heads and they are under the control of the General

Manager. The railway has different departments and each department has a
48
separate Deputy Manager. Under the Deputy Manager, there are Assistant

Managers or Branch Managers.

The Deputy Managers have the powers to control the Assistant

Managers. In traffic operations, all divisions have Division Managers directly

controlled by the concerned Division Managers of traffic operations. The

Assistant Managers and Division Managers are in charge of technical

administration and traffic sections. In technical sections, there are Assistant

Engineers, Foremen, Junior Engineers, trade men, assistant trade men, junior

trade men and helpers. Under administrative section, there are senior assistants,

assistants, junior assistants, clerks and attenders. Traffic section is composed of

traffic supervisors, traffic assistants, time keepers, ticket checking inspectors

and locopilots.

The principal officers of each department are entirely in charge of their

respective branches. Their responsibility is to ensure that the work in their

branches is carried out efficiently119. All policy and important matters will be

submitted by the principal officers to the General Manager through the

Asdditional General Manager. However in all administrative matters and details

of day to day working, the divisional officers of the various branches are

answerable to the Divisional Railway Manager.

At the Head Quarters level

49
 CSTE PCE CAO ERS COM FA&CAO CCM CME SDGM CEE

GENERAL MANAGER

ADDITIONAL
GENERAL MANAGER

AT THE DIVISIONAL LEVEL

GENERAL MANAGER

ADDITIONAL GENERAL
MANAGER

DIVISIONAL DIVISIONAL DIVISIONAL DIVISIONAL DIVISIONAL DIVISIONA

RAILWAY RAILWAY RAILWAY RAILWAY RAILWAY L RAILWAY
MANAGER, MANAGER, MANAGER, MANAGER, MANAGER, MANAGER,
CHENNAI MADURAI PALAKAD TRICHY TRIVANDRU SALEM
M

ADRM I ADRM ADRM ADRM ADRM ADRM

ADRM II 50
Divisions of Southern Railway:

Southern Railway Zone consisting of 9654Km was the first Zone to be

formed. K.R. Ramanujam was the first General Manager of the newly formed

Southern Railway. In 1956 Southern Railway was divided into eight divisions.

These were Royapuram, Olavakkot (Palghat), Mysore, Thiruchirappalli,

Madurai, Guntakal, Vijayawada and Hubli. But on 2 October 1966 South

Central Railway was formed by carving out of Central Railway and Southern

Railway. Accordingly Southern Railway lost three of its prominent divisons

such as Vijayawada, Guntakal and Hubli and was left with five divisions viz

Madurai, Thiruchirapalli, Mysore, Olavakkot(Palghat) and Madras,

(Royapuram). The process of bifurcation got a boost in the new millennium

with the formation of South Western Railway and Southern Railway lost the

division of Mysore. But on second October 1979 Thiruvananthapuram division

51
was formed by carving out certain portions from Olavakkot and Madhurai

divisions. Thus in 2001 Southern Railway had five divisions.

1.Madurai Division:

Madurai Division is the largest division of Southern Railway with 1448

route kilometers. Madurai division was formed on 16 May 1956. It extends over

11 districts of Tamil Nadu and 2 districts of Kerala covering 45% of the area of

Tamil Nadu and 18% of Kerala. It serves 40% of the population of Tamil Nadu

and 16% of Kerala. Madurai division represents the traditional centres of Tamil

language, art and culture. It covers so many pilgrim centers and tourist places.

Madurai is an industrial centre and a number of textile mills are situating there.

Madurai is credited with 200 year old tradition as the seat of Tamil learning and

cradle of Tamil culture.

The Madurai division witnessed so many important projects. In 1975

Ernakulam –Quilon Metre Gauge section was converted into Broad Gauge and

the Thiruvananthapuram – Ernakulam Broad Gauge section was inaugurated in

1976. The Dindigul - Madurai Metre Gauge line was converted into Broad

Gauge in 1992. Karur - Dindigal Madurai - Tuticorn Broad Gauge project was

inaugurated in 1993 and the Madurai -Tuticorn Metre Gauge line was converted

into Broad Gauge in 1993. Likewise in 1999, Thiruchirappalli - Dindigal metre

gauge line was converted into broad gauge and the Virudunagar-Rajapalayam

broad gauge conversion was going on in 2001.

2. Thiruchirappalli Division:
52
 Thiruchirappalli Division was formed in 1956.This division is made up of

Tanjavur, Nagapattinam, Vellore, Thiruvannamalai, Salem, South Arcot,

Villupuram, Pudukottai and Ariyaloor Districts of Tamil Nadu and Union

Territory of Pondichery. This area includes so many temples that were

constructed during the period of Chola, Pallava and Vijayanagar dynasties and

the Naik chieftains. This division also serves a number of christian churches

including, Velankanni church and lot of mosques including, the Nagoor mosque.

Thiruchirappalli, Sreerangam, Thiruvannamalai, Tanjore, Myladuturai,

Thiruvaroor, Chidambaram, Nagore and Nagapatnam are important tourist and

pilgrim centres of this division. Southern Railway’s commercial and mechanical

staff training centre is also functioning here. This was started in 1962.

Thiruchirappalli division has 1176 route kms of which 969 km is on

metre gauge and 237km is on Broad gauge. Thiruchirappalli division has 159

stations, out of which 100 stations are block stations 22 are flag stations and the

remaining 37 are train halts. In Thiruchirappalli division the first solid state

interlocking system in Indian railways at Srirangam station was started in the

year 1987.

Karur-Dindigul broad gauge line was inaugurated in 1988 and 10 years

later Tambaram- Thiruchirappalli broad gauge line was also inaugurated.

Thiruchirappalli-Dindigul broad gauge line was opened for traffic in 1999.

Southern Railways 100th computerized passengers’ reservation centre was

53
started at Kovilpatti in 2000. In the same year the optical fibre communication

link between Villupuram and Thiruchirappalli was also commissioned.

3. Thiruvananthapuram division:

Thiruvananthapuram division was formed on 2 October 1979 by carving

out the Shoranur- Cochin Harbour terminous sections from the Olavakkot

division and the Ernakulam- Thiruvananthapuram - Kanyakumari section from

Madurai division. After the formation of this division the new lines in

Nagercoil-Thirunelveli section, Ernakulam-Alleppey – Kayamkulam section

and the Trichur-Guruvayur section were completed and opened to passenger

traffic. After the formation of Thiruvananthapuram division it witnessed a

number of events. Thiruvananthapuram-Nagercoil-Kanyakumari new line was

opened in 1979. Another important line from Nagercoil to Thirunelveli was also

opened in 1981. In 1986 Shoranur-Ernakulam doubling of the line was

completed. Ernakulam-Alleppey Broadgauge line was opened in the year 1989.

At the same time Alleppey-Kayamkulam Broadgauge line was inaugurated in

1992. A new line from Trichur to Guruvayoor was opened for traffic in 1994.

Doubling of the line from Kayamkulam to Karunagappalli was completed in

1994 and Kayamkulam to Quilon Junction was completed in 1996.

Doubling of the line from Karunagappalli to Quilon was completed in

1995 and the Quilon Junction to Thiruvananthapuram Central was completed in

2000. The year 2000 was very important in the history of Thiruvananthapuram

division because the electrification works between Shoranur and Ernakulam

54
Junction had been completed in this year. In 2001 the electrification of the line

between Ernakulum Junction to Thiruvananthapuram had been going on.

4.Palghat division

Palghat the jungle of 'Pala Tree’ is situated in the state of Kerala. Palghat

division was formed on 31 August 1956 with the title of Olavakkot. Palghat

division is in the shape of U, its one arm extending up to Mangalore and the arm

extending upto Jolarpettai. This division has the largest spread on Southern

railway and is extended on the states of Kerala, Karnataka and Tamil Nadu.

Palghat division's route kilometer is 11032 and it has 126 stations. Even though

Olavakkot division was formed in 1956 its control office shifted from Podanur

to Olavakkot only in 1958. The divisional office in its present location was

opened in August 1962.

After the formation of Palghat division, a number of important activities

had been conducted by Southern Railway in its division. Jolarpettai-Salem and

Salem-Erode doubling work was completed in 1972. At the same time Podanur-

Palghat doubling work was completed in 1975. One year later Tirupur-lrugur

doubling was also finished. In 1979 Shornur-Cochin harbour terminus section

55
was handed over to the newly formed Thiruvananthapuram division. In the year

1984 Palghat-Shornur doubling work was completed

5. Madras Division

Madras division was formed on 31 August 1956. This division has a route

kilometre of 844 and track kilometre of 2133. It serves the Northern parts of

Tamil Nadu and a small portion of 77 Southern Andhrapradesh. Except a very

small Broad Gauge line between Arakkonam and Kanchipuram all the sections

are electrified with 25KV AC. The Metre Gauge Electrical Multiple Unit

(EMU) services are now run between Madras beach-Tambaram-Chengalpet.

This is the only Metre Gauge EMU service in operation in the country.

Chennai Metropolitan Transport Project was established in 1971. It

conducted a survey and recommended an elevated mass rapid transit system

(MRTS) in the space available along the Buckingham canal. MRTS from

Chennai beach to Tirumylai was completed in two parts. First part from

Chennai beach and Chepauk was inaugurated on 16 November 1995 and from

Chepauk to Thirumalai was completed on 19 October 1997. The Chennai beach-

Thirumylai section covers a length of 8.97km of which 6.22km is on elevated

structure and the balance is on the elevated stretch. The MRTS have 25KVAC

traction second phase of MRTS is from Thirumylai to Velachery. It convers a

length of 10.8km of which 7.5km is on elevated structure. The work of this

project is going on.

56
 Chennai division gives testimony to a number of important constructions.

Electrification of Madras-Gummidipundi section was completed in the year

1979. In the same year the electrification of Madras beach to Madras Central

section was also completed. Electrification of Madras - Thiruvalloor section was

also completed in 1979. At the same time the electrification from Thiruvalloor

to Arakonam section was completed in the year 1982. Electrified train services

between Madras and Katpadi was started in 1984. The EMU services from

Madras to Avadi were started in 1987. In 1994 the first Shatabdi Express

between Madras and Mysore was also introduced. In 1979 MRTS project

between Chennai Beach and Tirumylai was introduced.

Development in Southern Railway:

Passenger Growth:

Southern Railway has achieved 9.0% growth in overall earnings and

13.3% in passenger earning in expenditure rising by 8.5% with marginally

improving our operating ratio which stands at 131.54, said Ashok Agarwal,

General, Southern Railways speaking at the 60th Railway week day celebrations

on Thursday. “Continuing to be passenger oriented railways, we have

permanently augmented trains by adding 96 coaches and temporarily adding

9,562 coaches with 1,099 special trains run to clear holiday rush”.

The week is celebrated every year by various railway zones between

April10 to April 16, to mark the starting of the Indian Railways with a single
57
track back in 1853 with a single track between the erstwhile Bombay and Thane

to remember the history of the institution and set goals for the coming year.

Southern Railway also secured three shields for safety, comprehensive

health care and station cleanliness shield for the first time at the Railway Board

level meet held recently event also saw many railway employees and their

children display a variety of programmes such as fusion dance, music and

instrumental displays which kept the packed hall enthralled with their

performances.

Freight:

In Southern Railway nearly 5.2% has been a growth in freight earnings.

Southern Railway’s freight loading has for the first time crossed the 40-million

tonne mark, Rakesh Misra, Southern Railway General Manager, has said.

Addressing the 59th Railway Week celebrations organised by Southern Railway

here on Friday, Mr. Misra said that during 2013-14, the zonal railway had

recorded its best-ever loading of 42.403 million tonnes of freight. The good

originating loading has boosted freight earnings to Rs.2,746 crore during the

year, compared with the earnings of Rs.2,421 crore in 2012-13 — representing a

growth of nearly 13.4 per cent.

58
 Southern Railway also achieved its best-ever performance in the

passenger segment last year with its earnings of Rs.3,787 crore, a growth of 16

per cent over the previous year.

The other highlights included introduction of 22 new Mail/Express trains, three

new passenger trains and three new pairs of Mainline Electric Multiple Units

(MEMUs).

It was praiseworthy that the zone maintained a punctuality record of 94 per cent

despite the introduction of so many trains and significant constraints like single-

line working, he said.

Indian Railways (IR) carries nearly 1012 Million Tonnes of Freight in a

year as reported from FOIS System in Year 2013-14. Freight trains bring two

thirds of the Indian Railway revenues and are referred to as the bread earners for

the Railways. The major commodities carried by Indian Railways are Coal, Iron

Ore, Foodgrains, Iron & Steel, Cement, Petroleum products, Fertilizer and

Containerized Traffic. There are specialized wagons to handle the

Transportation Needs of the different types of commodities. Unlike passenger

carrying trains, Freight trains do not run to a fixed schedule thus making Freight

Operations a highly Information Intensive activity. Based on this information

managers make Allocation Decisions continually to dynamically Optimize

Utilization of resources like wagons, locomotives, crew and paths on the

59
network. Real time information allows good decision making and thus ensures

high levels of mobility within the system. This realisation has led to the

development of Freight Operations Information System (FOIS).

Features of FOIS:

A strategic advantage to Indian Railway and its Customers. The

implementation of the system is envisaged to eventually achieve the following:

Extension of the current business practice of bulk movement in train load

information to piecemeal traffic to increase the market share by clubbing and

moving together similar type of stocks of “Hub and Spoke” arrangement.

Rake Management System (RMS) for handling the operational aspects of IR.

-Terminal Management System (TMS) for handling the commercial aspects of

IR.

Parallels with Army

Earlier, presenting merit awards to railway staff and divisions, the chief guest,

Major General R.G. Krishnan, VSM, drew parallels between the Indian

Railways and the Indian Army and their shared rich heritage and stature of

being among the largest employers and landholders in the country.

60
Pay fixation:

The payment of wages (Railways) Rules, 1936, as amended from time to

time, were framed by the Central Government to secure proper enforce of the

provisions of the Payment of Wages Act in respect of persons employed in

railway including railway contractors who employ 20 or more persons on any

day in the preceding 12 months.

The Act is applicable to all Railway employees, and person employed in

industrial establishments, and others whose wages are less than Rs. 1600 per

month.

Wages include

 Basic pay.

 Officiating allowance.

 Leave salary.

 Overtime allowance.

 Special Compensatory allowance.

 House Rent allowance.

61
  Increment.

 Payment in lieu of notice period.

 Payment for piecework.

 Running allowance etc

Fixation of pay during promotion period:

 In the case of promotion from one grade pay to another in the revised pay

structure, one increment equal to 3% of the sum of the pay in the pay

band and the existing grade pay will be computed and rounded off to the

next multiple of 10.

 In the case of calculation of increments under the revised pay structure,

paise should be ignored, but any amount of a rupee or more should be

rounded off to next multiple of 10.

 The increment amount will be added to the existing pay in the pay band.

The Grade pay corresponding to the promotion post will be added to the

pay in the pay band. If the pay in the pay band after adding the increment

is less than the minimum of the higher pay band to which promotion is

taking place, pay in the pay band will be stepped to such minimum.

 Fixation of pay on promotion under CCS (Revised Pay) Rules, 2008, an

employee has been promoted or upgraded to higher grade pay (MACP)

62
 have to submit an option form within one month. A Railway Servant may

give a revised option for fixation within one month from the date of

orders of any change of rules or some unforeseen developments.

 In case the railway servant opts to get his pay fixed in the higher grade

form the date of his promotion, he shall get his first increment in the

higher grade on the next 1st July if he was promoted between 2nd July and

1stJanuary. However, if he was promoted between 2nd January and

30th June of a particular year, he shall get his increment on 1 st July of next

year.

FEEDER CATEGORY PROMOTIONAL REVISED PAY

CATEGORY STRUCTURE (PAY

BAND / GRADE PAY)

Chief matron Assistant nursing officer PB3 GP Rs. 5400

Sr. Technician Sr. Technician PB2 GP Rs. 4200

(i) Loco Pilot (Goods) (i) Loco Pilot PB2 GP Rs. 4200

(Passenger)

(ii) Loco Pilot (ii) Loco Pilot PB2 GP Rs. 4200

(Passenger) (Mail/Exp)

(iii) Passenger Guard (iii) Mail/Express Guard PB2 GP Rs. 4200

Sr. P.W. Supervisor Jr. Engineer PB2 GP Rs. 4200

63
Employees Strength:

At present there are nearly 1,15,000 employees were working in the

Southern Railway. But at the same time 2,00,000 job vacancy are yet to be

recruit. With this limited number of employees the railway cannot able to do

their work within a span of time.

Swachh Bharat Campaign:

The Clean India Campaign – ‘Swachh Bharat Abhiyaan’ – was launched as per

the directives of the Hon’ble Prime Minister of India on 02nd October, 2014 –

Gandhi Jayanthi Divas. In Southern Railway, it commenced with the

administering of the pledge to the staff and officers. Nodal officers were

nominated to co-ordinate and conduct the campaign. Having undertaken to

commit themselves to ensuring cleanliness in the work place, the staff began

cleaning activities. Floors were swept, walls were washed and posters removed,

toilets were scrubbed and intensive dusting and cleaning activities were carried

out. At railway stations, the concourse area and platforms were cleaned;

unauthorized posters and advertisements removed. The railwaymen white-

washed buildings and also cleaned the railway colonies and railway

tracks. They participated in all the efforts voluntarily and with

64
enthusiasm. Shramdhan was the key theme under which officers and staff

participated.

As per instructions of the Railway Board, Action Plan was drawn

focusing on vital aspects. These include

 maintaining cleanliness at railway stations

 removal of encroachments

 improving drainage

 tree plantation

Since the ‘Swachh Bharat’ campaign is a continuous process, Special

Drives are being conducted every month. Public Awareness campaigns are

organized with the assistance of NGOs, Scouts & Guides, Civic bodies,

Students from Schools/Colleges to create awareness among the travelling

public. Display through CCTV is also being done regarding Penal Provisions

under Indian Railways Rules, 2012.

Every railwayman is involved in this endeavour with enthusiasm. The

Divisional Railway Managers are keenly leading their respective Divisions in

this campaign. All the officers and staff with their willing participation are

taking this campaign forward.

As a result of such persistent and concerted efforts, Southern Railway

was awarded the ‘Station Cleanliness Shield’ by the Railway Board for best

performance among zonal railways during the year 2014-15 and the Shield was

presented by Hon’ble Union Minister of Railways. This recognition has

65
propelled the zone to continue this campaign with increased vigour and

enthusiasm. Southern Railway will strive to achieve the goal of ‘Swachh

Bharat’.

Furthermore, Shri Navin Tandon, Member Electrical, Railway Board

visited Chennai Central railway station today (27.05.2015) and inspected

various facilities as part of the ongoing ‘Swachh Bharat’ campaign. He

witnessed a demonstration of mechanized cleanliness at Chennai Central

railway station as well as a demonstration of bio-toilet. The Member Electrical

also inspected the renovated pay & use toilet complex at Chennai Central

railway station. Later, he also attended a meeting of Passengers Association at

Chennai Central and addressed various issues pertaining to passenger amenities

and cleanliness.

Welfare measure:

Medical care facilities- net work of hospitals including specialised hospitals.

 Reimbursement of Medical Expenses.

 Grant in aid to non Railway hospital

 Social Welfare centres.

66
 Various Welfare funds.

 Children educational assistance.

 Productivity Linked Bonus.

 Holiday homes.

 Convalescent homes.

 Schools and educational institutions for employee's children.

 School uniforms.

 Railway subsidized hostels.

 Hostels for women employees/trainees.

 Hostel subsidy.

 Provident Fund.

 Insurances - Deposit Linked Insurance, Railway Employees Insurance

scheme, Group Insurance Scheme.

 Canteens.

 Consumer co-operative societies.

 Co-operative Credit society.

 Co-operative housing societies.

 Co-operative Labour Contract societies.

 Co-operative canteens.

 Staff benefit fund.

 National Adult Education Programme.

 Advances to meet with urgencies and natural calamities.

67
  Railway Ministrer's Relief fund

 Railway Institutes, Clubs, Community centres etc.

 Picnic and camping sites.

 Children's tour and Camps.

 Emplolyee tour/camp.

 Handicraft centres.

 Employment training schemes for employee's children.

 Mahila samitis in major colonies with various activities.

 Typewriting and other vocational training courses.

 Book banks, Library and reading rooms, Book subsidy.

 Scouts and guides.

 Various measures for blind/physically handicapped persons.

 Sports and cultural activities.

 Crech for children of working women.

 Children park.

 Quarters facilities.

 Own your home in certain railways.

 Rest rooms for Group D employees.

Retirement benefits like Pension, Death cum Retirement Gratutity, Provident

Fund, Post retirement complimentary passes, compensation in case of

death/disablement in service, Leave encashment, Medical facilities.

68
  Retired employee re-employment help scheme.

 Pension adalats.

Leave rules:

General conditions

1. Leave cannot be claimed by the employee as a matter of right. The right

to grant or refuse leave vests in the authority competent to sanction leave.

2. The leave usually commences on the day charge is handed over and ends

on the day the charge is taken over again.

3. Leave sanctioning authority cannot alter the kind of leave due and applied

for except at the written request of the employee.

4. Leave already availed maybe converted into another kind of leave on

employee's request retrospectively but not after retirement.

5. Leave cannot be sanctioned for more than 5 years.

6. Combination of holidays preceding or in continuation of leave is

permitted. In case of medical certificate of sickness, the holidays will be

part of sickness leave.

7. The employee is not permitted to take up any employment during the

period of leave.

69
 8. Employee should take permission to leave headquarters specially for

private visits abroad. When permission to visit abroad is sought,

information relating to the proposed and previous private visits should be

furnished in the prescribed proforma.

Planning for Leave

 Employees should be encouraged to take leave periodically or annually as

per instructions by Department of Personnel and Training.

 Detailed plan should be made out for sanction of leave to staff by turn

keeping in view priorities of staff and work.

 Normally leave should not be refused in particular during last 10 years of

service.

 Going on leave is beneficial to both Railway employee and organization

as employee return refreshed from leave.

References

1. Chapter 5 of Indian Railway Establishment Code.

 Leave on Average Pay (LAP)

 Leave on half average pay(LHAP)

 Leave Salary
70
  Leave Not Due(LND)

 Child Care Leave(CCL)

 Study Leave(SL)

 Casual Leave(CL)

 Child Adoption Leave

 Compensatory Casual Leave(CL)

 Encashment of Leave

 Encashment of LAP at the time of availing Pass/PTO

 Extraordinary Leave (ExL)

 Hospital Leave

 Leave Rules for Railway Apprentices / Trainees

 Leave and Vacation/Holiday Rules for school staff

 Maternity Leave(ML)

 Paternity Leave(PL)

 Procedure for Sanction of Commuted Leave/Leave on Medical Certificate

 Special Casual Leave

 Special Disability Leave

Retirement benefits:

Applicability

The following rules regarding pension apply only to those appointed on or

before 31.12.2003.

71
  Railway Services (Pension) Rules 1993.

 Railway Services (Pension Commutation) Rules 1993

 Railway Services (Extraordinary Pension) Rules 1993

Railway Servants who have been appointed or or after 1.1.2004 New Pension

Scheme will apply.

Benefits to all staff at Death/Retirement

 Pension/Family pension.

 Gratuity.

 PF at the credit of the employee.

 VPF deposit money.

 Amount under Group Insurance Scheme.

 Encashment of Leave.

 Travelling Allowance for self and members of family as on transfer.

 Composite Transfer Grant.

 Settlement/Kit pass.

 Incidental charges for loading of kit.

 Amount under Deposit Linked Insurance Scheme.

72
  In case of death/disablement appointment of dependant on compassionate

grounds.

 In case of death, out-of turn allotment of quarters to dependant.

 Post-Retirement Complimentary Pass.

 Facilities of Medical Attendance

Pension

 Pension on Superannuation.

 Retiring Pension.

 Invalid Pension.

 Compensation Pension.

Quantum of Pension

 Pension on retirement to Permanent/Temporary employees with 10 years

of Qualifying Service.

 50% of average emoluments during past 10 months or pay last drawn

whichever is beneficial to the retiring employee.

Qualifying Service

73
 Qualifying Service starts from the date of appointment even on temporary

basis if followed by confirmation.

 Service rendered in State Government followed by absorption in Central

government may also count. However following will not count as service:

(i)Service before attaining 18 years.

(ii) Service as Apprentice.

(iii) Overstayed Leave/Joining Time not regularised as leave with leave

salary.

(iv)Suspension, if so decided by authority.

(v) Dies-non period.

 Following shall count as Qualifying Service:

(i) All duty/leave/deputation period.

(ii)Extra ordinary leave on medical grounds.

(iii)Pre-appointment training of Group C & D.

(iv)Probation followed by confirmation.

(v)Suspension regularised as leave/duty.

(vi)Period paid from contingencies followed by regularisation(Only half

the service will count).

 Previous civil service may count in case of those retired on

compensation/invalid pension and not others provided they refund all

74
 gratuities drawn and surrender pension. Option for this must be given

within 3 months of re-employment.

 Previous military service may count if they opt within 1 year of

reappointment to refund all gratuities and surrender pension.

Commutation of Pension

 Upto 40% of pension can be commuted and get a lumpsum payment.

 No Medical Certificate is required if applied within one year of

retirement.

Value of commutation = Commutation Value from the table x 12 x

Amount of pension commuted.

 After 15 years of retirement or from date of commuting pension

whichever is earlier employee will start getting full pension again.

 Commutation is based age next birthday determined with respect to:

(i) Date of superannuation when required with PPO (Pension Pay Order).

(ii) Date of application if no Medical examination is involved.

(iii)Date of Medical Examination where necessary.

75
Track in Kilometres:

Group wise route and running track km as on 01/04/2014

GROUP ROUTE KM PSC NON PSC TOTAL

A 134 287 0 287

B 1219 2272 0 2272

C 25 50 0 50
D 2054 2578 0 2578
E 1119 1120 7 1127
TOTAL: BG 4551 6307 7 6314
Q 0 0 0 0
R1 0 0 0 0
R2 0 0 0 0
R3 62 4 58 62
S1 197 0 197 197
S2 98 0 98 98
S3 171 0 173 173
TOTAL: MG 528 4 526 530
GRAND 5079 6311 533 6844

TOTAL

ROUTE AND TRACK LENGTHS – BROAD GAUGE AND METRE

GAUGE

76
 STATE
ROUTE KM RUNNING TRACK KM

BG MG TOTAL BG MG TOTAL

TAMILNADU 3390.10 456.33 3846.43 4391.04 457.45 4848.49

PONDICHERRY 22.16 0.00 22.16 22.16 0.00 22.16

KERALA 977.65 72.09 1049.74 1600.17 72.69 1672.86

ANDHRA 120.85 0.00 120.85 246.70 0.00 246.70

PRADESH

KARNATAKA 39.53 0.00 39.53 53.75 0.00 53.75

TOTAL 4550.29 528.42 5078.71 6313.82 530.14 6843.96

About Southern Railway Mazdoor Union (SRMU):

SRMU is the union were large number of employees are registered their

name. It is affiliated with the All India Railwaymen’s Federation (AIRF). It is

one of the registered unions under the Union act 1926. SRMU was headed by

the N. Kanniah, SRMU general secretary and South Zone Convener of the Joint

Action Council, who is the well known to the entire organisation and always has

a mindset to help the employees in their organization. Almost 93000 employees

were registered under this trade union. This is the union which gets more

privileges than other union.

Working Hours:

77
 Employees have to work continuous roaster system for 8 hours daily, for

driver 6 hours and employees have to work 72 hours per week.

Joint Consultative Machinery and Compulsory Arbitration (JCM & CA):

 On the recommendation of II pay Commission, the Central Government

established machinery for joint consultation and compulsory arbitration.

 JCM & CA came into force from October 1968.

 The objective of the machinery is to promote harmonious relation and for

securing cooperation between the common concerns for further

increasing the efficiency in public service.

 The machinery functions in three tiers.

 National Council deals with matters affecting Central Government

Employees.

 National Council deals with matters affecting the staff of a particular

Ministry. The scope of the council will include all the matters relating to

the condition of the service, work and welfare of employees and

improvement of efficiency and standards of work.

 The scheme provides compulsory arbitration on three subjects’ viz. pay

and allowances, Weekly hours of work or Leave.

 Regional Council is not functioning in Railway.

78
  Generally outsiders are not permitted to participate in departmental

Council. But in Railways not more than two outsiders for each federation

are allowed.

Permanent Negotiating Machinery (PNM):

 PNM was set up in the year 1952 and came into force from 1.1.52.

 It aims to maintain contact with labour and to resolve disputes and

differences, which may arise between Railway Labour and

Administration.

 Collective bargaining, across the table negotiations and give and take

policy are the main principles behind PNM.

Level of Meetings

 Railway level: The recognised Union having access to the Divisional

Officers and Officers at Zonal Head quarters including GMs.
 Railway Board level: the Federations with the Railway Board take up
Matters not settled at Railway level.

 Tribunal level: Where agreement is not reached between the Federation

and Railway Board in matters of importance, it is referred to an
adhoc Railway tribunal comprising of representatives of Railway
Labour and administration presided over by a neutral Chairman.

Branch Executive Committee:

Each branch consists of 9 office bearers, 1 President, 1 Vice President,
Secretary, Treasurer, and 5 Assistant Secretaries.
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After this Divisional level:

DIVISION COMMITTEE

PRESIDENT

VICE PRESIDENT

TREASURER

SECRETARY

CHAPTER - III
11 ADDITIONAL DIVISIONAL
Chennai Division: SECRETARIES
As Chennai is the one of the main city among the railways, the

employee’s strength consists approximately to 20000. The employees several

privileges like:

 Medical facility

 Pension scheme

 Workmen compensation

 Sick leave

 Travelling allowance

80
  Dearness allowance

 House rent allowance

 Other Incentives

Charter of Demands:

 Filling up all vacant posts.

 Sanction additional posts in commensurate with the increase in the

number of trains and workload.

 Stop outsourcing of perennial nature of jobs violating the provision of

Contract Labour (Regulation & Abolition) Act, 1970.

 Scrap New Pension Scheme and cover all Railwaymen with Pension and

Family Pension Scheme as available to the staff appointed prior to

01.01.2004.

 Recommendations of the Joint Committee constituted to study the career

progression and package for Trackmen has been diluted arbitrarily. The

recommendation should be implemented in to.

 Remove the ceiling limit of Rs. 3500 for the purpose of payment of PLB.

 Raise the ceiling of Income Tax deduction to Rs.5.00 lakh.

 Exempt Transport Allowance and Special Duty Allowance from the

purview of Income tax deduction and also raise the Income Tax deduction

ceiling on Running Allowance.

81
  Remove all anomalies of 6th CPC as agreed upon in the meeting of

Departmental Anomaly Committee and resolve all anomalies pending

before NC/JCM Anomaly Committee.

 Complete Cadre restructuring of left over categories.

 Liberalize the procedure of GDCE, raise its limit from 25% to 50% of DR

Quota and arrange to hold the examination at Zonal / Divisional level.

 Merger of Grades of Technician Gr. II and Gr. I, duly granting GP of

Rs.2800.

 Provision of GP of Rs.4800 in place of Rs.4600 to all senior Supervisors.

 Repair quarters, roads, and drains and do not compel staff to stay in

inhabitable quarters and pay House Rent Allowance to such staff.

 Reckoning of 100% Casual Labour/CPC Service rendered as qualifying

service for seniority and pensioner benefits pending with the Government

in spite of Hon’ble Supreme Court judgment.

Announcement of 7th Pay Commission is an Eye Wash:

Since the central government and ministry of railways have failed to

consider the long pending demands of railway men, even after several attempts

to settle these issues through negotiation, the AIRF in its General Council

Meeting held on 13-09-2013 at New Delhi, had decided to conduct Strike Ballot

among Railway men at All India level.

82
 Immediately, there after the Central Government announced its intention

to form 7th Pay Commission on 25-09-2013 and assured the implementation of

new pay scale with effect from 01-01-2016 which is nothing but an eye wash as

the railway men are fighting for more than 40 important demands which

includes job for their wards on VRS, change of New Pension Scheme (NPS) as

GPS (Guaranteed Pension Scheme), Quota for railway men wards in RRB/RRC

recruitments (on the lines of ex-servicemen, Disabled, Sports, Cultural and

scout quotas existing in recruitments) as the job of railway men are so risky and

comparable next only to military personnel, as on an average one thousand

railway men lay down their lives every year during their course of duty on

account of accidents, attacks by extremists etc.

RAILWAY EMPLOYEES TO STRIKE IF DEMANDS NOT MET

NEW DELHI: A secret ballot conducted by unions at India's largest employer,

the Indian Railways, has thrown up a fresh headache for the UPA government:

96% of over 8 lakh voters from railways employee unions across India have

voted in favour of a strike if the Centre fails to meet their demands by March

2014.

If the strike does take place, it would be the first such indefinite strike in 40

years after the 1974 strike led by George Fernandes as the All India

Railwaymen's Federation (AIRF) leader, following which emergency was

imposed. The call for strike had been kicked off in June by AIRF, the largest

83
railway employee union in India. In September, AIRF decided to seek the

opinion of other railway employee unions. "We want a logical end to our

demands.

And, a unilateral 'no' will not be acceptable. Instead, we want them to give us

reasons if they cannot meet a certain demand.

We will send our 36-point charter of demands to the railway ministry and Prime

Minister's Office by next week and are aiming for a resolution by March. If not,

we will be forced to take action which would have huge implications," said

Shiva Gopal Mishra, AIRF general secretary.

84
Their charter of demands includes long-standing issues like filling up of over 1

lakh job vacancies, including doctors, nurses and paramedical staff, minimal

outsourcing of perennial nature of jobs, scrapping the New Pension Scheme in

favour of the old pension scheme, appointment of the 7th Pay Commission and

so on. Railway employees want guaranteed pension benefits under the Old

Pension Scheme to officials who joined after January 1, 2004, similar to what

the home ministry did for all defence and paramilitary forces.

"We have spoken to other unions at the state and central level and have received

good response regarding some of the changes we are pushing for," said Mishra.

Economic Times Dec 25, 2013.

1974 railway strike in India was the strike by workers of Indian Railways in

1974. The 20 days strike by 17 lakh workers is the largest known strike

The strike was held to demand a raise in pay scale, which had remained

stagnant over many years, in spite of the fact that pay scales of other

government owned entities had risen over the years. Further, since British time

the Railways termed the work of the loco staff as "continuous", implying that

workers would have to remain at work as long as the train ran on its trip, often

for several days at a stretch especially on the goods trains. Independence did not

change this. The spread of diesel engines and the consequent intensification of

work in the Indian Railways since the 1960s created much resentment among

the workers. The Railways, although government-owned, remained an

85
organization in which the accepted worldwide standard of an eight-hour

working day was violated with impunity. When the crafts unions raised the

issue, they demanded a 12-hour working day for loco running staff.

As President of the all India Railwaymen’s Federation George Fernandes led the

strike. The strike commenced on 8 May 1974. The strike was brutally

suppressed by Indira Gandhi government with thousands being sent to jail and

losing their jobs.In Chennai it was under C.Bala Krishnan and Sakthidasan. The

strike was called off on 27 May 1974

Chronicle of Strikes:

Twenty five years later, the Indian Railways strike of 1974 continues to

evoke images of the heroism of ordinary railway workers, their families and

those who dared support them against the might of the Indian state. Although

much has been written about the Emergency which followed a year later, the

most widespread revolt by the working class in independent India has received

comparatively little attention from labour historians. Stephen Sherlock's book is

one which fills the gap and does justice to the workers' resistance against heavy

odds. The book recalls the vivid images of terror unleashed by the Indira

Gandhi regime on railwaymen across the country, a prelude to what was to

follow on a much wider scale during the Emergency. The 1974 rail workers'

strike was a unique event for several reasons. It occurred at a time when labour

militancy was at its highest in independent India: the number of workdays lost

86
owing to all industrial disputes in India touched 40 million in 1974, more than

double that recorded in any single year during the preceding decade. The strike

and the manner in which it was put down marks a turning point in labour's

leverage with the Indian state. The 1974 strike forced political parties across the

spectrum to spell out their stand clearly. In fact, parties which were ambivalent

or inconsistent in those heady days are still trying to come to terms with the

position they took then. The strike also provided a stunning launch pad to mass

appeal for those like George Fernandes who, as the president of the All India

Railwaymen's Federation (AIRF), was the main leader of the strike. Although

portrayed as a failure, the strike achieved later what it sought to achieve then.

For these reasons the strike marks a milestone for labour historians.

In the Railways, government patronage of the two dominant unions led to two

developments that provoked the upsurge of workers in 1974. One, the distance

between the officially recognised unions and the rank and file widened because

workers no longer saw the unions as representing their interests before the

government. Secondly, the government's patronage of the officially recognised

unions, at the exclusion of all other voices of the working class, led to a

complete blockage of possibilities of the redress of the grievances of ordinary

workers. The situation was thus fertile for an explosion of anger from below.

Although on paper more than 70 per cent of the 1.4 million rail employees

(permanent ones) were members of the two official unions on the eve of the

strike, they led the leadership to the strike. In fact, the strike was the plank on
87
which Fernandes was elected president of the AIRF a few months before the

strike.

The Hindu (May 3, 2015)

SRMU to join indefinite strike opposing privatisation

Thousands of employees owing allegiance to the Southern Railway Mazdoor

Union (SRMU) will participate in the nationwide indefinite general strike

commencing on November 23 along with other Central government employees

to condemn 100 per cent Foreign Direct Investment (FDI) in railways.

According to N. Kanniah, SRMU general secretary and South Zone Convener

of the Joint Action Council comprising various employees’ unions, 100 per cent

FDI in railways in the name of restructuring was aimed at fragmenting railways

into various units and handing over the railways to multinational companies.

This move had created strong resentment among the railway employees who

were also demanding restoration of the old pension scheme.

Mr. Kanniah, who is also the working president of the All India Railwaymen’s

Federation (AIRF), said the Centre had planned to hand over the Medical

Department to private institutions and the railway schools to the Kendriya

Vidyalaya. Besides privatising vital services such as track, coach and station

maintenance, it was also proposed to let foreign companies take over suburban

rail services in metros.

88
Since there was no response from the Centre despite a series of agitations in the

last few years, the unions held a secret ballot in 2013 wherein 96 per cent of the

employees voted for going on strike. Privatisation would lead to increase in

passenger fare and freight rates, he said.

As mandated under the Trade Union Act, a fresh secret ballot would be held in

the first week of October and in November. Notice for the indefinite strike

would be served on the General Manager of Zonal Railways and also to the

head of Central Government departments. Employees of other departments,

including Income Tax, Postal and Defence, would also take part in the strike.

GOVT STAFF NEWS PORTAL (May 3, 2015)

Indefinite Strike by Railway Employees from November 23, 2015 – SRMU

General Secretary – N. Kanniah

Southern Railway Mazdoor Union General Secretary Sri. N. Kanniah has said

that the Railway Employees will start an indefinite strike from November 23,

2015 onwards if the Central Government fails to answer their charter of

demands.

Implementation of 7th Central Pay Commission in the stipulated time, to stop the

government’s move to corporatize Railways, re-introduction of old pension

89
scheme to the employees are the main demands. He said that instead of

introducing new techniques to develop Indian Railways, which is the largest

public sector in the world, the government is trying to privatise it. Recently the

government has allowed a 100% Foreign Direct Investment (FDI) in Indian

Railways against 50% earlier. He also said that the government has formed

Sreedharan Committee and Deb Roy Committee to study and make ways to

privatise Indian Railways.

Mr. Kanniah, who is the Southern Regional Convenor of the Joint Action

Committee, clarified that a charter of demands from the Railways, Postal and

Defence Employees has been sent to the government. The Deb Roy committee

had recommended to the government to drop Railway Medical Department,

Kendriya Vidyalayas, and Medical treatment through private hospitals and so

on. The committee also recommended suburban train services in Mumbai,

Kolkata and Chennai to be privatized and coach factories like ICF, RCF and

Mechanical, Electrical and Signal workshop also to be privatized.

He criticised the government for not filling up of more than two lakhs vacancies

in Indian Railways in the last six years. If the government implements Deb Roy

Committee recommendations, more than eight lakhs of employees will lose

their jobs and the common man has to suffer as ticket fares will go up in all

trains.

90
He pointed out that in foreign countries like England, Japan and New Zealand,

where Railways are under private companies, suffered huge losses and they are

pressing their governments to take over from them.

Mr. Kanniah, while explaining the mode of protest, said that, a secret ballot for

the indefinite strike will be held and if 51% of the employees support the strike,

the union will issue notice to the government and the indefinite strike will start

from 6.00 a.m. on November 23, 2015.

91
 CHAPTER – IV

ANALYSIS:

The term analysis refers to the computation of certain measures along

with searching for patterns of relationship that exist among data-groups. Thus,

“in the process of analysis, relationships or differences supporting or conflicting

with original or new hypotheses should be subjected to statistical tests of

significance to determine with what validity data can be said to indicate any

conclusions”. But there are persons (Selltiz, Jahoda and others) who do not like

to make difference between processing and analysis.

Analysis is the process of placing the data in the ordered form combining

them with the existing information and extracting information and extracting the

meaning from them.

INTERPRETATION:

Interpretation is the act of explaining, reframing, or otherwise showing

your own understanding of something. A person who translates one language

into another is called an interpreter because they are explaining what a person is

saying to someone who doesn't understand. Interpretation requires you to first

understand the piece of music, text, language, or idea, and then give your

explanation of it. A computer may produce masses of data, but it will require

your interpretation of the data for people to understand it.

TABLE 4.1

AGEWISE CLASSIFICATION

92
 PARTICULARS NO. OF RESPONDENTS PERCENTAGE
25 – 30 33 27.5
31 – 40 30 25
41 – 50 33 27.5
ABOVE 50 24 20
TOTAL 120 100

CHART 4.1

INTERPRETATION:

Out of 120 employees interviewed 33 employees is from the age group of 25 -30, 30

employees is from 31 – 40, 33 employees is from the age group 41 – 50 and the remaining 24

employees is from the age above 50. From this more number of employees is from the age

group 25 – 30 and 41 - 50.

TABLE 4.2

93
 GENDERWISE CLASSIFICATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

MALE 81 67.5

FEMALE 39 32.5

TOTAL 120 100

CHART 4.2

INTERPRETATION:

Out of 120 employees interviewed 81 employees is from male gender and the remaining 39

are from female gender. Male employees are more in number in railways. Mostly female

employees are indulged in mining activities like sweeping, cleaning etc. railway should give

encouragement in the employment of female workers also in order to reduce the disparity.

TABLE 4.3

YEARS OF EMPLOYMENT

94
 PARTICULARS NO. OF RESPONDENTS PERCENTAGE
LESS THAN 5 YEARS 33 27.5
5 – 15 YEARS 41 34.1
16 – 20 YEARS 23 19.2
MORE THAN 20 YEARS 23 19.2
TOTAL 120 100

CHART 4.3

INTERPRETATION:

Out of 120 employees interviewed 41 employees are having the experience of 5 – 15

years, 33 employees are having the experience of less than 5 years and the remaining 44
employees are having the experience of more than 16 years. From the above table we can
conclude that more number of employees having the experience of 5 – 15 years rather than
others.

TABLE 4.4

INCOME OF EMPLOYEES

95
 PARTICULARS NO. OF RESPONDENTS PERCENTAGE
BELOW 10000 0 0
10000 – 20000 60 50
20001 – 30000 29 24.2
ABOVE 30000 31 25.8
TOTAL 120 100

CHART 4.4

INTERPRETATION:

Out of 120 employees interviewed 60 employees are getting the income of Rs. 10000
– 20000, 31 employees are getting the income of Rs. Above 30000 and the remaining 29
employees are getting the income of Rs. 20001 – 30000. More number of employees is
getting the income of Rs. 10000 – 20000. In this analysis more number of employees getting
the income in the range between 10000 – 20000. It shows employees are getting satisfaction
with the basic salary to meet its basic needs.

TABLE 4.5

RESIDENTIAL ACCOMMODATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

NEUTRAL 5 4.2
96
 SATSIFIED 40 33.3
HIGHLY SATISFIED 75 62.5
TOTAL 120 100

CHART 4.5

INTERPRETATION:

Out of 120 employees interviewed 75 employees are highly satisfied with the
residential accommodation, 40 employees are satisfied and the remaining 5 employees are
neither satisfied nor highly dissatisfied. The organization has been providing good
accommodation for their employees.

TABLE 4.6

MEDICAL FACILTIES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

97
 NEUTRAL 5 4.2

SATSIFIED 20 16.6
HIGHLY SATISFIED 95 79.2

TOTAL 120 100

CHART 4.6

INTERPRETATION:

Out of 120 employees interviewed, 95 employees are highly satisfied with medical
facilities provided by the organization, 20 employees are satisfied and the remaining 5
employees are not in a stage to choose a right decision. More employees getting benefit
through ESI and also providing regular free check up in railway hospitals.

TABLE 4.7

CANTEEN FACILTIES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

98
 NEUTRAL 29 24.2
SATSIFIED 83 69.2
HIGHLY SATISFIED 8 6.6
TOTAL 120 100

CHART 4.7

INTERPRETATION:

Out of 120 employees 83 employees are satisfied with canteen facilities, 29

employees are not in a state to choose the right one and the remaining 8 employees are highly
satisfied. The organization should take a proper measure to improve canteen facilities of
employees from neutral to satisfy.

TABLE 4.8

WELFARE BENEFITS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

99
 NEUTRAL 48 40

SATSIFIED 20 16.6
HIGHLY SATISFIED 52 43.4

TOTAL 120 100

CHART 4.8

INTERPRETATION:

Out of the 120 employees interviewed, 52 employees are highly satisfied with welfare
measures, 48 employees are neither satisfied nor highly satisfied and the remaining 20
employees are satisfied. The organization should improve the welfare measures for their
employees.

TABLE 4.9

RECREATIONAL FACILTIES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

100
 NEUTRAL 68 56.7

SATSIFIED 50 41.7

HIGHLY SATISFIED 2 1.6

TOTAL 120 100

CHART 4.9

INTERPRETATION:

Out of 120 employees interviewed, 68 employees cannot say anything about the
recreational benefits, 50 employees are satisfied and the remaining 2 employees are only
highly satisfied. More people do not much interest on recreational activities.

TABLE 4.10

TRANSPORT FACILTIES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

101
 NEUTRAL 2 1.6

SATSIFIED 2 1.6

HIGHLY SATISFIED 116 96.8

TOTAL 120 100

CHART 4.10

INTERPRETATION:

Out of 120 employees interviewed, 116 employees are highly satisfied with the
transport facilities and the remaining 4 employees are satisfied and cannot able to choose.
More employees get benefit through the transport as the organisation provide free and
concession travelling allowances to their employees and also to their family members.

TABLE 4.11

TRAINING AND DEVELOPMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

102
 NEUTRAL 24 20

SATSIFIED 73 60.8

HIGHLY SATISFIED 23 19.2

TOTAL 120 100

CHART 4.11

INTERPRETATION:

Outdo 120 employees interviewed, 73 employees are satisfied with the training and
development, 23 employees are highly satisfied and the remaining 24 employees little bit
confused with their choice. But still employees should get more training and development
form the organization.

TABLE 4.12

RETIREMENT BENEFITS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

103
 NEUTRAL 52 43.3

SATSIFIED 21 17.5

HIGHLY SATISFIED 47 39.2

TOTAL 120 100

CHART 4.12

INTERPRETATION:

Out of 120 employees, 52 employees are neither satisfied nor highly satisfied since
they may be new to the organization or unaware of the retirement benefits, 47 employees are
highly satisfied with the retirement benefits and the remaining 21 employees are satisfied.

TABLE 4.13

LABOUR SAFETY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

104
 NEUTRAL 5 4.2

SATSIFIED 40 33.3

HIGHLY SATISFIED 75 62.5

TOTAL 120 100

CHART 4.13

INTERPRETATION:

Out of 120 employees interviewed, 75 employees are highly satisfied with labor
safety measures, 40 employees are satisfied and the remaining 5 employees could not take up
a decision. More number of employees says that organization is providing a good labor safety
measures for employees (i.e) proper lighting in night shifts, reflector dress while working in
tracks etc.

TABLE 4.14

OVERTIME PAY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

105
 NEUTRAL 22 18.4

SATSIFIED 61 50.8

HIGHLY SATISFIED 37 30.8

TOTAL 120 100

CHART 4.14

INTERPRETATION:

Out of 120 employees interviewed, 61 employees are satisfied, 37 employees are

highly satisfied and the remaining 22 employees are neutral. The overtime pay should be
increase so that many employees work in an efficient manner.

TABLE 4.15

MEDICAL LEAVE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

106
 NEUTRAL 9 7.5

SATSIFIED 43 35.8

HIGHLY SATISFIED 68 56.7

TOTAL 120 100

CHART 4.15

INTERPRETATION:

Out of 120 employees interviewed, 68 employees are highly satisfied with medical
facilities, 43 employees are satisfied and the remaining 9 employees cannot choose a right
decision. The organization has providing a special care for medical leave facilities as a result
more employees are highly satisfied.

TABLE 4.16

BONUS FACILITY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

107
 NEUTRAL 10 8.4
SATSIFIED 32 26.6
HIGHLY SATISFIED 78 65
TOTAL 120 100

CHART 4.16

INTERPRETATION:

Out of 120 employees interviewed, 78 employees are highly satisfied with bonus
facility, 32 employees are satisfied and the remaining 10 employees do not come under this
two category. More employees getting benefits with bonus which is given by the organization
during festival times.

TABLE 4.17

LEAVE WITH PAY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

108
 DISSATISFIED 1 0.8

NEUTRAL 35 29.2

SATSIFIED 41 34.2

HIGHLY SATISFIED 43 35.8

TOTAL 120 100

CHART 4.17

INTERPRETATION:

Out of 120 employees interviewed, 43 employees are highly satisfied with leave with
pay, 41 employees are satisfied and the remaining 36 employees are neutral and dissatisfied.

TABLE 4.18

PROVIDENT FUND

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

109
 NEUTRAL 8 6.7

SATSIFIED 49 40.8

HIGHLY SATISFIED 63 52.5

TOTAL 120 100

CHART 4.18

INTERPRETATION:

Out of 120 employees interviewed, 63 employees are highly satisfied with provident
fund facility, 49 employees are satisfied and the remaining 8 employees are neither satisfied
nor highly satisfied.

TABLE 4.19

JOB SECURITY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

110
 NEUTRAL 2 1.7
SATSIFIED 9 7.5
HIGHLY SATISFIED 109 90.8
TOTAL 120 100

CHART 4.19

INTERPRETATION:

Out of 120 employees, 109 employees are highly satisfied with job security, 9
employees are satisfied and the remaining 2 employees are neutral. More number of
employees suggested that they have a full fledged job security in this organization.

TABLE 4.20

RELATIONSHIP WITH MANAGEMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

111
 NEUTRAL 47 39.2

SATSIFIED 37 30.8

HIGHLY SATISFIED 36 30

TOTAL 120 100

CHART 4.20

INTERPRETATION:

Out of 120 employees interviewed, 47 employees do no have proper relationship with

management, 37 employees are satisfied and the remaining 36 employees are highly satisfied
in relationship with management. The organization should take a proper steps to have a good
relationship among employees and management.

TABLE 4.21

SALARY PACKAGE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

112
 NEUTRAL 3 2.5

SATSIFIED 22 18.3

HIGHLY SATISFIED 95 79.2

TOTAL 120 100

CHART 4.21

INTERPRETATION:

Out of 120 employees interviewed, 95 employees are highly satisfied, 22 employees

are satisfied and the remaining 3 employees are in neutral stage. More employees are highly
satisfied with the salary package provided by the organization.

TABLE 4.22

OVERALL OPINION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

113
 SATSIFIED 2 1.6

HIGHLY SATISFIED 118 98.4

TOTAL 120 100

CHART 4.22

INTERPRETATION:

Out of 120 employees, 118 employees were highly satisfied with overall opinion and
the remaining 2 employees are satisfied with overall opinion. Hence the employees are highly
satisfied to work in this organization.

CHI SQUARE TEST:

AIM:

114
 To find whether there is any relationship between age of the employees

and their welfare measures.

Let us take null hypothesis that there is no significant relationship

between age and the welfare measures.

Table 4.23 Age and Welfare Measures

WELFARE NEUTRAL SATISFIED HIGHLY TOTAL

AGE SATISFIED
25 – 30 10 4 19 33
31 – 40 16 6 8 30
41 – 50 20 6 7 33
ABOVE 50 2 4 18 24
TOTAL 48 20 52 120

Calculation of Expected Frequency

E = RT*CT/N

Calculation of chi square

O E O-E O-E2 (O-E)2/E

10 13.2 -3.2 10.24 0.77
16 12 4 16 1.33
20 13.2 6.8 46.24 3.50
2 9.6 -7.6 57.76 6.01
4 5.5 -1.5 2.25 0.40
6 5 1 1 0.20
6 5.5 0.5 0.25 0.04
115
 4 4 0 0 0
19 14.3 4.7 22.09 1.54
8 13 -5 25 1.92
7 14.3 -7.3 53.29 3.72
18 10.4 7.6 57.76 5.55
24.98

X2 = ∑ (O – E)2

= 24.98

Calculation of degree of freedom

d.f. = (r - 1)(c – 1)

= 6.

Interpretation:

The table value of x2 for 6 d.f. at 5% level of significance is 12.59.

The calculated value of x2 is much greater than table value. We reject the

null hypothesis and conclude that there is a significant relationship between

employee’s age and their welfare measures.

116
AIM:

To find whether there is any relationship between Income and Labor

safety.

Let us take null hypothesis that there is no significant relationship

between Income and Labor safety.

Table 4.24 Income and Labor Safety

INCOME NEUTRAL SATISFIED HIGHLY TOTAL

SATISFIED
10000 – 9 26 25 60

20000
20000 – 2 8 19 29

30000
More than 2 0 29 31

117
 30000
TOTAL 13 34 73 120

Calculation of Expected Frequency

E = RT*CT/N

O E O–E (O – E)2 (O – E)2 / E

9 6.5 2.5 6.25 0.961
2 3.1 -1.12 1.21 0.390
2 3.3 -1.3 1.69 0.512
26 17 9 81 4.76
8 8.21 -0.21 0.0441 0.005
0 8.7 -8.7 75.69 8.7
25 36.5 -11.5 132.25 3.62
19 17.63 1.4 1.96 0.111
29 18.8 10.2 104.04 5.534
24.59

X2 = ∑ (O – E)2

= 24.59

118
Calculation of degree of freedom

d.f. = (r - 1)(c – 1)

= 4.

Interpretation:

The table value of x2 for 4 d.f. at 5% level of significance is 9.48.

The calculated value of x2 is much greater than the table value. We reject

the null hypothesis and conclude that employees relationship between Income

and Labor safety are closely related.

ANOVA TABLE
119
AIM:

To test whether there is any significant difference between years of

experience and Relationship with Management.

TABLE 4.25 EXPERIENCES AND RELATIONSHIP WITH

MANAGEMENT

EXPERIENCE LESS 5 – 15 16 – 20 MORE TOTAL

MANAGEMENT
THAN 5 YEARS YEARS THAN 20

YRS YEARS
NEUTRAL 29 6 6 6 47
SATISFIED 11 33 3 0 37
HIGHLY 3 2 14 17 36
SATISIFIED
TOTAL 33 41 23 23 120

Let us take null hypothesis that there is no significant relationship between

experiences of employees and the relationship with management.

Management Years of experience

Less 5 - 15 16 – 20 More Total Average

than 5 years years than 20

120
 years years
Neutral 29 6 6 6 47 11.75
Satisfied 1 33 3 0 37 9.25
Highly 3 2 14 17 36 9

satisfied
Total 33 41 23 23 120
Average 11 13.6 7.6 7.6

Correction Factor = T2/N

= (120) / 120

= 14400 / 12

= 1200

Sum of squares between experiences:

= 1/3 (33)2 + (41)2 + (23)2 + (23)2 – Correction Factor

= 1/3 (1089+1681+529+529) – 1200.

= 3828 / 3 – 1200.

= 1276 – 1200

= 76.

Sum of squared between Management:

= 1/4 (47)2 + (37)2 + (36)2 – correction factor

= 1/4 (2209 + 1369 + 1296) – 1200

= 1/4 (4874) – 1200

= 2213 – 1200

= 1013

121
Error = Total sum of squares – (sum of squares between experience + sum of

squares between management)

= 1200 – (76 + 1013)

= 1200 – 1089

= 111.

ANOVA Table

SOURC ES OF SUM OF DEGREE OF MEAN SQUARE

VARIATION SQUARES FREEDOM

BETWEEN 76 4 – 1 =3 25.33

EXPERIENCE
BETWEEN 1013 3–1=2 506.5

MANAGEMENT
ERROR 111 6 18.5
TOTAL 1200 11

Calculated f value of experience = 25.33 / 18.5 = 1.36

Calculated f value of management = 506.5 / 18.5 = 27.37

Degree of freedom = 3 V2 = 11 5% level of significance = 3.58

Degreed of freedom = 2 v2 = 11 5% level of significance = 3.98

Inference:

Since the Calculated value (1.36) is lesser than Table value (3.58), the

null hypothesis is accepted. Hence it is inferred that employees attitudes

122
towards management differs among the employees groups classified upon

experience

The relationship of employees with management is not uniform. Most of

the employees have expressed either satisfied or have no say over it. Out of 120

employees surveyed nearly 84 expressed similar opinion. As such the mean

difference in connection to relationship with management is not uniform. This is

seen with the ANOVA where in Table Value (3.98) is lesser than Calculated

Value (27.37).

FINDINGS, SUGGESTIONS AND CONCLUSION

Findings:

 More number of employees is from the age group between 25 – 30 and 41

– 50 (page.no.98).

 From the observation there are more male workers than female workers

(page. no. 99)

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 The employees are having the experience of 5 -15 years categories are

more in number (page.no.100)

 Employees getting the salary of Rs. 10000 – 20000 are more in number in

this organization (page. No.101)

 The organization has provides a good accommodation facility to their

employees (page. No.102)

 More employees are getting benefit in medical facility through this

organization (page. No.103)

 Only 83 employees are satisfied with the canteen facility provided by the

organization (page. No.104)

 The employees are highly satisfied with the welfare measures (page.

No.105)

 Only a little bit number of employees is highly satisfied with recreational

benefits (page. No.106)

 The transport facilities provided by the organization are very good (page.

No.107)

 The training and development of the employees in the organization are

satisfied (page. No.108)

 Some of the employees are only getting the retirement benefits (page.

No.109)

 More number of employees is highly satisfied with the labor safety by the

organization (page.no.110)
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  Only limited number of employees is satisfied with the overtime pay

(page.no.111)

 The employees are highly satisfied with the medical leave facility

provided by the organization (page.no.112)

 The bonus facility provided by the organization is more in number (page.

no. 113)

 Certain level of employees is happy with leave with pay (page. no. 114)

 The organization is providing a provident fund facility to more number of

employees (page.no.115)

 The employees are highly satisfied towards the job security (page. no.

116)

 More number of employees is highly satisfied towards the overall opinion

towards job. (page. no. 119)

 It is tested and proved that there is a significant relationship between age

vs. welfare measures (page. no. 122)

 It is tested and proved that there is significant relationship between

Income and Labor safety (page. no. 125)

 It is tested and proved that there is a significant relationship between

years of experience and relationship with management. (page.no.129)

SUGGESTIONS:

 There should be an employment to women also so to avoid the disparity

among employees.
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  Some more improvement should be made in residential accommodation.

 Hygiene foods should be kept in railway canteens.

 A welfare benefit has to be improved to the employees and to their family

members also.

 More number of employees should get more training and development

towards the job.

 The organization should create a close relationship between employees

and management.

Conclusion:

Southern Railway as a whole provides a lot of welfare benefits to its

employees. Benefits such as Medical leave, Overtime pay, Bonus, Labor safety

etc. are considered important from the employees point of view. This study has

made an attempt to understand employee’s satisfaction level regarding the

welfare facilities and the working conditions. Also an examination was made

regarding the role of union and its relationship with railway management. From

the study it is found that employees are satisfied with the welfare measures of

medical leave, Labor safety, Training and Development and so on.

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 Trade union wants to establish a good relationship with management.

Envisaging the employee’s welfare and peaceful discharge of their service.

Unions mostly adopt soft strategies such as informal discussion with

management, collective bargaining, sending demand notices etc. It is obvious

that most of the demands are solved through negotiations. In this environment

employees are happy with railway management and their trade unions.

Management is also equally happy with the performance of the employees and

the cooperation given by the unions.

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