Pay Committee Report

KARNATAKA POLICE
GOVERNMENT OF KARNATAKA
POLICE PAY AND ALLOWANCES IN KARNATAKA
A REPORT
BY
THE COMMITTEE TO EXAMINE DISPARITIES IN PAY

AND ALLOWANCES OF POLICE
SEPTEMBER, 2016
i
Report of the Committee to Examine
Disparities in Police Pay and Allowances
Karnataka Police
ii
TABLE OF CONTENTS
Sl.No. Chapter Page No.
1. Acknowledgements…………………………………………………...... iv
2. Introduction…………………………………………………………...... 1
3. Police Pay Structure……………………………………………………. 7
4. Allowances for Police Personnel………………………………………. 34
5. Police Welfare Measures………………………………………………. 46
6. Executive Summary……………………………………………………. 49
7. References……………………………………………………………… 53
8. Annexures……………………………………………………………… 55
iii
ACKNOWLEDGEMENTS
I gratefully acknowledge,
• The State Government and Dr. G. Parameshwar, Hon’ble Home Minister, Government
of Karnataka, Sri Subhash Chandra, IAS, Additional Chief Secretary (Home)
Government of Karnataka and Sri Om Prakash, D.G. and I.G.P. for providing all
necessary help and guidance to the Police Pay Committee in completing its task.
• Members of the Committee, Sri Kamal Pant, IPS, A.D.G.P. K.S.R.P., Sri C.H. Pratap
Reddy, IPS, A.D.G.P. C.I.D., Sri M. Nimbalkar Hemant, I.G.P. C.I.D. Sri Umesh
Kumar, IPS, H.Qrs-1, Bangalore; for having actively guided the deliberations of the
Committee with their profound knowledge, experience and insight;
• Dr. K. Madhukar Shetty, IPS, D.I.G.P. (R&T) Bangalore for his valuable and analytical
contribution in the report and also collecting the data about Pay and Allowances from
other states.
• Police headquarters of Rajasthan, Maharashtra, Madhya Pradesh, Uttar Pradesh, Delhi,
Punjab, West Bengal, Tamil Nadu, Andhra Pradesh, Telangana, Kerala State for their
cooperation and also for providing necessary inputs;
• Karnataka State Police Association, Bangalore for their cooperation, suggestions and
active participation in the meetings of the Committee;
• Sri Sundar Raj Gupta, (Rtd), Joint Secretary, Finance Department, Government of
Karnataka, for collection and analysis of information and data;
• Sri Ram Niwas Sepat, IPS, Commandant, 1st Bn., KSRP, Bangalore and Sri Prakash
Nikham, IPS, Superintendent of Police, Bidar District for collecting the data about pay
and allowance from other states.
• The officers of Revenue, Backward Classes, Social Welfare, Public Instruction, Health
& Family Welfare, Women and Child Development and other departments who assisted
our officials to compare the pay and allowances of policemen and their counterparts in
other departments of Karnataka State Government.
• Sri S. Manjunath, RSI working on OOD basis in Recruitment wing for his continuous,
tireless and dedicated work in preparing the charts, graphs & drafts of the report.
• Sri R. Somashekar, A.A.O. Smt. M.S. Rajashree, Section Superintendent, Sri R.S.
Somashekar Rao, FDA, Sri M. Raja, Senior Typist, Sri V. Ramanna, Senior Typist, Sri
R. Prakash, Stenographer and Sri C. Yashwanth Deep, CPC for their secretarial
assistance and all other supporting staff for their help.
Raghavendra Auradkar, IPS

Chairman,
Committee to Examine Disparities in
Date: 15.09.2016 Pay and Allowances of Police &
Bangalore. Addl. Director General of Police, Recruitment
iv
Introduction Chapter 1
The basic and fundamental problem regarding the police today is how to make
them function as an efficient and impartial law enforcement agency fully
motivated and guided by the objectives of service to the public at large,
upholding the Constitutional rights and liberty of the people.
- The National Police Commission Report Volume 1, 1979
1.1 The problems that confronted the authors of the National Police Commission Report four
decades ago continue to be prevalent even today and provide the general background for the
recommendation of measures to correct pay disparities and allowance shortfalls in Karnataka
Police.
Constitution of the Police Pay Committee

1.2 The Committee was formed by the Government of Karnataka vide Order No: HD /336 /
POLICE SERVICE / 2016, Dated 28/6/2016 (See Annexure-1).
1. Sri Raghavendra Auradkar I.P.S, - Chairman
Addl. D.G.P. (Recruitment)
2. Sri Kamal Pant I.P.S, - Member

Addl. D.G.P. (K.S.R.P)
3. Sri Pratap Reddy I.P.S, - Member

Addl. D.G.P. (C.I.D)
4. Sri Hemanth Nimbalkar I.P.S, - Member

I.G.P. C.I.D. E.O.W.
5. Sri Umesh Kumar I.P.S, - Member Secretary

I.G.P. H.Qrs
The committee co-opted Dr. K. Madhukar Shetty, IPS, DIGP, Recruitment.
1.3 The specific terms of reference of the Committee were:

a. To make a scientific comparison between the salaries of police personnel in
Karnataka with that of their counterparts in other states.
b. To make a proper comparison of salaries of police personnel with that of similarly
placed officials in other departments of Government of Karnataka.
1
c. To formulate and recommend quantum of risk allowance to be given to all members
of state police force.
d. To look into the salary of police personnel in a holistic manner and devise proper
recommendations regarding enhancement of salary as well as allowances.
(See Annexure-2)
Background
1.4 The immediate cause for the formation of this Committee was an incident of ‘attempted
police mass leave’ in June 2016. There were a number of specific reasons for this call and also
a number of distortions that ensued. An important dimension of this incident was its focus on
the cutting edge level of the police organization. These incidents of collective police unrest and
individual outrages represent an increased recourse to eccentric routes amidst an accumulated
sense of discontent within the police organization. The main reasons for the sudden currency
of eccentric solutions to the problems faced by police personnel are the infrequency and
inadequacy of systemic solutions. Correcting pay anomalies and allowance shortfalls could
serve as useful starting points to stem this process.
Changing Social and Economic Context

1.5 The social, political, economic and communication technology changes in Karnataka, like
elsewhere in the Country, have affected the policing landscape in the past 30 years:
a. Political Decentralization: Over the years the executive political structure in Karnataka
has been decentralized and new layers of political interface and responsibility have been
imposed on the police.
b. Economic Transformation: Economic development has increased the expectations from
police, changed the profile of crimes and problems they are compelled to respond.
c. Increased Social Flux: The police in Karnataka operate in a fast changing demographic
and social landscape. The phenomenal growth of Bangalore and increased urbanization
in the rest of Karnataka add to the challenges of policing.
d. The communication and information revolution that has occurred in the past 20 years
has increased public access to the police, subjected police work to closer watch and
criticism, and made police work more vulnerable to misrepresentation.
These changes require an empowered, responsible, and well-endowed police force that is able
to convert them into positive public service opportunities.
2
Approach of the Committee
1.6 This was the first instance in Karnataka State that a Committee comprising senior police
officers was formed to study the compensation issues of police personnel. As this was a
pioneering effort for police officers, the Committee took up the following exercises to study
the pay and allowances of police organizations in other states and different Departments within
the state:
a. Committee members visited/ interacted with senior police officers of 10 states1 to
obtain the details of pay, allowances and other welfare measures for police
personnel (See Annexure-3).
b. A small team was formed to study the Pay Scales of different departments and
compare them with the Pay Scales of police personnel in Karnataka
c. The Committee analyzed the petitions of Karnataka Police Association and other
stakeholders.
d. A series of brainstorming sessions were held to fine-tune the recommendations.
1.7 The Committee focused on the cutting edge level of the police organization. The following
are the main ingredients of this report:
a. The Committee has made recommendations to correct anomalies in the police pay
structure and allowances.
b. The Committee has aligned its recommendations with the principles of pay and
allowance determination set by the 6th Pay Committee of the Government of Karnataka
and other Pay Commissions/ Committees that have been accepted by the Government.
c. The Committee has provided a general rationale, substantive justifications and financial
implications to support these recommendations.
Police as a Distinctive Public Agency

1.8 Police function both as law enforcing agency and protector of the rights and liberties of the
people within the overall ambit of Indian Constitution. These functions place them at odds with
some individuals, groups, and interests in society and involve different levels of hostility, risk,
and hardship. The recognition of this peculiar institutional role of the police within the larger
public system is an important starting point towards making police a professional and service-
1
The criteria used to select the 10 states were, similarity in size, development level and background. Delhi was
included as reference for a Metropolitan police system.
3
oriented organization. The study of police compensation should also be presaged by a proper
understanding of the distinctive challenges of policing in modern societies. There are two
important dimensions to these challenges:
a. Balance of Enforcement and Protection
b. Elastic Nature of Public Demand.
Balance of Enforcement and Protection

1.9 The police have to reconcile the functions of law enforcement and protection of citizens
within an overall framework of public service. The public demands for protection and
enforcement are often contentious and require intense engagement by the police. The core
challenge of policing in modern societies is to reconcile these two functions in a way that
optimizes public good and maintain internal security of the nation. So even while police
organizations are part of the larger system of administration they have distinctive institutional
structures designed for continuous alertness and action and guided by strong internal and
external disciplinary controls.
Elastic Demand and Expectations

1.10 In the process of reconciling their diverse functions and service deliveries for public good
the police contend with an elastic or accumulating public demand and expectation structure.
Most functions of police from providing security, enforcing the law and deterring crime are
reinvented, reinterpreted and extended in a fast changing social and legal context. The police
therefore respond to a process of constant substantive addition and interpretative extension of
their work. Together these two imperatives of police work mandate a distinctive institutional
structure and a unique human capital sourcing and compensation system. These special
challenges of policing and how they impact the organization, individual personnel and larger
aspects of public order and governance have been given due weightage by this Committee
while studying and recommending pay and allowance changes.
Unique Logic of Police Change

1.11 The three important imperatives of modern Indian public administration reform; greater
functional transparency, efficient delivery of services and economy of organization, apply to
police too. But there are additional challenges in police organizations that require a different
approach towards their reform. An important measure of this distinctiveness, is the fact that
since 1990’s when liberalization and privatization were introduced in India, the overall
4
employment in the public sector has shrunk but police recruitment has increased (See Annexure
4). This is a clear indicator that, law enforcement as part of the public administration setup, has
been growing in importance and needs to be approached with an altered perspective.
Altered Framework for Police Work and Compensation

Re-Conceptualizing Police Work
1.12 “All occupations must define what they do and why they do it in order to carve out and
defend a socio-economic and politically defined niche” (Manning, 2009, p. 451). Every
occupation or organization seeks to constantly re-conceptualize its work, upgrade social
perceptions in terms of the changing nature and demands of work and also develop suitable
indices to capture the relation between work inputs and outcomes. The urge for organizational
reform and pay revision are both part of this ongoing process. The dual functions of police,
their organizational and individual implications, and the logics of reform and compensation
can be aligned in an illustrative framework as follows:
Table-1
Dual Functions of Police and Nature of Compensation
PERSONNEL REFORM
FUNCTION ORGANIZATON COMPENSATION
ORIENTATION DIRECTION
Regular Community
Protection Service Orientation General Pay
Administrative Centered
Allowances and
Enforcement Disciplinary Risk Taking Professionalization
Welfare System
1.13 The two dimensions of police organization and the forms of compensation can therefore
be aligned as follows:
a. Police as part of the public administration system: pay and parity
b. Unique institutional structure for enforcement and discipline: special allowances and
welfare net.
1.14 The inadequate policy recognition of the twin roles of police in society and their effects
on the work profile of personnel impairs police morale and output. The Committee has
attempted to address this inadequacy by developing a framework to define and assess police
work demands and their consequences on personnel of the police department.
5
a. The pay structure addresses the aptitude and skill requirements of police work and
represents the value of equity within the governmental system.
b. The system of allowances addresses the distinctive institutional demands of police
and their effects on human capital. It is a recognition of the professional
distinctiveness and dignity of the police.
c. The welfare system addresses the collateral consequences and long term impact of
police work on individual personnel and their families.
1.15 Determination of pay, allowances and welfare measures have distinct institutional and
value implications. Equity in pay and status are particularly important to police personnel
because they work in hostile contexts and rely on a strong sense of occupational dignity to
achieve their public tasks.
6
Police Pay Structure Chapter 2
During our visits to several police stations and discussions with the
constabulary, their highly demoralized state was strikingly noticeable. They
have nothing to motivate them into meaningful and positive performance of
police tasks with a full understanding of the implications and objectives of
police action. They function as automatons in situations where they are required
to exercise their discretion and judgment. They function rigidly in
circumstances which require flexibility of approach and understanding of the
opposite point of view. We are convinced that mere changes in their training
schedule will not bring about the necessary improvement in their motivation or
performance unless some serious deficiencies in their living and working
conditions which have long been neglected are immediately taken up and
remedied. We consider this exercise to be of primary importance in any attempt
at police reform.
-National Police Commission Report Volume 1, 1979
Introduction
2.1 Police morale, public service output and compensation are closely interlinked. An attempt
has been made in this report to look at these linkages in a holistic way, identify the anomalies
in pay of police personnel and suggest corrective measures. Public service pay is not only the
basic form of compensation for public service professionals but also recognition of the
relevance of different functions within the public administrative system. It reflects the
commitment of the government to the principle of equity and justice in public life. Pay is the
prime instrument for incentivizing public work. It is not only a financial instrument but also a
policy posture and human resource management tool.
General Principles of Pay Determination
2.2 The Seventh Pay Commission set up by the Government of India has followed some general
principles for pay determination which can be summarized as:
a. Consistency with human capital requirement of the overall system of public
administration and the internal requirement of the organization;
7
b. Transparency and fairness in process of fixing remuneration coupled with fiscal
sustainability;
c. Attractiveness for recruitment and sustainable motivation for work.
Police pay should be determined within the ambit of these general principles and guided by a
proper understanding of their distinctive work conditions and professional hazards.
Criteria for Evaluating Police Work and Compensation
2.3 The Committee used four general criteria to analyze the work and compensation structure
of police personnel in Karnataka as detailed below:
2.4 Aptitude and Skill Set

Police work, at all levels, requires a specific set of aptitudes and skills. Recruitment
qualification is an important indicator of the aptitude requirement for a particular work. Pre
University College and SSLC are the qualifications for Civil Police Constables and Armed
Police Constables respectively. For Sub Inspectors, graduation is the basic educational
qualification. Police is one of the few departments that have a rigorous training process and
equip their personnel in legal and scientific knowledge, investigative skills, physical prowess,
and psychological fortitude.
2.5 This skilled human capital should be retained through a favorable compensation system.
Pay parity with equivalent levels of other departments and adequate allowances for the extra
rigor of work ensure the retention of requisite human capital within the police organization.
The comparison of the recruitment-level qualifications and work profiles of different
departments and their Pay Scales shows some glaring inconsistencies. The placements of the
Police Constable and the Sub Inspector are inconsistent with their qualification, training, and
work profile. This relegation has impacted the capacity of the Police Department to retain its
new recruits which is illustrated in the figure below:
8
Figure-1
Attrition Rate in Karnataka Police
Attrition Rate as Percentage of Recruitment
45
39.44
40
35
30 27.44
Percentage
25
20
15 12.02
8.36 9.44
10 5.82
2.67 3.16 2.91 1.99
5 0.88
0
2002 2004 2006 2008 2010 2012 2014 2016
Year
Source : Data Collected from Police Units in Karnataka
2.6 Jurisdiction of Work

The second important criteria for assigning status and compensation for public service
personnel, is the scope or jurisdiction of work. Police personnel at the cutting edge level have
large and varied jurisdictions. An important indicator of scope is the Police Population ratio.
The average police population ratio of Karnataka, according to actual strength, for the last 10
years, was 126 police personnel for every 100,000 population (See Annexure-5). The
comparison of police population ratio of police organizations for 2015 shows that Karnataka
ranks 27th among States and Union Territories in India (See Annexure-6).
2.7 Physical area jurisdiction is another important dimension in the comparison of work
profiles. The average physical area and population covered by each Police station in Karnataka
is 207 Sq. Km. and 66105 people respectively (See Annexure-7). The Police Constable is
responsible for a beat which varies from 2-10 villages in rural Police Stations and a population
ranging from 5,000-90,000 in urban areas. The physical area covered and social scope of police
work ought to be factored in the determination of police Pay Scales.
9
2.8 Relevance of Work
Police work has high relevance and impact in the social context. The main indicators of
relevance are:
a. Level of public contact: Police personnel have continuous interaction with public in all
aspects of their everyday life. From specific and intense interactions with victims of
crime, to reassuring presence through beats and patrols, police interact with a range of
people in different ways.
b. Impact of work on public safety and interaction with other Departments: The most acute
form of interaction with other Departments is in the crisis response role of the police.
It is a well observed fact that police step in when the problems emanating in the work
of other departments go out of control. For example, the waste management issue in
Bangalore city and the Mahadayi issue in North Karnataka, were eventually handled by
the police, while also bearing the brunt of public anger and discontent.
c. Interface with Categorized Public Functionaries: The police perform protection

functions for important public functionaries and installations. This professional duty is
not only important in terms of the value of life and property being protected but the
skill required to balance the public interface of the VIPs with the procedures for fool-
proof security.
2.9 Contingency and Non-Deferability

Most types of public work are ongoing processes with well-defined work demands. Police work
on the other hand is both contingent and non-deferrable. There are three aspects to the
contingency of police work:
a. Importance of timely response and resolution: Police work is successful only when it is
timely. Prevention of offences, investigation of cases and protection of life and property
depend on quick and timely response.
b. Criticality of police intervention: Most public incidents require timely police

intervention to ensure peace and order in society. From a regular religious celebration
to a major construction or demolition by public agencies, police presence and
intervention are critical.
10
c. Continuous evolution of expectations: Police work evolves and has to continuously
measure up to new expectations. The resolution of individual problems and the
regulation of public incidents require constant police alertness and response to changing
expectations.
2.10 All levels of the police organization and its different wings are involved in such contingent
and non-deferrable work. It is also worth pointing out that police work cannot be substituted
by any other agency due to the distinctive legal status and training background of police
personnel. In recent years, Karnataka Police have performed this growing profile of contingent
functions with a vacancy position ranging from 10 to 25 percent (See Annexure-8).
Figure-2
Percentage Vacancy in Karnataka Police 2006 to 2016
Vacancy in percentage
27 25.35
24 22.63 22.71
20.15
21 18.31
17.93 17.8
16.87 16.62
18
Percentage
15 13.38
12 9.58
9
6
3
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Year
Source: Data collected from Karnataka Police Headquarters
2.11 The Committee analyzed the pay structure of police personnel in Karnataka through two
frames of comparison:
a. Comparison between the Pay Scales of Karnataka police personnel and the Pay Scales
of police in other Indian states.
b. Comparison between Pay Scales and career progression of police and similarly placed
personnel in other departments within Karnataka.
11
2.12 The comparison brought out two important anomalies in the status and pay of the cutting
edge level personnel of Karnataka Police:
a. The overall pay structure of Karnataka Police personnel did not compare favorably
with other states in Karnataka’s immediate neighborhood (See Annexure-9).
b. There was a disjuncture between the work profile of police personnel in Karnataka and
their pay position and progression path when compared with personnel from other
Departments within the state (See Annexure-10).
Comparison of Karnataka Police Pay Scales with other States
2.13 The comparison of the Pay Scales of Karnataka police personnel with similar states shows
that there is a substantial difference in the Pay Scales and promotional progress between
Karnataka Police and their counterparts.
2.14 Karnataka ranked 30th in expenditure per policeman among all states and Union Territories
in India (See Annexure-11). Karnataka was placed seventh among eleven states compared in
terms of Basic Pay, Dearness Allowance, House Rent Allowance and City Compensatory
Allowance of Police personnel. All states have created specific allowances other than those
mentioned above in order to compensate their police personnel appropriately. When these
special allowances were added, Karnataka slipped to the ninth place among eleven states2.
2.15 It was revealed that the police personnel of some other states, are not only having better
Pay Scales but also enjoy higher status in their administrative hierarchy when compared with
Karnataka Police. The details are discussed in further paras of this report.
2.16 Karnataka police personnel were found to have been relegated in their Pay Scale equation
with similar personnel from other departments when compared with the equivalence patterns
in other states. For example, in Kerala, the Police Inspector is equivalent to Tahsildar and DSP
is equivalent to Deputy Collector in the Revenue Department. In Telangana the Sub Inspector
is equivalent to Deputy Tahsildar the Police Inspector is equivalent to Tahsildar and the DSP
is equivalent to Deputy Collector. Coupled with low gross pay this adverse contrast with the
status of counterparts in other states can be a source of consternation in Karnataka Police.
2
This comparison was made using data provided by state police agencies in the 10
states. The information collected was tallied with the pays slips of personnel in each
state.
12
Figure-3
Comparison of Pay Scales of Karnataka Police Personnel and other States
(Constable and SI)
Gross Pay of Constabe & SI
46517
46165
44870
50000
41791
41061
39350
45000
36705
35854
34885
33787
33750
40000
32208
35000
27241
25874
23846
23386
23246
30000
21613
21078
19806
18875
Pay
25000
17212
20000
15000
10000
5000
0
Punjab Kerala Rajasthan Andhra Telangana Delhi Uttar Maharastra Karnataka Tamil West
Pradesh Pradesh Nadu Bengal
States
CONSTABLE SI
Figure-4
Comparison of Pay Scales of Karnataka Police Personnel and other States
(HC, ASI and PI)
Gross pay of HC, ASI & PI

55925.00
60000.00
50361.25
49066.81
48528.66
46712.50
44645.80
44173.00
42865.00
42716.00
50000.00
40142.00
37557.00
37200.70
36960.00
36406.00
36138.28
35230.50
33332.29
33273.51
30775.75
30684.56
40000.00
28552.00
27536.00
27174.00
26516.00
25200.00
24703.00
21910.00
21374.00
21300.00
21180.00
Pay
30000.00
19840.00
20000.00
10000.00
0.00
States
HC ASI
13
Source: Data compiled from States
Table - 2
Comparison of Pay Equivalence with Other Departments
(Karnataka, Kerala, Telangana & Maharashtra)
KARNATAKA KERALA TELANGANA MAHARASHTRA
Police Revenue Police Revenue Police Revenue Police Revenue
SP SP SP Dy. Coll. SP
Addl. Collector
(Non-IPS) (Non-IPS) (Non-IPS) Sr. Grade (Non-IPS)
Asst. Dy. Collector

-
Commissioner Sr.Grade
Dy.
DSP Tahsildar - I DSP Dy. Collector DSP DSP Dy. Collector
Collector
Tahsildar - II Tahsildar HG Tahsildar
PI PI PI Tahsildar PI
Tahsildar
Analysis of Police Positions in the Karnataka Government Pay Structure

2.17 The posts in the State Police like in other departments are divided into 4 groups, A, B, C
and D. The Police Department comprises about 15 percent of the total number of sanctioned
posts in the Government as per the Official Pay Committee Report of the Government of
Karnataka (2011). The Pay Scales of police personnel of different ranks show a consistent
pattern of relegation to the lower levels of the Pay Table.
14
Table-3
Police Positions in the Karnataka Government Pay Table
Police Pay Scale
Personnel
Group-‘A’
25. 56550-1350-60600-1500-69600-1700-79800
24. 52500-1350-60600-1500-69600-1700-73000
23. 48900-1200-52500-1350-60600-1500-63600
22. 44250-1050-45300-1200-52500-1350-60600
21. 40050-1050-45300-1200-52500-1350-56550
20. 38100-900-39000-1050-45300-1200-52500-1350-55200
SP – 36300 19. 36300-900-39000-1050-45300-1200-52500-1350-53850
18. 32800-800-33600-900-39000-1050-45300-1200-52500
DSP – 28100 17. 30400-800-33600-900-39000-1050-45300-1200-51300
16. 28100-700-28800-800-33600-900-39000-1050-45300-1200-50100
Group-‘B’
15. 26000-700-28800-800-33600-900-39000-1050- 45300-1200-47700
14. 24000-600-24600-700-28800-800-33600-900-39000-1050-45300
13. 22800-600-24600-700-28800-800-33600-900-39000-1050-43200
PI-21600 12. 21600-600-24600-700-28800-800-33600-900-39000-1050-40050
Group-‘C’
PSI – 20000 11. 20000-500-21000-600-24600-700-28800-800-33600-900-36300
10. 19000-500-21000-600-24600-700-28800-800-33600-900-34500
9. 17650-450-19000-500-21000-600-24600-700-28800-800-32000
8. 16000-400-17200-450-19000-500-21000-600-24600-700-28800-800-29600
ASI – 14550 7. 14550-350-15600-400-17200-450-19000-500-21000-600-24600-700-26700
6. 13600-300-14200-350-15600-400-17200-450-19000-500-21000-600-24600-700-26000
HC – 12500 5. 12500-250-13000-300-14200-350-15600-400-17200-450-19000-500-21000-600-24000
P.C and JF – 4. 11600-200-12000-250-13000-300-14200-350-15600-400-17200-450-19000-500-21000
11600
Group-‘D’
3. 11000-200-12000-250-13000-300-14200-350-15600-400-17200-450-19000
Follower-10400 2. 10400-200-12000-250-13000-300-14200-350-15600-400-16400
1. 9600-200-12000-250-13000-300-14200-350-14550
2.18 The above table shows that police personnel are placed at the lower Pay Scales of each
grade. Another glaring anomaly that the Committee in its analysis of the ‘Report of the Official
Pay Committee, 2011’ of Government of Karnataka found was that, for large majority of
positions in other departments promotion meant elevation from an existing Pay Scale to a Pay
Scale which was two or three levels higher (and in some cases four levels higher). However,
15
in the case of the Police Department promotion from Police Constable to Head Constable and
from Police Sub Inspector to Police Inspector, the two critical ranks of the police department,
brought a single Pay Scale elevation. This discrepancy in promotional gain has further relegated
the positions of police personnel in the official status gradation and perpetuated a
discriminatory pay structure for police personnel. This pattern of anomalies is illustrated in the
table below:
Table - 4
Comparison of Promotional Scales of Karnataka Police and Other Departments
Commercial General Women & Social Backward

Pay Scale Police Revenue RDPR
Tax Admin. Child Dept. Welfare Dept. Classes Dept.
Gazetted Asst.
40050-56550 Joint Comm. Joint Director Deputy Secy.
to Dv. Comm.
38100-55200
Dy. Chief Admin. Deputy Deputy

36300-53850 SP
Commissioner Officer Director Director
32800-52500
30400-51300 Asst. Comm.
Executive
DSP / Asst. Administrative Asst. Director Asst. Director /
28100-50100 Tahsildar – I Asst. Comm. Asst. Director Officer/ Asst.
Commandant Officer Grade-I Dist Officers
Secy.
26000-47700
24000-45300
Protection
Asst.
Commercial Officer Grade Asst. Director
22800-43200 Tahsildar – II Administrative Asst. Director
Tax Officer I/Suptd. Grade-II
Officer
Grade-I
21600-40050 PI Accts. Suptd.
Suptd. Grade- Inspecting Inspecting

Dy. Tahsildar Section
20000-36300 PSI / WPSI II/Sr.Superv- Assist/Office PDO Assistants /
/Sheristedar Superintendent
isors Suptd. Wardens
19000-34500
Chief Grad. Teachers

17650-32000 Senior Warden
Instructor / Grad. Hindi
Commercial
16000-29600
Tax Inspector
FDA / Grade-I Sr. Driver

Asst. Sub- Panchayat
14550-26700 Revenue /Sr.Typist/FD FDA Senior Driver Warden Hostel Supts.
Inspector Secy G-II
Inspector A
13600-26000
Ashrama Ashram
Head
12500-24000 PT / Instructor School School
Constable
Teacher Teacher
Police SDA/Village Panchayat

11600-21000 Driver SDA
constable Accountant Secy G-I
Source : Finance Secretariat Notification No. FD 02 SRP 2010, Dtd: 26.08.2013 and C&R Rules.
16
2.19 The consequences of this relegation are further compounded by another organizational
feature of police- the high concentration of personnel at the lower levels of the organization
(See Annexure-12). This organizational structure shrinks the promotional opportunities of
personnel recruited at lower levels. It therefore amplifies the need to elevate the Pay Scales of
the Constabulary and Police Sub Inspector at entry and promotion. The following figure shows
the comparison of senior officer to subordinate functionary ratio of different departments with
police.
Figure-5
Comparison of Subordinate Employees in Different Departments
Employees Strength of Group-A,B,C,D & Oth. in Percentage
84.03
Medical and Public Health
15.97
Welfare of SC, ST and OBC & 90.33

Social Security & Welfare 9.67
DEPARTMENT
94.55
District Administration
5.45
90.51
Forestry and Wild Life
9.49
97.33
Police
2.67
0 20 40 60 80 100 120
STRENGTH
Group-'C' & 'D' Group-A,B & Oth.
Source: Budget Estimates, Appendix-B (State Sector) for the year 2016-17
Relative Positions of Police Personnel in Karnataka
2.20 The Committee also specifically analyzed the Pay Scales of each position in the police
organization with similarly placed personnel from other departments in terms of their aptitudes,
scope of work, and promotional progress. The broad points from this analysis are detailed
below.
17
Followers
2.21 Followers are the lowest level police functionaries in the Police Department. Their basic
minimum qualification is 7th Std., but they are proficient in different trades like tailoring,
barber, washer-man, cook, water carrier etc. They can be called as semi-executive functionaries
of the Department. The followers play a crucial role in the presentation and upkeep of the force
especially facilitating the ceremonial duties of Police Department like giving guards of honor
to dignitaries, regular drills and parades, and maintenance of police establishments. They also
travel with the platoons to extend crucial logistical support during public order situations,
disaster management situations and armed operations. They wear Khaki uniform and are part
of the police platoon for all practical purposes.
2.22 Followers begin at the Pay Scale of 10400-16400 (Group D) and hardly 1.61 percent of
the Followers superannuate at a higher scale of Jamedar Follower (11600-21000). Their cadre
is unique to Police Department and they have negligible opportunities in their career to get
promotions unlike a Dalayath who can become SDA with requisite qualifications.
2.23 The Committee recommends elevation of the Pay Scale of Follower by one Pay Scale at
entry level that is, from the present 10400-16400 to 11000-19000 and the Pay Scale of Jamedar
Follower from the present 11600-21000 to 12500-24000.
Police Constable
2.24 Rigorous Selection and Training process
Among the various entry level public services in the state, the skill sets required for a Police
Constable job are not readily available to individuals in the open market and these skill sets are
imparted over a nine-month period of rigorous training. The selection process is also very
rigorous, with emphasis on the physical fitness and endurance capacities in addition to basic
academic qualifications and performance in an entrance test.
2.25 Rigorous Work Schedule

Police Constable from day-one of his/her job, is responsible for public order, crime prevention
and detection in the local area of the beat, with population ranging from 5000 to 90000 in urban
areas and 2-10 villages in rural areas. The job entails long hours of work and it is ordinarily a
12-hour shift per day by default and on many occasions like festivals, strikes, VVIP duties etc.,
18
would exceed the 12-hour default norm. The job further involves night patrol or guard duties
on every third day of work.
2.26 Authority Vested

Police Constable is the most visible face of the state government and is endowed with enormous
powers under Criminal Procedure Code to regulate and restrict individual rights mainly through
the power to arrest. No other entry level functionary in Government is vested with such
authority without an appropriately high placement in the pay hierarchy. The Constable is placed
at the lowest Pay Scale of Group C, that is 11600- 21000, which is also Pay Scale 4 in the Pay
Table. The mismatch between statutory authority and pay status leads to dis-functional work
orientations and in the long run becomes a spiraling source of stress.
2.27 The Committee in its analysis also came across departments and positions in State
Government, wherein for the same entry level qualification, minus the rigors of risky and
difficult working conditions, higher Pay Scales were awarded, as shown below.
Table-5
Officials who Begin at Higher Pay Scale than Police Constable
Pay Recruitment / Qualification/

Department Cadre
Scale Promotion Stage / Period
Sericulture Sericulture Demonstrator PUC / Direct Recruitment
12500-
24000
Horticulture Horticulture Assistant PUC / Direct Recruitment

Health and
Junior Health Asst. PUC / Direct Recruitment
Family
13600- Public Primary School Teacher Class 1 PUC + TCH / Direct
26000 Instructions to 5 Recruitment / 5 Years
2.28 A comparison with the Pay Table of Telangana shows that Police Constable is placed at
Pay Scale 7 in that state. In Kerala the Police Constable is placed at Pay Scale 7 which is also
the sixth Pay Scale level in Group C. In Maharashtra the Police Constable starts at Pay Scale
8 which is the third level in Pay Band -1. Overall, the Police Constables in these three states
begin at a higher level of the Pay Table, while in Karnataka the Police constable is placed at
Pay Scale 3. A higher placement in the Pay Table is a significant factor for the initial retention
of qualified personnel in the police department.
19
2.29 Consequences of Anomalous Placement
Statistics of police recruitment and attrition point to a high number of Police Constables leaving
the police organization to join jobs within the same Pay Scale or higher Pay Scales of the state
government, requiring the same entry level qualifications (See Annexure-13 and Figure-1). The
newly recruited Police Constable is thus on the lookout for jobs as the other jobs offer same or
better salary and perks, minus the burden of long duty hours, risk to personal life, imbalances
and stress in their personal and family life. High attrition rates at the Police Constable level is
a worrisome trend with consequences on overall governance, with service delivery to citizens
being the first casualty. Also, it is leading to a vicious cycle of perennial shortage of personnel
at the cutting edge level, despite the efforts of the successive governments to reduce vacancy
position in the Police Department.
2.30 Keeping in mind the unique nature of Police work, its difficult conditions with long work
hours, there is an urgent need to recognize the Police Constable as an important component
of the law enforcement machinery, and enhance entry Pay Scale. This committee is also of the
opinion that, awarding the Police constable a higher Pay Scale would improve overall
governance and also result in better service delivery, lesser attrition and thereby lesser
vacancies in the Police Department. Therefore, the Committee recommends an elevation of
Pay Scale of the Police Constable from the present 11600-21000 to 12500- 24000.
Head Constable
2.31 Long Experience and Work Background
Head Constable (HC) has the background of rigorous training and heavy work load during the
career as Police Constable. The HC is a seasoned police functionary at the field level who
achieves promotion after putting in 15-22 years of service and sustaining a highly rigorous
work schedule as explained in the previous paras.
2.32 Authority Vested

According to the Criminal Procedure Code, Head Constable functions as Station House officer
in Police Stations. The HC is endowed with authority to set the Criminal Law in motion by
registering an FIR and is the first level Investigating Officer. By virtue of these powers under
Cr. PC, the Head Constable investigates most offences and provides crucial support to senior
investigating officers in important cases.
20
2.33 Anomalous Pay Scale of Head Constable
Head Constable in the Police Department is the first promotional position, for a Police
Constable. This promotion accrues to the HC after 15 to 22 years of service in Civil Police
Units and in Armed Police Units it goes up to 18- 22 years. The counterpart to a Police
Constable, an S.D.A. on first promotion becomes an F.D.A after putting in 12 to 14 years
service on an average, depending on the size of the Unit where the official is working.
However, the most anomalous and discriminatory aspect of the promotion of Police Constable
to Head Constable is seen in the Pay Scale at which the HC is placed on promotion. An SDA
moves from Pay Scale 4 to Pay Scale 7 on promotion as FDA (a three-scale jump). However,
a Constable on promotion to Head Constable is pegged at Pay Scale 5 (12500-24000), only one
Pay Scale elevation from Pay Scale 4.
2.34 Equivalent personnel in other Departments who are placed higher than Head Constable
after their first promotion are shown below.
Table-6
Officials who have Higher Pay Scale than Head Constable

Department Cadre
Direct Recruitment / Graduation /
RDPR Gram Panchayat Sec Grade I
First Promotion / 8-10 years
FDA / Grade-I Revenue Direct Recruitment / Graduation /
Revenue
Inspector First Promotion / 5 years
Warden Post Metric Hostel /
Backward Direct Recruitment / Graduation /
14550 – 26700
Morarji School / Inspector

Classes First Promotion / 5 Years
Backward Classes
General Direct Recruitment / Graduation /
FDA
Administration First Promotion / 8 -10 Years
Fisheries Sr. Driver First Promotion / 8 - 10 Years
Women & Child Direct Recruitment / Graduation/
Female Supervisor
Dept. First Promotion / 10 Years
Social Welfare
Warden First Promotion / 5 years
Dept.
2.35 Comparison with Telangana showed that Police Constable moved four Pay Scale levels
from Pay Scale 7 to Pay Scale 11 in the Pay Table on promotion as Head Constable. In Kerala,
the Police Constable moved from Pay Scale 7 to Pay Scale 10 an elevation of three Pay Scale
21
levels when promoted to the rank of Head Constable. Multiple Pay Scale elevations on
promotion signifies the up-gradation of the work responsibility of the Head Constable and is
crucial for retention of motivation in a challenging career path.
2.36 The Head Constable is relegated in the promotional Pay Scale when compared with
similarly qualified personnel from other Departments. The onerous work profile of the Head
Constable and long work experience require an appropriate Pay Scale. The Committee
recommends that the Pay Scale of the Head Constable be elevated from the present 12500-
24000 to 14550-26700.
Assistant Sub Inspector

2.37 Field Supervisory officer
The Assistant Sub Inspector (ASI) is the next level in the Police hierarchy. The ASI is an officer
in the Police Station who performs Station in-charge duties, investigation and supervision of
subordinate staff. The average time taken for a Police Constable to reach the level of Assistant
Sub Inspector is 20-22 years of service (varies for armed police, where it takes 24-28 years to
reach this level).
2.38 Police Constable on second promotion reaches the level of ASI at Pay Scale 7 in the Pay
Table, whereas an SDA reaches the level of Section Superintendent on second promotion at
Pay Scale 11. Thus, the Section Superintendent reaches Pay Scale 11 from Pay Scale 4, a gain
of seven scales in two promotions. However, the ASI is placed in Pay Scale 7 after two
promotions from Police Constable Pay Scale 4, a jump of only three scales in the Pay Table.
This pattern is again quite revealing and is uniquely disadvantageous and discriminatory to the
police department, wherein, on promotion, the Pay Scale is compressed when compared with
promotional scales of other departments in Government of Karnataka.
2.39 Promotional Crunch

Assistant Sub Inspector takes an average of 8-10 years to achieve promotion to the rank of
Police Sub Inspector. Thirty three percent vacancies at the level of PSI are allotted to officers
who rise from the ranks of Police Constable. Overall ratio of lower ranks to PSI is about 22 : 1
which means that less than 2 percent of the Police Constables who get promoted can hope to
further reach the rank of PSI before retirement. There is thus a crunching of promotional
22
avenues for Police Constables as they progress in the hierarchy. Coupled with the low Pay
Scale level of these police personnel it has adverse effects on morale and output.
2.40 The figure below shows various officials in the Government of Karnataka who move to a
higher Pay Scale on promotion when compared with the ASI.
Table- 7
Officials Who Have Higher Pay Scale than ASI (On Promotion/DR)

Department Cadre
Backward Classes Graduate Teachers, Graduate Direct Recruitment /
Dept. Hindi Teachers Deputation
Direct Recruitment / 2nd
Commercial Tax Commercial Tax Inspector
Promotion/ 5 Years
17650-32000

Fisheries Tindal
Promotion / 5 Years
Legal Metrology Inspector
Promotion / 5 Years
Secondary School Assistant
Public Instructions 2nd Promotion / 5 Years
Grade-II
Revenue Dy. Tahsildar /Sheristedar 2nd Promotion / 5 Years
General
Section Superintendent 2nd Promotion / 8-10 Years
Administration
20000 – 36300
Backward Classes
Wardens / Inspecting Assts. 2nd Promotion / 5 Years
Dept.
Fisheries Superintendent 2nd Promotion / 5 Years
Women & Child Devp. Suptd. Grade-II/ Sr.Supervisors 2nd Promotion / 5 Years
Inspecting Assistant/Office
Social Welfare Dept. 2nd Promotion / 5 Years
Suptd./Librarian
2.41 In Telangana, the Asst. Sub Inspector progresses from Pay Scale 7 as Police Constable to
Pay Scale 13, a total elevation of six scales. In Kerala the progression is from Pay Scale 7 to
Pay Scale 12 as Asst. Sub Inspector, an overall elevation of five scales. The pay progression
path in Karnataka described in the foregoing paras compares adversely with these states, a raise
of only three Pay Scales from Pay Scale 4 to Pay Scale 7.
23
2.42 The minimal hike in Pay Scales, on promotion, is uniquely discriminatory and
disadvantageous to cutting edge level Police in Karnataka. The compression of Pay Scale levels
has skewed the overall police pay structure, with the bulk of the organization placed at lower
levels of the official status and pay hierarchy.
2.43 Assistant Sub Inspector is an important field officer in the police system. Majority of police
personnel recruited as Constables retire at the level of Assistant Sub Inspector after performing
the most difficult duties through their careers. It is important to assign them Pay Scales
commensurate with their work profile and background. The Committee recommends that the
Pay Scale of the Assistant Sub Inspector be elevated from the present 14550-26700 to 20000-
36300.
Police Sub Inspector

2.44 Duty Profile
Police Sub Inspector (PSI) is a frontline officer and fulcrum of the police system. PSI is, in a
way, the ultimate go-to-functionary in the government scheme of things with a 24x7 job profile.
Sub Inspector performs and supervises the investigation, protection and enforcement functions
at the Police Station level. PSI is the Station House Officer of the Police Station which is the
basic unit for public delivery and for setting law into motion. In armed reserve police Sub
Inspector is in-charge of a platoon performing protection and public order duties.
2.45 Risk and Contingency of Work

The risks and difficult nature of the job of PSI needs special and careful consideration. PSI is
first responder in every problem of governance – be it agitating farmers, students, women, trade
unions and many others. PSI is expected to handle different situations like, peaceful protesters
on sit-in, violent protesters, terrorists, ongoing crime situations within the framework of law
even at huge personal risk to life. Often these decisions are expected to be spontaneous and
taken on the spot. This contrasts with any other job in the Government, which involves
informed decision making and on many occasions allows the decision maker time to brainstorm
and consult with peers and superior officers. However, the PSI as a decision maker, often
cannot afford this luxury. PSI is required to be on call round the clock. PSI is also expected to
be the leader of the staff under his/her command and don many roles including the authority to
order firing in the absence of the magistrate. PSI is thus an important decision maker in the
24
criminal justice system, conferred with extensive powers under the Cr. P. C including the
discretion to use force.
2.46 Recruitment, Qualification and Anomalous Pay

Recruitment qualification of PSI is a graduate degree and is introduced into departmental
functions after a rigorous and wide-ranging training program. The PSI is placed at Pay Scale
11 (20000- 36300). This grade in the Police Department is achieved after three promotions and
is the fourth level after PC, HC and ASI. However, in every other major department of the
government, the fourth position on promotion is always higher than the PSI. For example, in
Revenue Department, the level on fourth promotion is Tahsildar Grade-II and in General
Administration it is Assistant Administrative Officer. They are placed in Pay Scale 13, i.e.,
22800-43200. Here too, the PSI Pay Scale is relegated when compared with counterparts in
other departments.
Table-8
Officials Who Have Higher Pay Scale than PSI (On Promotion/DR)

Department Cadre
Horticulture Asst. Horticulture Officer
Second Promotion / 5 Years
Asst. Agricultural Officer
Direct Recruitment / Agri.
21600-40050
Agriculture (Agri. Engineering &

Graduation
Water Mgmt.)
Sericulture Extension Direct Recruitment / Graduation /
Sericulture
officer 3rd Promotion / 5 Years
State Accounts Dept. Accounts Superintendent 3rd Promotion / 5 Years
Asst. Director of Fisheries Direct Recruitment / 3rd Promotion/
Fisheries
(Grade-II) 3 Years
1st Promotion from Sub-Treasury
Treasuries Asst. Treasury Officer
Officer
Direct Recruitment / 3rd
22800-43200
Commercial Tax Commercial Tax Officer

Promotion/5 Years
Direct Recruitment / 2nd Promotion
Social Welfare Asst. Director Grade II
/ 5 Years
Revenue Tahsildar Grade II 2nd Promotion / 5 Years
Head Master of
Public Instruction 2nd Promotion / 10-12 Years
Government High School
25
2.47 The Pay Scale of PSI (20000-36300) is generally assigned to desk-oriented office staff of
the level of Office Superintendent and not to executive or field officers. Comparison with other
Departments with similar job profiles as the PSI show that majority of them are placed at a
higher scale, at 21600-40500. In Zilla Panchayat, a Panchayat Development Officer gets
inducted through Direct Recruitment with graduation as basic qualification. The PDO’s
jurisdiction is only a Panchayat and the Pay Scale is equivalent to a PSI. However, PDO gets
promoted as Asst. Director (NREGA) rank with a Pay Scale jump to 22800-43200.
2.48 The present placement of the Police Sub Inspector is anomalous in terms of the aptitude,
jurisdiction, and relevance of the work done. The PSI is both relegated at initial stage and
achieves only a one-step hike in Pay Scale when promoted to the next rank. This is not the case
in other officer-level promotions in Government of Karnataka Pay Scales. Hence, this
committee is of the opinion that, the Police Sub Inspector scale should be moved to Pay Scale
14 that is, 22800- 43200, on the same lines as applied to most other public servants in
Government of Karnataka on fourth promotion.
Police Inspector
2.49 Duty Profile
Police Inspector (PI) is first in the line of supervisory officers of the police department. Along
with the Tahsildar the Police Inspectors is the face of government in their jurisdictions. Police
Inspector is either in charge of a Police Circle comprising 2-5 Police Stations or is in-charge of
large Urban Police Stations in major cities like Bangalore. Police Inspector conducts
investigation of heinous offences and also supervise police station level investigation.
2.50 Qualifications, Experience and Jurisdiction

Police Inspector has a graduate degree, a rigorous training background, and at least ten years
experience in the Police Department, as Police Sub Inspector. In rural areas, jurisdiction of the
Police Inspector is almost equivalent in size or demographic coverage to a Taluk.
2.51 Anomalous Placement on Promotion

A Police Inspector presently on promotion is elevated by just one Pay Scale from the level of
PSI, a trend not seen in most promotional progressions of the public servants in Government
of Karnataka. For example, fourth level hierarchy in Revenue Department is Tahsildar Grade-
II at Pay Scale 13 and on promotion moves as Tahsildar Grade-I to Pay Scale 16. Similarly, an
26
AAO too moves from Pay Scale 13 to Pay Scale 16, on promotion as Administrative Officer.
However, the Police Sub Inspector who is already at a discriminatory Pay Scale of 11 as
discussed elsewhere in the report, moves just by one scale to Pay Scale 12, when promoted to
the rank of Police Inspector.
Table-9
Officials who have Higher Pay Scale than PI (On Promotion)

Department Cadre
Direct Recruitment /
Revenue Tahasildar– I
Graduation / 4th Promotion
General Administration Administrative Officer 4th Promotion / 5 Years
Direct Recruitment / Graduation
RDPR Executive Officer
/ 2nd Promotion from PDO
28100- 50100
Asst. Director/ Dist Direct Recruitment / Graduation

Backward Classes Dept.
Officer / 3rd Promotion / 5 Years
Direct Recruitment / Master in
Fisheries Sr. Asst. Director Fishery Science / 3rd Promotion /
3 Years
Child Development Direct Recruitment / Master’s
Women & Child Devp.
Project Officers Degree / 3rd Promotion / 5 Years
Direct Recruitment / Graduation
Commercial Tax Asst. Commissioner
/ 3rd Promotion / 5 Years
2.52 The Pay Scale given to the PI does not match even the scale of the Assistant Director or
any other equivalent officer in other Departments who are placed at 22800-43200 leave alone
the fifth level of positions in any other departments particularly Revenue Department. This in
turn places him/her lower than most executive officers in other departments who have similar
profiles or jurisdiction as the PI.
2.53 In Telangana the Police Inspector is placed at Pay Scale 19 and achieves a two level Pay
Scale elevation when promoted from PSI. In Kerala, the PI is placed at Pay Scale 16, a jump
of three Pay Scales from PSI. In both states the Police Inspector is equivalent to Tahsildar, i.e.,
equivalent to Tahsildar Grade-I of Government of Karnataka. In Karnataka, however, the
Police Inspector achieves only one Pay Scale elevation on promotion from the rank of PSI.
2.54 Thus the present Pay Scale of Police Inspector is discriminatory and places the officer in
a disadvantageous position compared to other officers with similar jurisdiction and work
profiles. The legacy of anomalies is carried forward as their next Pay Scale is determined by
27
the original scale. The overall effect of this historically recurring placement has led to lowering
of self-esteem among police officials. Therefore, the Committee strongly recommends a four
Pay Scale elevation for the Police Inspector so as to equate this position with all other
promotional positions in major Departments that is an elevation from the present 21600-40050
to 28100-50100.
Deputy Superintendent of Police

2.55 Jurisdiction
Deputy Superintendent of Police (DSP) is a senior supervisory officer whose jurisdiction
extends to sub-division in Civil Police and is in-charge of about 300-400 personnel in Armed
Police. The supervisory and executive duties of DSP are equivalent in scope and relevance to
that of the Assistant Commissioner (AC) in the Revenue Department.
2.56 Recruitment and Relative Position

Deputy Superintendent of Police is recruited by the KPSC and is eligible to be inducted into
IPS like his/her counterparts in Revenue Department, the Assistant Commissioners who get
inducted into IAS. However, the Pay Scale and relative status of the Deputy Superintendent of
Police is kept anomalously low when compared with the Assistant Commissioner. The officers
recruited as PSI reach the rank of DSP after 18-25 years of service in the Police Department.
2.57 Duty profile

Lawmakers have reposed high faith in this rank of officers and invested them with original
investigative powers in offences under important Acts like Prevention of Corruption Act,
SC/ST (Atrocities) Act, NDPS Act, Unlawful Activities Prevention Act etc. The DSP is
entrusted with supervision, inspection and other important supervisory functions and is an
important link between the senior police leadership and field level officers. Majority of
sensitive enquiries and investigations are entrusted to the DSP both by the Police Department
and the Higher Judiciary. The DSP also is the nodal point for interdepartmental coordination.
2.58 The comparative table of Pay Scales in Government of Karnataka shows that DSP is
placed on par with Tahsildar Grade I of Revenue Department, Senior Asst. Director Grade I
of Social Welfare, Executive Officer of Taluka Panchayat in RDPR, Asst. Commissioner of
Commercial Tax, Principal in Public Instructions Department and Administrative Officer in
Ministerial cadre.
28
Table-10
Officials who have higher Pay Scale than DSP (On Promotion/DR)

Department Cadre

Revenue Asst. Commissioner
30400- First Promotion
51300
Irrigation Administrative Officer 3rd Promotion / Graduation
2.59 The table above shows the discrepancy in Pay Scale and relative position of the DSP when
compared with their Revenue Department counterparts in Karnataka. This becomes more
glaring when compared with the Pay Scales of the Assistant Commissioners and Deputy
Superintendents of Police in states like, Maharashtra, Kerala and Telangana. In the states of
Maharashtra, Andhra Pradesh, Telangana and Kerala, the DSP rank officers and the Assistant
Commissioners of Revenue Department are placed in the same Pay Scale. The position of DSP
vis-à-vis officers of equivalent jurisdiction in other departments has implications for the
discharge of important legal responsibilities vested with this office.
2.60 According to the principles of public service, pay, status commensurate with work profile
and equivalence with peers in other departments are necessary conditions for motivation. It is
important to invest an important officer like the DSP who handles sensitive work in the
government with due legal status and necessary ingredients for motivation. The Committee
therefore recommends that the DSP should be elevated to the Pay Scale of 30400-51300 from
the present 28100 -50100.
Superintendent of Police (Non IPS)

2.61 Superintendent of Police (Non-IPS) functions as Additional SP of districts, DCP in various
city zones and CAR, Superintendent of Police in Lokayukta and ACB, Commandant of
Battalions and also heads many other special units and wings within the Police department.
There are about 150 such important leadership positions in the Police Department that are
assigned to SP (Non IPS).
2.62 Superintendents of Police have district-level jurisdictions or are in-charge of battalions in

armed police. In districts, in the absence of the Superintendent of Police of the District, they
29
perform the duties of the SP. But their Pay Scale is pegged at a lower Pay Scale level of 36300-
53850. The following table shows the anomalous placement of the Superintendent of Police
(Non IPS).
Table-11
Officials who have higher Pay Scale than SP (On Promotion)
a.
b.
c.
d.
Pay
Department Cadre Promotion Stage / Period
Scale
2nd Promotion from Lecturer

Public Instructions Principal CTE
CTE
First Promotion from Asst.

Asst. Commissioner
Revenue Commissioner / 2nd
Selection Grade
Promotion from Tahsildar-I
40050-56550
2nd Promotion from Asst.

Commercial Tax Joint Commissioner
Commissioner
First Promotion from

RDPR Dy. Secy, Zilla Panchayat
Executive Officer / 5 Years

Backward Classes Joint Director
Director / 5 Years

Agriculture Joint Director
Director / 3 Years
2.63 SP (Non IPS) is equated with Deputy Collector Senior Grade / Additional Joint Collector
in Telangana and in Kerala the SP is placed one Pay Scale level higher than Deputy Collector.
In Telangana on promotion from DSP, the SP gains an elevation of five Pay Scale levels from
Pay Scale level 19 to 24. Similarly in Kerala the gain is five levels form Pay Scale level 22 to
level 27. In Karnataka however the gain is only three Pay Scale levels from Pay Scale level 16
to 19, but two levels lower than the Assistant Commissioner Selection Grade. There is an
adverse equation with other departments and promotional gain pattern for SP in Karnataka.
2.64 Superintendent of Police (Non-IPS) is an important police leadership position. It is

necessary to invest this position with due occupational dignity and pay commensurate with its
role and jurisdiction. SP (Non-IPS) is an important grooming point for directly recruited DSPs
to assume senior police leadership positions. It is therefore necessary to elevate the Pay Scales
of Superintendents of Police (Non IPS) by two Pay Scales to 40050-56550.
30
Important Findings
2.65 The above analyses point to specific anomalies in the pay and status of police personnel
from Police Constable to Superintendent of Police:
a. The Pay Scales of Police Constable, Head Constable, Assistant Sub Inspector and
Police Sub Inspector are relegated at entry and promotion points leading to an overall
compression of the field-level functionaries of the Police Department in lower echelons
of the pay and status hierarchy.
b. This relegation is discriminatory because there is a marked difference between the way
equivalent posts in other Departments are placed at entry and promotion and the way
police positions are placed and elevated.
c. The Pay Scales of Police Inspector, Deputy Superintendent of Police and
Superintendent of Police (Non-IPS) are not commensurate with their responsibilities,
qualifications and public roles. The need for parity has been recognized in States like
Kerala, Maharashtra, Telangana and Andhra Pradesh as the pay scales of these police
officers have been equated with other department officers with similar responsibilities.
d. There are marked differences between the pay parity situation in Karnataka and other
neighboring states as can be seen in Table-2, Figures-3 and 4 and Annexures-9 and 10.
Recommendations of the Committee

2.66 Apart from this analysis, the Committee went through the demands made by the Police
Association of Karnataka. An important demand was pay parity for police with similarly placed
personnel in other Departments. Therefore, to restore the status of police personnel at a level
that reflects their work profile, achieve parity with other public service personnel, and meet the
substantive compensation requirements of police personnel the Committee recommends the
following:
a. Revision of the Pay Scale of the Follower ranks, the lowest rung of the Police
Department to a higher level keeping in mind the difficult nature of work and the
complete lack of promotional avenues, except one promotion for a small percentage of
the total strength.
31
Table-12
Recommendation of Pay Scale Elevation (Followers)
Sl. Existing Recommended

Rank Remarks
No. scale scale
Recognizing the importance of

1 Follower 10400-16400 11000-19000 follower duties for the upkeep of
Police force.
Recognizing the importance of

2 Jamedar Follower 11600-21000 12500-24000 follower duties for the upkeep of
Police force.
b. The Pay Scale of Police Constable to be elevated by one Pay Scale, as recognition of
the difficult nature of work. The Pay Scales of Head Constable, Assistant Sub Inspector
and Police Sub Inspector need to be revised in conformity with the parameters of
promotion set forth by the Pay Committee of the Government of Karnataka, and
equivalence given in neighboring states. The recommended Pay Scales would by and
large correct the anomaly in status vis-à-vis the officials of equivalent rank in other
departments and also assure a fair career progression path for the Constabulary.
Table-13
Recommendation of Pay Scale Elevation (PC to ASI)

Rank Remarks
No. Scale Scale
Recognizing the difficulty and

significance of work and to attract
1 Police Constable 11600-21000 12500-24000
and retain qualified and motivated
personnel in Karnataka police.
The first promotion parameters of

2 Head Constable 12500-24000 14550-26700
the Pay Committee of Karnataka
The second promotion parameters

3 A.S.I. 14550-26700 20000-36300
of the Pay Committee of Karnataka
The third promotion parameters

Police Sub and direct recruitment placement
4 20000-36300 22800-43200
Inspector of equivalent officials by the Pay
Committee of Karnataka
32
c. The Pay Scale of Police Inspector, Deputy Superintendent of Police, and
Superintendent of Police (Non IPS) should be on par with officials with similar
jurisdictions and work profiles. A number of states in India have recognized this need
for parity for police officials as they progress in their career path. The Committee
therefore recommends increase in the Pay Scales of PI, DSP and SP to be on par with
their counterparts in other Departments.
Table-14
Recommendation of Pay Scale Elevation (PSI to SP)

Rank Scale Remarks
No. scale
Equivalent to Tahsildar Grade-I, as

1 Police Inspector 21600-40050 28100-50100 in States of Kerala, Telangana &
AP.
Deputy Equivalent to Assistant

2 Superintendent of 28100-50100 30400-51300 Commissioner, as in States of
Police Kerala, Telangana and Maharashtra
Equivalent to Addl. Dy.

Superintendent of Commissioner, as in States of
3 36300-53850 40050-56550
Police Kerala, Telangana and
Maharashtra.
33
Allowances for Police Personnel Chapter 3
Introduction
3.1 The distinctive institutional arrangement, contingent work conditions, and the extreme
human capital expenditure of police should be addressed through a specially designed system
of allowances. This Committee studied the system of allowances in different states and
compared it with the prevalent system of allowances for police personnel in Karnataka (See
Annexure-14).
3.2 The Committee also addressed the need to develop a proper framework to streamline the
system of allowances for police personnel. The three broad categories of risk, hardship and
exertion were framed to align the different types of existing allowances and recommend new
ones. The allowances given to Karnataka police personnel compensated for conventional risks,
provided incentives for special tasks and reimbursed only few of the hardships of police work.
The revised system of allowances will address non-conventional risks, unrecognized hardships
and the extreme stress caused by police work.
Comparison of Allowances in Different States

3.3 The analysis of allowances given to police personnel in different states brought out some
important differences with Karnataka. The eleven states selected for comparison had a few
common allowances and others which were designed to meet the special needs of police
personnel. As there was no uniformity in the way the special contingencies of the police were
addressed by Governments in these states, the Committee used the allowances reflected in the
monthly pay of the police personnel and standard police allowances like uniform allowance
and risk allowance as the basis for comparison. In this analysis Karnataka ranked tenth overall
in the sum of general allowances given to police personnel.
3.4 Following is a summary of the comparison between the allowances in Karnataka and select
other states:
a. In terms of base allowances given to all police personnel irrespective of unit affiliation
or individual achievement, Karnataka has sanctioned Uniform Maintenance Allowance
at the rate of ₹100 per month. Uniform Maintenance Allowance is a staple in all state
police departments. Most other states in India have sanctioned Uniform Maintenance
34
Allowance / Washing / Kit Maintenance Allowance at a monthly rate ranging from ₹100
to ₹300.
b. In terms of allowances given to special units Karnataka has 32 such units entitled for
special allowances. The amount ranges from ₹100 to ₹8000 for various levels of the
police department. Telangana and Andhra Pradesh police provide 50% of basic pay as
special allowance for some of their specialized armed units, which works out to a
monthly allowance of ₹8,200 to 28,500.
c. The Government of Karnataka has also sanctioned, weekly-off compensation, additional

salary for extra work done by the police personnel during holidays, and free ration to
police families. These allowances are prevalent in most states in India but the standards
and methods of disbursement are different.
d. There are a number of other allowances like, Risk Allowance, Transport or Conveyance
allowance, Hard Duty allowance and Special Police allowance in states like Tamil Nadu,
Delhi, Rajasthan, Kerala and Telangana that could be introduced as part of a long term
plan of additional compensation for Police personnel in Karnataka.
Determination of Allowances
3.5 Allowances are wage supplements that cater to ongoing contingencies of the employees
and special needs of the organization or sub-specializations within it. The system of allowances
recognizes and compensates for the distinctive role and functions of the police in society. The
broad principles that cover the determination of pay can be extended to the determination of
allowances and require specific rationale for supplementary compensation.
Distinctive Challenges of Police Work

3.6 The distinctive challenges of police work arise from the need to reconcile enforcement,
protection and other non-deferrable functions. The Committee has framed the distinctive
challenges of police work in terms of three additional demands made on individual personnel.
These are:
a. Risk involved in Police work: Conventional and Non-Conventional
b. Hardship involved in Police work: Mobility and Multi-tasking
c. Exertion involved in Police work: Physical and Psychological Stress
35
3.7 The police organization has to retain a constant and high level of readiness to face these
challenges and perform a growing number of tasks. Additionally, due to a constant engagement
with the local social context and the possibility of increased hostility from some individuals,
groups or interests these challenges often result in a spiraling effect on the individual personnel.
Therefore, there is need for a constant up-gradation and review of the system of allowances for
policemen.
3.8 The Committee has:

a. Developed a preliminary framework for assessment of the three main challenges of
police work;
b. Identified a substantive allowance to compensate for the risks, hardships and exertions
of police personnel;
c. Determined the quantum of allowance based on a prevalent principle or practice of the
Government; and
d. Streamlined the existing system of allowances with the new allowances recommended.
Risk Allowance
3.9 Risk is a staple in all forms of public work. In the case of the police it is more so because
of the following reasons:
a. Police perform tough law enforcement tasks which involve hostile interactions with the
most dangerous elements of society;
b. Police protect the most important and threatened individuals and installations in society;
c. Police are the first responders and last resort in most natural and man-made
contingencies.
3.10 All these functions entail risks that extend beyond the normal contingencies of public
work. It is also important to recognize that there are a variety of passive or non-conventional
risks in police work. A Police officer doing regular enforcement work faces many long term
psychological harms, malignant recoils and passive predations in the course of work. Guarding
a dead body in most unhygienic and isolated place, guarding the prisoners in hospitals, entering
the hazardous industry during law and order problems or any disaster, protecting the celebrities
as well as highly threatened criminals are some of the other risky duties that they have to
perform. In case of traffic police, exposure to a high risk pollution, and rude behaviour of
commuters, sometimes resulting in physical attack are some of the professional risks. Many
36
times the policemen who go for raids or searches or other operations face serious and false
allegations causing mental turmoil and a blot on their career. On many occasions, without any
fault on their part, they have to fight a long and strenuous legal battle to come out of these
tangles unblemished. Such legal battles are hardly supported by the Government or the Police
Department. These risks cause mental hardship apart from financial liability to the police. The
police face risks not only to their life but also to their reputation, self-respect, family life, mental
and physical health etc., which cannot be quantified.
3.11 Rationale
The 6th Pay Committee of Karnataka State, in its report dated 12th March, 2012 has defined the
officials who deserve sanction of risk allowance (P. 69 para 8.2.3)
“8.2.3 The Committee has examined the rationale for payment of Risk Allowance/Special
Allowance. In the considered opinion of the Committee the cases which deserve sanction of
Risk Allowance/Special Allowance are the posts requiring discharge of duties.
(i) Which are specially arduous
(ii) Warranting putting in of long hours of work both before and after office hours
(iii) In unhealthy and unhygienic condition
(iv) Involving handling of hazardous substances
(v) Involving exposure to toxic materials and radiation
(vi) Involving risk and threat to life and great hardship
(vii) Dealing with patients / animals with contagious diseases.”
The duties of police personnel fall well within the parameters defined by the Official Pay
Committee-2012.
3.12 Existing Allowances and Allowances in other states

Government of Karnataka has sanctioned allowances to about 32 special police units to
compensate either for risks or as an incentive for their work. Anti Naxal Force and Commando
Training Center are provided Special allowances to countervail specific risks from armed
enemies. The Lokayukta investigating officers are sanctioned allowances between ₹4800 and
₹1800. However these allowance cover less than 10% of the total strength of Karnataka Police
and importantly excludes all field level Civil and Armed Police personnel. Tamil Nadu
Government has sanctioned Risk Allowance of ₹400 per month for personnel from Constable
to Inspector and ₹450 per month for DSP and above. Kerala Government has sanctioned Police
Special Allowance ranging from ₹220 to 350 per month for its police personnel. Most other
37
states have such allowances for designated special units. All these allowances, which are
designated as special allowances address conventional risks and work done in special units.
There is need for a general allowance to address the embedded risks in all police work and also
cover regular Civil and Armed Police work under the ambit of this allowance.
3.13 Criteria
On recommendation of Official Pay Committee-2011, Government has passed an Order No.
FD 12 SRP 2012 dated 14th June, 2012, wherein the staff engaged in field investigation in
Lokayukta are given a special allowance as below:
Table-15
Special Allowances in Lokayukta
Sl.No. Rank Allowance
1 Police Constable ₹1700
2 Head Constable ₹2000
3 Police Sub-Inspector ₹3000
4 Police Inspector ₹3300
5 DSP ₹4200
6 S.P. (Non-IPS) ₹4800
Similarly, the police personnel posted in connection with the security of Vidhana Soudha and
Vikasa Soudha have been sanctioned a special allowance as below:
Table-16
Special Allowances in Vidhana Soudha & Vikasa Soudha
Sl.No. Rank Allowance
1 Police Constable ₹650
2 Head Constable ₹800
3 Police Sub-Inspector ₹1150
4 Police Inspector ₹1250
The Committee used these two allocations as benchmarks to determine the quantum of risk
allowance to all police personnel for all types of risks they face in police work.
38
3.14 Recommendation
The work of all police personnel involves the risks listed by the 6th Pay Committee of the State
Government. The Committee arrived at a scaled determination for Risk Allowance for all
police personnel by taking the average amount sanctioned for Lokayuktha police and Vidhana
Soudha Security. The following amounts may be sanctioned as risk allowance to all police
personnel:
1) PC to PSI Rank - ₹1500 per month

2) PI to SP (Non-IPS) - ₹2000 per month
This amount should be in addition to the allowances sanctioned to special police units in the
State.
Police Hardship and Sanction of Conveyance Allowance

3.15 Police work entails intense physical and mental hardship as the personnel are required to
alternate between enforcement and protection functions and to constantly combine them in the
face of multiple forms of resistance in a vast physical and demographic space.
3.16 Police personnel face a severe lag between the resources available to fulfill work
expectations and the growing profile of tasks they entail. This source of hardship is particularly
acute to personnel with field duties who undertake the bulk of the police work and have to draw
a balance between:
a. Increasing mobility demands in the course of police work
b. Frequent alternations of role in regular police work
c. The increasing number of tasks within each police role or function
The Committee chose the hardship associated with increased mobility requirements in police
work and the lag in resources to fulfil them to determine the sanction of conveyance allowance
to police personnel.
3.17 Rationale
Police personnel from the rank of Constable to Assistant Sub Inspector have not been provided
with two wheelers/four wheelers in the Police Department. Most often they have to commute
from their place of residence to the place of work at odd hours and in emergent situations. Due
to the urgency of work it is often not possible to use public transport. Many a time they use
their own two wheelers to commute even for official work like beat duty, visit to the scene of
39
offence, service of notice, summons, warrants etc., (within the town or nearby place). The field
police personnel have to reach the place of work at odd hours without postponement and delay
and in these circumstances availability of public transport is very rare.
3.18 Existing Allowances and Allowances in other states

The Government of Karnataka pays travel expenses at standard rates to police personnel for
travel outside their work headquarters. Police personnel of and above the rank of PSI are
provided official vehicles to conduct their work within their jurisdictions. Presently, police
personnel from PC to ASI perform their official duties within their work jurisdictions, without
any official facility or compensation. Transport Allowance is provided to police personnel in
Delhi at the rate of ₹1350 to Police Constables and ₹3600 for HC and above. The present
system of allowances in this category is insufficient and does not cover one of the most acute
forms of hardship faced by police personnel at the field level. Therefore there is need for a
comprehensive Conveyance allowance.
3.19 Criteria
Police personnel on field duty in the districts travel a distance of 20 kms. per day (600 kms.
per month) on an average and in city areas 25 kms. per day (750 kms. per month). Thus, an
average consumption of petrol per month is about 19 ltrs. in city area and 15 ltrs. in district
area. Taking a standard rate of consumption as 40 kms. per ltr. for a 2 wheeler, it can be fairly
concluded that the police personnel from the level of Police Constable to ASI spend about
₹1300 to ₹1400 per month in a city and ₹1050 to ₹1100 per month elsewhere. This figure is
calculated by assuming average rate of petrol at ₹70/ltr. In Bangalore, the monthly pass of
BMTC buses costs ₹1050 and KSRTC bus pass rate ranges from ₹900 to ₹1,600 for a city bus
or mofussil service in other parts of the Karnataka state. Hence, the committee calculated the
average of rough actual expenses on monthly fuel and the bus pass rates to determine the
quantum of Conveyance allowance.
3.20 Recommendation
The Committee recommends that conveyance allowance be extended to police personnel from
the rank of Police Constable to Asst. Sub-inspector, including Followers and Jamedar
Followers at the rate of ₹1200 per month.
40
Exertion and its Compensation through Fatigue Allowances
3.21 Human capital is the sum of aptitudes, skills and motivational ingredients of work. The
social context and the organizational conditions of most types of public work facilitate and
conserve their human capital. On the other hand, the peculiar contingencies of policing and the
intensity of tasks it entails, results in depletion of the human capital necessary for police work.
Work stress is an important reason for this degradation of human resources within police
organizations.
3.22 The important ingredients that catalyze the skills and aptitudes of police work are positive
morale, discipline and commitment. Regular police work especially for field functionaries
result in depletion of morale due to:
a. Physical and Psychological stress in regular work
b. Uncertainty of work closure and outcome
c. Inordinate extension of work hours
d. Intense monotony and repetition in routine protection functions.
The committee decided to identify three important types of police work as sources of extreme
exertion and stress to police personnel and determined an appropriate fatigue allowance to
compensate for them.
3.23 Rationale
Prolonged periods of exertion lead to fatigue and stress. Fatigue in police work is the state of
exhaustion of mental and physical energies. It has a cascading effect on police morale leading
to a “police sub culture” of low self-esteem and sense of deprivation. A recent study sponsored
by BPR&D and conducted by Post Graduate Institute of Medical Education and Research, Ram
Manohar Lohia Hospital, New Delhi has concluded that a large number of policemen are
fatigued due to erratic work hours, lack of sleep extended shift duties, sudden onset of
emergency, poor and untimely food etc. The fatigue tends to increase irritability and anxiety,
while diminishing the capacity to make proper decisions and increases the probability of
misconduct. The Committee observed from the following graph that Arogya Bhagya claims of
police personnel have shown an increasing trend over the years which is an adverse fallout of
growing stress within police. The figure below illustrates this trend.
41
Figure-5
Hospitalization Rate of Police Personnel in Karnataka
Percentage of Police Personnel

35
28.92 29.05
30
26.43
23.69
25
20.98 20.28
19.49
Percent Sick
18.62 18.4
20 17.41
15
10
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Year
Source : Police Head Quarters, Bengaluru
3.24 The unique types of duties that represent high incidence of work exertion and fatigue for
policemen are detailed below.
3.25 Night Patrol Duties

Performance of night beat patrolling and other duties during the night hours are inherent in
police work. A formal discussion with officers of Commissionerates and District Units has
revealed that in city areas police personnel perform night duty for 15 days in a month on an
average. Similarly, in semi-urban and urban areas it is 8-10 days in a month. This kind of work
regimen not only deprive them of their family life but also puts enormous burden on their
mental and physical health.
3.26 Guard and Reserve Duties: “Life begins in van and ends in a van”
The District Armed Reserve / City Armed Reserve and Karnataka State Reserve Police
Personnel act as a backup force for the Civil Police and perform miscellaneous duties. Apart
from routine duties, their mandate is to guard the vital installations and important buildings,
disputed and vulnerable places or structures etc. The Armed Police are the ceremonial face of
the Government and discharge a wide range of duties during all important State Functions
42
including Parades, Oath-taking ceremonies and State Funerals. During law and order
situations, striking forces are forced to wait in the police vans for long hours. Apart from this,
they are also deployed for escort of prisoners. Majority of the policemen involved in anti-
naxalite operations and election bandobast duties belong to reserve police. These policemen
have to be away from families for long period and get exposed to different climatic conditions
affecting their mental and physical health. It is popular adage in police that a “life of a reserve
policemen begins in van and ends in the police van”. This kind of hazardous and monotonous
performance of duty in adverse conditions leads to fatigue.
3.27 Traffic Duty

Traffic Duty involves long presence in physically harmful conditions. Police personnel posted
in traffic duty have to bear the brunt of environmental pollution and work for long periods
amidst tremendous adversity. Often due to exigencies, like congestion, VIP movement,
flooding, accidents etc., they are forced to extend their duty hours. Traffic police duties thus
cause extreme physical and psychological fatigue.
3.28 Existing Allowances in Karnataka and Allowances in other States

The Government of Karnataka has provided for feeding expenses incurred by the police
department at the rate of ₹100 per day for specified duties when the personnel are not allowed
to leave their work location due to contingencies. The Government also compensates for police
work during Gazetted Holidays by providing one-month additional salary to Police Constable
and Head Constable and half- month salary to ASI and PSI. These allowances provide for
basic necessities and compensation for extra work turned out by police personnel. The
Government of Rajasthan has sanctioned a Hard Duty Allowance to all police personnel at
12.5% of their basic salary. Telangana Government has sanctioned 30% of basic pay to police
personnel engaged in Traffic duties. There is need for a comprehensive allowance to
compensate for work stress and fatigue in Karnataka Police.
3.29 Criteria
For the determination of Fatigue Allowance the Committee used the standard rate of expenses
incurred by police personnel during regular duty, as calculated by the Ministry of Home
Affairs, Government of India. MHA has fixed ₹95.52 as the average daily expense incurred by
police personnel in its order dated 17 April 2015. The daily expense rate is the most feasible
criteria to compensate for additional work stress and fatigue.
43
3.30 The duty profiles of Traffic, Civil and Armed Police personnel involve different levels of
exertion and stress. An important aspect of Armed Police duties is the sheer monotony of work
and uncertainty of work locations. These personnel have to stay away from home for long
periods in difficult conditions, and cope with frequent changes in climate, food and water. They
do not get proper accommodation due to contingencies of the work situation. The Committee
therefore determined separate rates for compensation of fatigue associated with civil and traffic
police work on the one hand and all types of armed and special police work on the other.
3.31 Recommendation
The committee decided that police personnel from Constable to the rank of PI who work in
traffic and civil police stations should be sanctioned fatigue allowance at the standard rate
for 10 days of a month. Armed Police personnel from Follower to SP should be sanctioned
fatigue allowance at standard rate for 25 days of a month.
The committee therefore recommends a monthly fatigue allowance at the following rates:
1) All Armed Police Personnel including KSISF, Finger Print Bureau and Wireless
Follower to SP - ₹2500 per month
2) Traffic and Civil Police Personnel
Police Constable to PI - ₹1000 per month
Other Allowances
3.32 Enhancement of Uniform Maintenance Allowance
At present the Policemen of all ranks are paid ₹100 per month as allowance for maintaining
uniform. This has been sanctioned as per the recommendation of the 6th Pay Committee. There
has been a strong demand from the Police Association and also other Police personnel to
enhance the Uniform Maintenance Allowance due to inflation and other factors.
3.33 The Committee made the following rough estimations of the regular renewal and
maintenance expenses of police uniform:
a. Police personnel are required to wear uniform for 25 days a month on average
b. Wear and tear due to use in adverse physical conditions forces change in uniform at
least once in six months
c. Washing and ironing the uniform involves a daily expenditure of ₹20 at prevailing
market rates.
44
3.34 Therefore, the Committee recommends that the Uniform Maintenance Allowance of
Followers and Police personnel of all ranks excluding IPS officers be enhanced from ₹100 per
month to ₹500 per month.
3.35 Sanction of Fitness Allowance

Police work requires maintenance of good health and an optimal fitness level. The extreme
conditions of police work have adverse effects on police health and fitness. It is therefore
necessary to incentivize police personnel to maintain high fitness levels. Even the National
Police Commission has observed that the unhealthy physique of police personnel gives a very
unfavorable impression about law enforcement agencies. There are many reasons for police
personnel not being not able to maintain BMI ratio and the Committee did not go into the
details at this stage. In Maharashtra an allowance of ₹250 per month has been sanctioned for
policemen for maintaining BMI ratio.
3.36 Hence, the Committee recommends an incentive allowance of ₹500 for all police
personnel who have Body Mass Index between 18.5 and 24.9. It is recommended that the BMI
ratio should be taken as a standard during the Annual Health checkup of police personnel,
which has been introduced recently by Karnataka Government. This allowance may be
discontinued for the police personnel who do not adhere to the recommended BMI ratio during
the Annual Health Checkup.
45
Police Welfare Measures Chapter 4
Introduction
4.1 All organizations create work contexts that assure an optimal work-life balance for their
personnel. In public organizations the work-life balance is assured through a defined work
schedule, proper work conditions, perks, and grievance redress systems. In police organizations
however the peculiar mixture of functions and the extreme individual risks and hardships they
entail, efface the distinction between work and regular life for its personnel. The concept of 24
–hour duty and on-call availability etc. represent the suspension of this distinction in the course
of police work.
4.2 Another dimension of police work is that, the personal life of police personnel and their
families are scrutinized to an extent that, normal life, renewal, and leisure activities become
difficult, contentious, and prone to distortion. It is important therefore to ensure that police
personnel are covered by a comprehensive welfare net that covers the following:
a. Alternative provision of social infrastructure
b. Provision for contingencies beyond regular pay and allowances
c. Family Care and Advancement
4.3 The Committee has studied the demands made by the Karnataka Police Officers
Association. The most important demands have been addressed in the recommendations on pay
and allowances. Another set of demands relate to the up-gradation of existing work
infrastructure and facilities. The third set of demands concern the provision of welfare
measures. The Committee was not mandated to study and make recommendations on police
work conditions and welfare measures. Therefore, in this part we do not make any specific
recommendations but restrict to a clarification on the role of police welfare and its relation with
the pay and allowances of police personnel. The Committee has listed the general areas that
can be addressed through a police welfare system. This clarification is important to ensure that
the distinct aspects of police work are addressed through the appropriate form of compensation
and support.
46
Life Disruption and Need for a Safety Net
4.4 Police work entails multiple risks, hardships, and exertions which have the following long
term effects on police personnel:
a. Physical problems and health ailments
b. Disruption of personal and family life
c. Economic crises and insecurities.
4.5 These problems require an additional support system that addresses the contingencies and
long term welfare requirements of police personnel. The Committee sees the need for a secure
police welfare system to function as a safety net for all police personnel. The welfare system
provides very crucial assurance to police personnel who work in hostile conditions. The need
for a long term safety net for police personnel is distinct from the issues of pay parity and
compensation of ongoing risks, hardships and exertions through allowances. The safety net
addresses the long term impact of police work and its collateral effects on the dependents of
police personnel. It also helps insulate the police personnel from regular civil-social
dependencies that could compromise their ability to function in a free and fair manner.
Prevalent Measures for Police Welfare

4.6 Karnataka Police have a vibrant tradition of devising progressive measures for police
welfare. The following are some of the important welfare measures institutionalized in
Karnataka Police:
a. Reimbursement of Hospital Services through the Arogya Bhagya Scheme
b. Provision of Police canteen facilities
c. Police Housing
d. Educational support for police children
e. Post –retirement support for police personnel
f. Free ration
Role of Police Welfare

4.7 Police welfare system is not a substitute for equitable pay and a compensatory allowance
structure. It is a support system to ensure that the consequences of police work do not adversely
affect the long term health and welfare of the police personnel and their immediate family
members. The Committee advocates the concept of a welfare safety net for police personnel of
all ranks. This would involve:
47
a. The provision of family support services for police personnel
b. The provision of an alternative source of social infrastructure for police personnel
c. The provision of leisure and rehabilitation services for police personnel
4.8 The Committee also advocates for a periodic review and expansion of the police welfare
system to address the growing needs of police personnel and their families working in a fast-
changing society. It is important to distinguish between the regular work compensation and the
provision of welfare services. The rationale for each form of compensation and support are
different and their provisions cannot be interchanged or substituted. The following table
illustrates the role of each form of compensation in the police system:
Table-17
Role and Value of Different Types of Compensation
Compensation Role Value
Basic public work compensation for

Pay Horizontal equity
individual personnel
Compensation for distinctive institutional Institutional

Allowance
demands on individual personnel Sustenance
Support against long term consequences,

Family Support and
Welfare System collateral damages, and safety against social
Insulation
recoil.
4.9 The committee was not mandated to study the welfare measures for police personnel and
therefore no recommendations are made. However, the committee strongly advocates the
continuation of present welfare measures instituted by Karnataka Police on a dynamic basis
to fulfill the changing needs of Police personnel.
48
Executive Summary
5.1 The Mandate

The Committee was mandated to look into the compensation structure of Karnataka police in
a holistic manner and devise recommendations regarding enhancement of salary and
allowances by comparing the salaries of police personnel in Karnataka with that of their
counterparts in other states and with that of similarly placed officials in other departments of
the Government of Karnataka.
5.2 The Approach

The Committee compiled data from different Departments in Karnataka, from Police
Departments in 10 other similarly placed states, and general data on Police organizations in
India. The Committee also analysed the reports of past Pay Commissions/Committees at the
Central and State levels. After data compilation, analysis and consultation with stakeholders,
the Committee arrived at specific recommendations for enhancement of Pay Scales and
sanction of allowances for police personnel in Karnataka. The committee also devised a general
framework to align the distinctive dimensions of police work with specific forms of
compensation and support.
5.3 Pay Scales

The Committee has made the following recommendations for enhancement of Pay Scales for
police personnel in Karnataka:
Table- 18
Recommended Changes in Pay Scales
Sl.
Rank Existing scale Recommended scale
No.
1 Follower 10400-16400 11000-19000
2 Jamedar Follower 11600-21000 12500-24000
3 Police Constable 11600-21000 12500-24000
4 Head Constable 12500-24000 14550-26700
5 Asst. Sub Inspector 14550-26700 20000-36300
6 Police Sub Inspector 20000-36300 22800-43200
7 Police Inspector 21600-40050 28100-50100
8 Dy. Supdt. of Police 28100- 50100 30400-51300
9 Superintendent of Police 36300-53850 40050-56550
49
5.4 Allowances
The Committee recommends four new Allowances and the enhancement of one existing
allowance:
Table-19
Recommended Allowances
Rate
Sl Armed Civil/Traffic
Detail Follower/
No.
J.Follower PC/HC/ PC/HC/
PI/DSP/SP PI/DSP/SP
ASI/PSI ASI/PSI
1. Risk Allowance - ₹1500 ₹2000 ₹1500 ₹2000
Conveyance
2. ₹1200 ₹1200 - ₹1200 -
Allowance
Fatigue
3. ₹2500 ₹2500 ₹2500 ₹1000 ₹1000 (PI)
Allowance
Uniform
4. Allowance ₹500 ₹500 ₹500 ₹500 ₹500
Enhancement
5. Fitness allowance - ₹500 ₹500 ₹500 ₹500
5.5 General Implications

Implementation of these recommendations will address some very important problems faced
by police personnel in Karnataka.
a. The elevation of Pay Scales at entry for Police Constables and Sub Inspectors will
address the problem of dis-satisfaction in Karnataka Police, help sustain high morale of
Police personnel and stem the increasing trend of attrition.
b. The elevation of Pay Scales at promotion for Head Constable, ASI PI, DSP and SP will
provide a fair career progression path and equivalence with similarly placed personnel
in other Departments and police personnel in other states.
c. The sanction of risk, hardship and fatigue allowances will compensate the
unconventional risks, unrecognized hardships and stress faced by police in the
discharge of their duties.
d. The overall profile of pay positions at entry and career progression paths for police
personnel will be fair and equitable.
5.6 The implementation of these recommendations will change the pay and status profile of
Karnataka Police Personnel. The following table provides an illustration of the proposed
changes.
50
Table-20
Overview of Proposed Changes in Pay Scales of Karnataka Police
Present Rank & Scale Proposed Rank & Scale
25 56550-79800 56550-79800
24 52500-73000 52500-73000
23 48900-63600 48900-63600
22 44250-60600 44250-60600
21 40050-56550 SP 40050-56550
20 38100-55200 38100-55200
19 SP 36300-53850 36300-53850
18 32800-52500 32800-52500
17 30400-51300 DSP 30400-51300
16 DSP 28100-50100 PI 28100-50100
15 26000-47700 26000-47700
14 24000-45300 24000-45300
13 22800-43200 PSI 22800-43200
12 PI 21600-40050 21600-40050
11 PSI 20000-36300 ASI 20000-36300
10 19000-34500 19000-34500
9 17650-32000 17650-32000
8 16000-29600 16000-29600
7 ASI 14550-26700 HC 14550-26700
6 13600-26000 13600-26000
5 HC 12500-24000 PC & J.Follower 12500-24000
4 PC & J.Follower 11600-21000 11600-21000
3 11000-19000 Follower 11000-19000
2 Follower 10400-16400 10400-16400
1 9600-14550 9600-14550
51
5.7 Financial Implications
Financial Implications of the Recommendations made in this report are given in the table
below:
Table-21
Financial Expenditure Calculation
Proposed Difference in Sanctioned
Present Proposed Present Amount per
Rank Allowance Pay & Allow. Strength
Pay Pay Allow. month
Civil Armed Civil Armed Civil Armed
Follower 17614 18260 200 - 4100 - 4546 - 1659 75,41,814.00
J.Follower 19606 20750 200 - 4100 - 5044 - 102 5,14,488.00
PC 19606 20750 200 4600 6100 5544 7044 38186 25131 38,87,25,948.00
HC 21100 24153 200 4600 6100 7453 8953 13753 8808 18,13,59,133.00
ASI 24503 33200 200 4600 6100 13097 14597 4253 2148 8,70,55,897.00
SI 33550 37848 200 4600 6100 8698 10198 2863 1153 3,66,60,668.00
PI 36206 46646 200 3900 5400 14140 15640 1217 332 2,24,00,860.00
DSP 46996 50464 100 2900 5400 6268 8768 412 152 39,15,152.00
SP 60608 66483 100 2900 5400 8675 11175 111 53 15,55,200.00
Total 72,97,29,160.00
Per Year 875,67,49,920.00
5.8 The monthly additional expenditure for the Government works out to approximately ₹72.97
Crores (Rupees Seventy Two Crores Ninety Seven Lakhs) and the Annual expenditure to
₹875.67 Crores (Rupees Eight Hundred Seventy Five Crores and Sixty Seven Lakhs). The
annual expenditure from Revised Pay Scales works out to ₹281.42 Crores (Rupees Two
Hundred Eighty One Crores and Forty Two Lakhs) and the annual expenditure from increased
allowances works out to ₹594.24 Crores (Rupees Five Hundred Ninety Four Crores and
Twenty Four Lakhs). The detailed estimates are given in Annexure-15.
5.9 The additional financial expenditure calculation was made in terms of the sanctioned
strength of police. Also, there are allowances like Fatigue allowance and Fitness allowance
which have a qualifying condition but the calculation was made for the total strength. The
actual expenditure may therefore be lower.
52
REFERENCES
 Bureau of Police Research and Development (2015). Data on Police Organizations.
Retrieved from: http://www.bprd.nic.in/content/62_1_DataonPoliceOrganizations.aspx
 Central Pay Commission (2015). Report of the Seventh Central Pay Commission: Govt.
of India
 Government of Karnataka (1977). Notification No. RD 4 ASD 77, Dated: 26.12.1977,

Karnataka Revenue Subordinate Branch Services (Recruitment) Rules, 1977.
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17.02.1978, Karnataka Weights and Measures Service (Recruitment) Rules, 1978.
 Government of Karnataka (1985). Notification No. SWLH SET 83, Dated: 05.08.1985,
Karnataka General Service Scheduled Caste/Scheduled Tribes Welfare Branch
(Recruitment) Rules, 1985.
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Karnataka General Service Scheduled Caste/Scheduled Tribes Welfare Branch
(Recruitment) Rules, 1985.
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Karnataka Commercial Tax Department (Recruitment) Rules, 1990.
 Government of Karnataka (2000). Notification No. DPAR 32 SRE 98, Dated:

01.01.2000, Karnataka Agriculture Services (Recruitment) Rules, 1999.
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18.10.2007, Karnataka Backward Classes Welfare Department Services (Cadre and
Recruitment) (Amendments) Rules, 2007.
 Government of Karnataka (2008). Notification No. AHD 246 HEG 2006, Dated:
02.12.2008, Karnataka State Horticultural Services (Recruitment) Rules, 2008.
 Government of Karnataka (2011). Report of the Eleventh Pay Committee of

Government of Karnataka. Bangalore.
 Government of Karnataka (2011). Notification No.RDP 306 KSS 2005, Dated:

20.01.2011, Karnataka General Service (Development Branch & Local Government
Branch) (Cadre & Recruitment) Rules, 2008.
 Government of Karnataka (2012). Notification No. HFW 167 HSM 2012, Dated:
15.11.2012, Karnataka Medical Department Services (Recruitment) (Amendment)
Rules, 2012.
53
 Government of Karnataka (2012). Notification-I No. AHFF 256 SFE 75, Dated:
12.03.1990, Karnataka General Services Fisheries Branch Cadre and Recruitment
Rules, 1990.
 Government of Karnataka (2012). Notification No .HCD 108 SLA 2014, Dated:

30.06.2016, Karnataka Sericulture Services (Recruitment) (Amendment) Rules, 2016.
 Government of Karnataka (2012). Report of the Official Pay Committee (2011), Dated:
12.03.2012.
 Government of Karnataka (2012). Allowances Related Orders, Government Order No.

FD 12 SRP 2012 (i) to (ix), Dated 14.06.2012.
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04.03.2013, Karnataka Department of Women and Child Development (Cadre &
Recruitment) Rules, 2013.
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the Year 2016-17.
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Department of Public Instruction.
 Government of Karnataka (2015). Karnataka Civil Services (Revised Pay 2012)

(Amendment) Rules 2015.
Retrieved from: http://www.finance.kar.nic.in/gos/fd30srp2013.pdf
 Government of Karnataka (2015). G.O. No. HD 164 POSEE 2015, Dated: 28.07.2015.
 Government of Kerala (2016). Tenth Pay Revision Commission on Revision of Pay and
Allowances, Finance Department G.O.(P) No.7/2016/Fin. Dated 20/01/2016.
 Government of Maharashtra (2009). Finance Department, Maharashtra Civil Services

(Revised Pay) Rules, 2009.
 Government of Telangana (2015). Revised Pay Scales 2015, GO MS.No.25, Finance

(HRM-IV) Department, dated: 18.03.2015.
 Manning, P. K. (October 01, 2009). Policing as self-audited practice. Police Practice

and Research, 10, 451-464.
 National Police Commission (1979). Report of the National Police Commission. New
Delhi: Govt. of India.
54
ANNEXURE-1
55
56
57
58
59
60
61
62
63
64
65
ANNEXURE-2
66
67
ANNEXURE-3
List of States Selected for Comparison
Sl.No. States
1 Kerala
2 Maharastra
3 Tamil Nadu
4 Telangana
5 West Bengal
6 Punjab
7 Rajasthan
8 Uttar Pradesh
9 Andhra Pradesh
10 Delhi
68
ANNEXURE-4
Statistical Table of National Public Sector Employment
a) Statement of Recruitment and Strength of Central Government Agencies (2006-2014)

(in lakhs)
Name of Recruitment Recruitment Recruitment
Sl. As on As on As on
Ministry/ between between between
No. 01.01.2006 01.01.2010 01.01.2014
Department 2006-10 2010-14 2006-14
1 Railways 65288 155917 396260 90629 240343 330972
MHA including
2 102773 242799 465959 140026 223160 363186
Police
3 Defence 38853 62094 102303 23241 40209 63450
4 Posts 21220 29679 52263 8459 22584 31043
5 Revenue 6281 17913 31350 11632 13438 25070
6 IA&AD 781 2417 12297 1636 9880 11516
Urban
7 272 807 3980 535 3173 3708
Development
8 Atomic Energy 3211 6681 9999 3470 3318 6788
9 Health NA NA NA NA NA NA
Total of Major
238679 518307 1074411 279625 556104 835733
Ministries/dept.
10 Others 16886 24197 38917 7314 14721 22031
Grand Total 255565 542504 1113328 286939 570825 857764
Source : Report of Seventh Central Pay Commission, November,2015 (P.26)
b) Statement of Recruitment and Strength of Central Government agencies (2006-2014)

(in lakhs)
Sl. 01.01.2006 01.01.2010 01.01.2014
Ministry/ Department
No. Persons in Persons in Persons in
Sanctioned Sanctioned Sanctioned
position position position
1 Railways 15.97 14.12 15.65 13.71 15.51 13.16
2 MHA incl. CAPF 8.02 7.44 9.29 8.13 10.56 9.8
3 Defence (Civil) 6.05 4.51 5.88 4.2 5.85 3.98
4 Posts 2.6 2.18 2.55 1.96 2.5 1.9
5 Revenue 1.34 1.05 1.35 1.03 1.76 0.96
6 IA & AD 0.66 0.49 0.67 0.45 0.68 0.48
7 Urban Development 0.48 0.37 0.42 0.3 0.43 0.31
8 Atomic Energy 0.36 0.33 0.37 0.32 0.37 0.32
9 Health 0.29 0.21 0.29 0.21 0.29 0.21
10 Others 2.48 2.04 2.46 1.99 2.52 1.9
11 Total 38.25 32.74 38.92 32.31 40.49 33.02
Source : Report of Seventh Central Pay Commission, November,2015 (P.23)
69
ANNEXURE- 5
Police Population Ratio in Karnataka (2006-2016)
Police Population
Year Actual Strength
Ratio*
2006 69412 122
2007 69378 120
2008 75320 128
2009 81157 137
2010 79394 132
2011 76955 126
2012 80472 130
2013 80275 128
2014 77949 123
2015 77871 121
2016 77239 118
* Number of actual police personnel per 100,000 population
Source: Data Compiled from Police Headquarters, Bangalore
70
ANNEXURE-6
Comparison of Police Population Ratio of all States
(as on 01.01.2015)
Total police per 100,000 population
Sl. No. States
Sanctioned Actual
1 Manipur 1265.98 984.18
2 Nagaland 929.95 939.54
3 Mizoram 1084.12 915.78
4 Arunachal Pradesh 994.08 880.45
5 Sikkim 966.03 758.45
6 A&N Islands 838.27 725.14
7 Tripura 735.25 637.41
8 Jammu & Kashmir 659.15 569.58
9 Meghalaya 547.86 457.89
10 Lakshadweep 447.44 391.03
11 Delhi 409.33 383.65
12 Chandigarh 407.09 362.87
13 Goa 422.61 354.62
14 Punjab 274.63 264.88
15 Chhattisgarh 269.89 218.83
16 Puducherry 252.38 208.01
17 Himachal Pradesh 236.31 197.54
18 Uttarakhand 201.08 181.91
19 Jharkhand 224.97 172.4
20 Tamil Nadu 197.85 164.08
21 Assam 203.02 163.81
22 Haryana 231.23 156.29
23 Maharashtra 163.14 153.32
24 Kerala 138.39 140.21
25 Telangana 172.06 137.37
26 Rajasthan 146.63 134.18
27 Karnataka 174.88 120.47
28 Madhya Pradesh 134.43 119.86
29 Odisha 144.17 119.61
30 Gujarat 162.11 119.54
31 Daman & Diu 134.43 115.08
32 Andhra Pradesh 135.09 110.1
33 Uttar Pradesh 172.43 78.14
34 West Bengal 120.95 71.53
35 Bihar 110.86 69.79
36 D&N Haveli 82.09 62.94
Source: Data on Police Organizations 2015, Bureau of Police Research and

Development, New Delhi. (P.32)
71
ANNEXURE-7
Police Strength and Jurisdiction Profile of Karnataka Police
Sl.No. Description Measure

1 Area (Square Kms.) 1,91,791
2 Projected Population (1st Oct-2014) in thousands 61,214
Sanctioned Strength of Civil Police including Distt. Armed
3 94,478
Reserve Police
Actual Strength of Civil Police including Distt. Armed
4 64,909
Reserve Police
5 Sanctioned Strength of State Armed Police 12,575
6 Actual Strength of State Armed Police 8,837
7 Actual Strength of Women Police 3,843
Sanctioned Strength of Total State Police Force as on
8 1,07,053
1.1.2015
9 Actual Strength of Total State Police Force as on 1.1.2015 73,746
10 Number of Police Zones 0
11 Number of Police Ranges 6
12 Number of Police Districts 30
13 Number of Police Sub-Divisions 135
14 Number of Police Circles 230
15 Number of Police Stations 926
16 Number of Police Out-Posts 275
17 Number of State Armed Police Battalions 13
18 Population per Policeman
(i) Sanctioned Police Strength 572
(ii) Actual Police Strength 830
19 Policemen per lakh of Population (Police-Population-Ratio)
(a) Civil Police
(i) Sanctioned Police Strength 154.34
(ii) Actual Police Strength 106.04
(b) Total Police
20 Policemen per 100 Sq. Kms. Area (Police-Area-Ratio)
(a) Civil Police
(b) Total Police
Source: Data on Police Organizations 2015, Bureau of Police Research and

Development, New Delhi.(P.7)
72
ANNEXURE-8
Vacancy in Karnataka Police (2006 – 2016)
Sanctioned Actual Percentage

Year Vacancy
Strength Strength Vacancy
2006 76769 69412 7357 9.58
2007 84532 69378 15154 17.93
2008 91628 75320 16308 17.8
2009 93689 81157 12532 13.38
2010 95508 79394 16114 16.87
2011 94208 76955 17253 18.31
2012 96510 80472 16038 16.62
2013 100531 80275 20256 20.15
2014 100746 77949 22797 22.63
2015 100751 77871 22880 22.71
2016 103467 77239 26228 25.35
Source: Data Compiled from Police Headquarters, Bangalore
73
ANNEXURE-9
a) Comparision of Police Pay Scales in all Indian States and UT’s

Sl.
States/UTs. Dy.SP Inspector S.I. A.S.I. Head Constable Constable
No.
1 Andhra Pradesh 20680-46960 16150-42590 14860-39540 11860-34050 10900-31550 8440-24950
15600-
2 Arunachal Pradesh 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
39100+5400
12000-
3 Assam 8000-35000+4600 5200-20200+3300 5200-20200+2500 5200-20200+2400 5200-20000+2000
40000+5400
4 Bihar 9300-34800+5400 9300-34800+4800 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
15600-
5 Chhatisgarh 9300-34800+4300 9300-34800+4200 5200-20200+2400 5200-20200+2200 5200-20200+1900
39100+5400
15600-
6 Goa 9300-34800+4600 9300-34800+4200 5200-20200+2400 5200-20200+2400 5200-20200+1900
39100+5400
15600-
7 Gujarat 9300-34800+4600 9300-34800+4400 5200-20200+2400 5200-20200+2000 5200-20200+1800
39100+5400
8 Haryana 9300-34800+5400 9300-34800+4600 9300-34800+3600 5200-20200+2800 5200-20200+2400 5200-20200+2000
15600- 10300- 10300- 10300- 10300- 10300-
9 Himachal Pradesh
39100+5400 34800+4800 34800+4600 34800+4400 34800+3600 34800+1900
10 Jammu & Kashmir 9300-34800+4800 9300-34800+4280 9300-34800+4240 5200-20200+4200 5200-20200+2800 5200-20200+1900
11 Jharkhand 9300-34800+5400 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
12 Karnataka 28100-50100 21600-40050 20000-36300 14550-26700 12500-24000 11600-21000
13 Kerala 45800-89000 39500-83000 32300-68700 30700-65400 27800-59400 22200- 48000
15600-
14 Madhya Pradesh 9300-34800+4200 9300-34800+3800 5200-20200+2400 5200-20200+2100 5200-20200+1900
39100+5400
15600-
15 Maharashtra 9300-34800+5000 9300-34800+4300 5200-20200+2800 5200-20200+2400 5200-20200+2000
39100+5400
16 Manipur 9300-34800+5400 9300-34800+4400 9300-34800+4300 5200-20200+2400 5200-20200+2000 5200-20200+1900
17 Meghalaya 17,000-33690 14700-28760 14100-27510 9900-19370 9200-18020 8300-16270
15600-
18 Mizoram 9300-34800+4600 9300-34800+4400 9300-34800+4200 5200-20200+2400 5200-20200+1900
39100+5400
15600-
19 Nagaland 9300-34800+4400 5200-20200+2800 5200-20200+2400 5200-20200+2000 5200-20200+1800
39100+5400
20 Odisha 9300-34800+5400 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
15600- 10300- 10300- 10300- 10300- 10300-
21 Punjab
39100+5400 34800+4800 34800+4600 34800+4400 34800+3600 34800+3200
15600-
22 Rajasthan 9300-34800+4800 9300-34800+4200 9300-34800+3600 5200-20200+2800 5200-20200+2400
39100+5400
9300-
23 Sikkim 9300-34800+5400 9300-34800+5000 5200-20200+3400 5200-20200+3000 5200-20200+2400
+34800+3800
15600- 9300- 5200-
24 TamilNadu 9300-34800+5100 5200-20200+2800
39100+5400 +34800+4800 20200+1900Gr-II
25 Telangana 40270-93780 31460-84970 28940-78910 23100-67990 21230-63010 16400-49870
13575-
26 Tripura 9570-30000+3500 5310-24000+2400 5310-24000+2000 5310-24000+1800 5310-24000+1700
37000+4500
15600-
27 UttarPradesh 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
39100+5400
15600-
28 Uttarakhand 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
39100+5400
29 WestBengal 9000-40500+5400 9000-40500+4700 7100-37600+3900 7100-37600+3200 5400-25200+2600
30 A&NIslands 9300-34800+4800 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
15600- 10300- 10300- 10300- 10300- 10300-
31 Chandigarh
39100+5400 34800+4800 34800+4600 34800+4400 34800+3600 34800+3200
32 D&NHaveli 9300-34800+5400 9300-20200+4600 5200-20200+2800 5200-20200+2800 5200-20200+2400 5200-20200+2000
15600-
33 Daman&Diu 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
39100+5400
34 Delhi 9300-34800+4800 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
35 Lakshadweep 9300-34800+4800 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
36 Puducherry 9300-34800+4800 9300-34800+4600 9300-34800+4200 5200-20200+2800 5200-20200+2400 5200-20200+2000
Source: Data on Police Organizations 2015, Bureau of Police Research and Development,
New Delhi. (P.149-150)
74
b) Comparison of Pay Scales in Different States
ENTRY LEVEL BASIC PAY SCALE

RANK PUN KER RAJ AP TLG DEL UP MAH KTK TN WB
CONSTABLE 13500 22200 9840 16400 16400 7200 8460 7200 11600 7100 8840
HC 14430 27800 11170 21230 21230 7600 9910 7600 12500 8000 No HC
ASI 17420 30700 12900 23100 23100 8000 11360 8000 14550 No ASI 10300
SI 18030 32300 14430 28940 28940 13500 13500 13600 20000 14100 12270
PI 18250 39500 18750 31460 35120 13900 17140 14300 21600 14200 14930
DySP 21000 45800 21000 40270 40270 14100 21000 21000 28100 21000 21000
SP NA 81000 NA 56870 56870 23200 NA 23200 36300 23200 NA
DA, HRA, AHRA & CCA PAID IN DIFFERENT STATES

DA % 119 9 125 15.19 15.19 125 125 119 36 125 65
HRA % 30 30 20 30 18.4 30 18 30 30 30 15
AHRA % 8 8
CCA 400 400 190 600 300 450 400 350 0
GROSS PAY WITH DA, HRA, AHRA & CCA

CONSTABLE 34015 31208 24298 25724.1 23220.76 18360 20475 18328 19606 18105 15912
HC 36330.7 39042 27666.5 33123.5 30059.557 19380 24062 19324 21100 20400 No HC
ASI 43775.8 43073 31905 35988.3 32707.29 20400 27564 20320 24503 No ASI 18540
SI 45294.7 45347 35833.5 44719.7 40660.946 34425 32799 34264 33550 35955 22086
PI 45842.5 55355 46417.5 48378.7 48916.808 35445 41877 36007 36206 36210 26874
DySP 52690 64112 51930 59470.4 55796.693 35955 51030 52690 46996 53550 37800
SP NA 113090 NA 83573 77972.633 59160 NA 58168 60608 59160 NA
GROSS PAY WITH POLICE ALLOWANCES*

CONSTABLE 34885 32208 27241 25874.1 23845.76 23246 21613 21078 19806 18875 17212
HC 37200.7 40142 30775.75 33273.5 30684.557 26516 25200 21374 21300 21180 No HC
ASI 44645.8 44173 35230.5 36138.3 33332.29 27536 28552 21910 24703 No ASI 19840
SI 46164.7 46517 39349.5 44869.7 41060.946 41791 33787 35854 33750 36705 23386
PI 46712.5 55925 50361.25 48528.7 49066.808 42716 42865 37557 36406 36960 27174
DySP 53190 64462 54555 59620.4 55946.693 NA 51930 52790 47096 54350 38100
SP NA 113440 NA 83723 78122.633 NA NA 58268 60708 59610 NA
Source : Data compiled from states
*Note : The Committee used data compiled from different states and tallied it with the data
provided in the BPR&D publications, Government Notifications and Pay slips to
determine the common allowances given to police personnel. However there can be
minor discrepancies as the standards for allowances are not uniform across the
country.
75
c) Comparison of Allowances in Different States
(in Rupees)
Allowances KTK PUN KER TN DEL UP TLG AP RAJ MAH WB
Medical Allowance 100 500 100 300
Washing/Uniform/Kit
100 120 250 90 188/ 300 150 150 113 100
Maintenance Allow.
Conveyance
90 300 400
Allowance
Smart
80 20/30 250
Allowance/fitness
250/350 1350/
Transport Allowance
/420 3600
Risk / Incentive 400/
100
Allowance 450
Ration /Mess 250+ 950/800
400* 2866 175 1600 1000
/Feeding Allow. 100 /600
Spl. Allowance 220/350 500
Mobile Allowance 250
Extra time 700
Weapon Allowance 100
Refreshment Allow. 700
Metro /Comp. HRA
180+310
Allow
12.5%
of
Hard duty
basic
pay
* Note : Government of Karnataka in its Order No.HD 86 EFS 2016, dated: 27.08.2016
converted free ration facility into ration allowance. This allowance is not
reflected in the latest pay slips of Karnataka Police personnel.
76
c) Comparison of Pay Scale equivalence with other departments
(Karnataka, Kerala, Telangana & Maharashtra)
KARNATAKA KERALA TELANGANA MAHARASHTRA

Police Revenue Police Revenue Police Revenue Police Revenue
SP Dy.
SP SP SP
(Non- Collector Sr. Addl. Collector
(Non-IPS) (Non-IPS) Grade (Non-IPS)
IPS)
Asst. Dy. Collector Dy.
- DSP DSP Dy. Collector
Commissioner Sr.Grade Collector
DSP / Asst.
Tahsildar - I DSP Dy. Collector PI Tahsildar Tahsildar
Commandant
Dy.
Tahsildar - II Tahsildar HG PSI PI
Tahsildar
PI PI ASI PSI Dy. Tahsildar
Dy. Tahsildar Revenue
PSI Tahsildar ASI Sheristedar
/Sheristedar Inspector
FDA / Grade-I
Dy. Revenue Circle
ASI Revenue HC HC
Tahsildar HG Inspector
Inspector
HC - PSI PC V.R.O. PC Typist
SDA/Village Dy.
PC ASI
Accountant Tahsildar
Village
Officer
Revenue
HC
Inspector
Spl. Village
Officer
PC
Note: The tables of four states are independent and the corresponding ranks are
different in each state.
77
ANNEXURE-10
Comparision of Pay Scales of Other Departments in Karnataka
General
POLICE Commercial Tax Revenue Public Instructions Fisheries Women & Child Dept. Social Welfare Dept.
Administration
Pay
Scale Edu. Edu. Edu. Edu. Edu. Edu. Edu. Edu.
Post Post Post Post Post Post Post Post
Qual. Qual. Qual. Qual. Qual. Qual. Qual. Qual.
SDA/
11600 - SSLC + SSLC+ SSLC+
PC PUC Driver 7th + DL Village PUC - SDA PUC Driver Driver Driver
21000 DL DL DL
Accountant
Primary on Ashrama PUC +

12500 - PUC +
HC On PR - - - - School Mechanic ITI PT Instructor Deputa- School DEd.
24000 TCH
Teacher tion Teacher (Direct)
FDA / Degree Any

Sr. Driver Grad.
14550 - On Grade-I + Female Degree
ASI On PR /Sr.Typist/ Grad. Trained FDA Grad. Sr. Driver On PR Grad. Warden
26700 PR/Direct Revenue DEd/B Supervisor with
FDA Teacher
Inspector Ed. B.Ed./ PR
Second-
8
7
Commer- Marine
17650- DR/PR ary Sch.
cial Tax On PR Tindal Fisher-
32000 Gradu. Asst G-
Inspector men Trg.
II
High Suptd.
Dy. Inspecting
20000 - PSI / School Degree Section Grade-
Grad. Tahsildar On PR On PR Suptd. On PR Assistant/Of On PR
36300 WPSI Asst. + BEd. Suptd. II/Sr.Supervi
/Sheristedar fice Suptd.
Teacher sors
On
Asst. Bachelor
Deputa-
21600 - Director of of Accts.
PI Grad. tion from
40050 Fisheries Fishery Suptd.
State
(Grade-II) science
Accts.
Protection
Commercia On PR Master Asst. Asst. Officer MA Asst.
22800 - Tahsildar - Head Any
l Tax from CTI On PR Degree Administra On PR Director on PR Grade Social Director
43200 II Master Degree
Officer /DR + BEd tive Officer (Grade-I) I/Suptd. Work Grade-II
Grade-I
DSP /
Asst. Master of Asst.
28100 - Asst. Administra Sr. Asst. Asst. Master Any
Grad. Commiss- Grad. Tahsildar - I Grad. Principal On PR On PR Fishery Director
50100 Comma tive Officer Director Director Degree Degree
ioner Science Grade-I
ndant
78
ANNEXURE-11
Police Budget in Indian States (2015)
Total Police
Total Total
Budget for Expenditure Budget as
Sl.No. State/Uts. Budget for Sanctioned
Police Per police % of State
State Strength
(in crores) Budget
1 Bihar 132,186.89 9,176.42 112554 815290.44 6.94
2 Lakshadweep 1,065.64 24.14 349 691690.54 2.27
3 Delhi 36,766.00 5,036.47 82242 612396.34 13.7
4 Uttarakhand 32,405.77 1,228.71 20836 589705.32 3.79
5 Punjab 73,592.77 4,484.01 78455 571539.1 6.09
6 Kerala 94,202.07 2,675.56 48795 548326.67 2.84
7 D&N Haveli NA 17.01 330 515454.55 NA
8 Sikkim 5,821.10 314.62 6115 514505.31 5.4
9 A&N Islands 3,407.62 220.96 4468 494538.94 6.48
10 Daman & Diu 1,469.00 20.17 410 491951.22 1.37
11 Chandigarh 3,416.48 325 6721 483558.99 9.51
12 Arunachal Pradesh 13,772.00 578.48 12764 453212.16 4.2
13 Himachal Pradesh 26,591.03 739.15 16490 448241.36 2.78
14 Nagaland 12,473.46 963.33 21640 445161.74 7.72
15 Assam 58,104.55 2,833.52 64343 440377.35 4.88
16 Mizoram 6,951.06 487.85 11264 433105.47 7.02
17 Jammu & Kashmir 43,543.00 3,407.72 80100 425433.21 7.83
18 Haryana 82,481.84 2,608.96 61681 422976.28 3.16
19 Andhra Pradesh 111,828.00 2,952.04 69796 422952.6 2.64
20 Odisha 27,355.51 2,503.06 60258 415390.49 9.15
21 Puducherry 6,100.00 164.48 3970 414307.3 2.7
22 Madhya Pradesh 137,652.69 4,069.09 101648 400311.86 2.96
23 Meghalaya 11,933.00 571.25 14858 384473.01 4.79
24 Tamil Nadu 160,807.90 5,106.29 135830 375932.42 3.18
25 Jharkhand NA 2,699.49 73713 366216.27 NA
26 Gujarat 119,527.08 3,591.31 99423 361215.21 3
27 Goa NA 289.85 8093 358149.02 NA
28 Tripura 12618.93 966.28 27513 351208.52 7.66
29 Uttar Pradesh 274,704.59 12,509.75 364200 343485.72 4.55
30 Karnataka 138,008.00 3,663.45 107053 342209 2.65
31 Manipur 9,687.83 1,069.41 32080 333357.23 11.04
32 Rajasthan 131,426.89 3,403.63 104061 327080.27 2.59
33 Chhattisgarh 57,705.00 2,175.21 68099 319418.79 3.77
34 Telangana 7968487.24 1,758.59 60715 289646.71 0.02
35 West Bengal NA 2,912.72 111176 261991.8 NA
36 Maharashtra 213,462.32 4,766.07 191179 249298.82 2.23
Source: Data on Police Organizations 2015, Bureau of Police Research and Development,
New Delhi. (P.76 & 93)
79
ANNEXURE -12
Comparison of Ratios of Different Levels of Employees of

Select Departments in Karnataka
Other
Welfare of Taxes
Forestry Social Medical Taxes &
SC, ST on
Land and District Security and Duties on
Pay Scale Police and Other Sales,
Rev. Wild Admin. & Public Commodi
Backward Trade
Life Welfare Health ties and
Classes Etc
Services
9600-14550 736 248 1622 3554 89 262 5331 651 36
10400-16400 1298 11 1290 53 15 90 161 219 16
11000-19000 694 67 212 890 0 52 190 640 6
11600-21000 51051 9985 4473 4746 241 540 1173 1787 82
12500-24000 36289 710 1976 1988 24 82 1441 264 3
13600-26000 148 28 0 0 0 20 0 339 0
14550-26700 6963 186 589 2345 155 369 1663 1274 69
16000-29600 303 2 6 1 5 25 602 99 0
17650-32000 128 63 0 695 44 103 1915 814 4
19000-34500 5 0 0 0 0 0 0 121 1
20000-36300 4134 58 165 1326 52 139 559 41 22
21600-40050 1484 18 660 96 25 19 274 71 9
22800-43200 191 8 20 407 15 86 113 287 106
24000-45300 209 0 0 0 0 2 36 38 0
26000-47700 2 0 0 0 0 0 3 7 0
28100-50100 502 10 173 183 20 14 507 181 49
30400-51300 21 0 0 69 1 0 1004 7 0
32800-52500 8 0 0 0 0 1 0 0 0
36300-53850 139 0 49 0 22 15 183 114 26
38100-55200 2 2 0 0 0 0 2 0 0
40050-56550 4 3 0 38 5 8 14 45 15
44250-60600 3 0 0 0 0 2 0 0 7
48900-63600 2 0 0 0 0 0 3 14 1
52500-73000 0 0 0 10 1 0 0 0 0
56550-79800 0 0 0 0 0 0 0 0 0
Others 228 10 181 96 9 2 338 13 0
Total
104544 11409 11416 16497 723 1831 15512 7026 452
2016-17
Source : Budget Estimates Appendix-B (State Sector) for the year 2016-17 (P.236-251)
80
ANNEXURE-13
Attrition Rate of Police for the year 2004-2015
Total No. of Percentage

Year Attrition
Posts Attrition
2004 454 4 0.88
2005 1498 40 2.67
2006 1471 123 8.36
2007 4827 580 12.02
2008 2954 172 5.82
2009 601 19 3.16
2010 1338 39 2.91
2011 1863 37 1.99
2012 1957 537 27.44
2014 3601 340 9.44
2015 1463 577 39.44
Grand Total 22027 2468 11.2
Source : Compiled from Police Units in the State
81
ANNEXURE-14
Details of Allowances in Different States
1a. Karnataka
Sl.No. Allowances Per Day Per Month Per Year

1 Medical Allowance ₹100
2 Washing Allowance ₹100
Feeding charges
3 ₹100
during bandobust
4 Weekly off ₹200
5 Ration Allowance ₹400
1 month Salary from PC

6 Gazetted Holidays & HC, 1/2 month Salary
for ASI & SI
82
1b. Allowances for Special Units in Karnataka
(in Rupees per month)
Sl.
Unit PC HC ASI PSI PI DSP SP
No.
1SSB, CID, FPB 100 100 - 115 165 225 450
2DSB 100 100 100 115 - - -
3City Spl. Branch B'luru City 100 100 115 165 225 - -
4Criminal Intel. Bureau 115 165 - 285 340 - -
5State Intelligence 650 800 - 1150 1250 1600 1800
6CID 650 800 - 1150 1250 1600 1800
7Vidhana Soudha Security 650 800 - 1150 1250 - -
8Training Institutions 650 800 - - - - -
9Police Research Unit, CID 100 100 - 115 165 225 450
10 Law Section - - - - 100 165 -
11 DCRE 100 100 - 115 165 225 -
12 Proh. Control Intell. Bureau 100 100 - 115 165 - -
13 Radio Grid Staff 100 100 100 100 115 - -
Computer Wing, CID.
14 100 100 - 115 165 225 450
B'luru
15 ANF 33% of basic pay
Anti Sabotage Check and
16 Bomb Disposal Squad - - - - - 1600 1800
under State Intelligence
P.I.'s of Mysuru, Bengaluru, Chitradurga, Shivamogga,
17 District Special Branch Dharwad,Bijapur, Ballari, Raichuru, Mengaluru, 135
Belagavi, Kalaburagi, Karwar & Kodagu
18 CAR (T.G.Mechanic) 115 - - - - - -
19 District Intelligence Bureau 100 100 100 100 - - -
20 Driver/Motor Cycle Rider 135 135 - - - - -
21 Watchers Organization Staff 100 100 - - - - -
22 Armory Allowance 100 100 - - - - -
23 Mechanic 100 100 - - - - -
Gun Man in the Chief - - - - -
24 100 100
Minister's/Minister's Office
25 Forest Cell Squad 100 100 - 115 165 225
26 Anti Dacoit Squad 100 100 - 115 165 225 340
27 Short Hand Reporters Chief Reporter (Group C) Short Hand Reporter (Group C) 165
28 Station Writer 100 100 - - - - -
Government Orchestra/ - -
29 100 100 100 100 100
KSRP Mtd., Coy
Police Drivers Posted to the

30 personal est. of Home Dept. 225 - - - - - -
officials
Centre for Counter

31 3000 4000 4000 5000 6000 7000 8000
Terrorism
32 Karnataka Lokayukta Police 1700 2000 Nil 3000 3300 4200 4800
Source : Government of Karnataka (2012). Allowances Related Orders, Government Order No. FD 12
SRP 2012 (i) to (ix), Dated 14.06.2012.
83
2. Punjab
Sl.No. Allowances Per Month
Kit / Uniform
2 ₹50-120
Maintenance Allow.
3 Mobile Allowance ₹250 (PC-PI)
4 Special Allowance ₹6750 (PC - SP) SSF
3. Kerala
Sl.No. Allowances Per Day Per Month
1 Feeding ₹100 upto SI
Extra Time / ₹500 SI

2 Weekly off / Day ₹460 HC
off Allow. ₹400 PC
3 Ration Allowance ₹250 (UPTO SI)
4 Risk ₹100-120 (UPTO CI)

Smart / Fitness
5 ₹80 (UPTO HC)
Allowance
6 Training ₹800
Transport
7 ₹420/350/250 (UPTO SI) for SB
Allowance
*₹120-200 (ASI-DSP) (SB & Crime

Branch) (Armourer, dog squad,
8 Special Allowance DCIB)
*₹220-350(Personal Guard)
*₹350/300/220 (Armourer)
84
4. Delhi
1 Washing Allowance ₹90 (PC-PI)
₹90 (PC TO ASI)

2 Conveyance Allowance
₹450 (SI TO PI)
Kit / Uniform
3 ₹160
Maintenance Allow.
4 Mtro. P. Allowance ₹180-270 (PC TO PI)
5 Ration Allowance ₹95.52 Per Day (PC-PI)
6 Transport Allowance ₹3600
5. Uttar Pradesh
Sl.No. Allowances Per Month Per Year
1 Feeding charges ₹950/800/600
ANSA (Anti Naxal Squad

3 ₹1500/4500 (HC, SI)
Allowance
4 Bonus Pay ₹3454 (upto PI)
5 Drivers Spl. Pay ₹300
₹6500/7500
6 Special Allowance 15% of Basic Pay for
(STF/ATS)
85
6. Tamil Nadu
Sl.No. Allowances Per Day Per Month
₹250
2 Washing Allowance
₹350 (Traffic)
₹200 PD FOR 26 DAYS AND

3 Feeding charges
₹150 FOR 6 DAYS
Extra Time / Weekly
4 ₹200
off / Day off Allow.
5 Hardship Allowance ₹900 (STF & SAG)
6 Winter/Hill ₹500 ABOVE 1500 MTRS Height from MSL
₹400 (PC-PI)
7 Risk ₹450 (DSP-ADSP)
₹3000 (STF,BDDS,TNCS,&CF)
Smart / Fitness ₹20 (PC)

8
Allowance ₹30 (HC)
9 Training 15% of basic pay in the pre-revised scale of pay

Travelling
10 10-15% OF BP+GP
Allowance
11 Drivers Spl. Pay ₹120
₹15 for 15 Yrs.

₹20 for 20 Yrs.
12 GS Special Pay ₹30 for 30 Yrs.
₹40 for 35 Yrs.
President Gallantry Medal ₹1500 PM
10% of basic (SB, CID) (PC-ADSP)

13 Special Allowance 10% of basic (SB, CID) (SP)
₹90-150 (PC-DSP) (Traffic)
86
7. Telangana
Kit / Uniform
1 ₹150
Maintenance Allow.
ANSA (Anti Naxal

2 15% of Basic Pay
Squad Allowance
3 Risk ₹175-250
4 Traffic Police 30% of Basic Pay
₹300-600 (Outside)
5 Travelling Allowance
Compulsory 15 days TA for all the police staff
₹350 (4 wheeler)
6 Drivers Spl. Pay
₹125 (2 wheeler)
₹125/200/250/400 (SB City)

7 Special Allowance ₹150-600 (Intelligence) PC-DSP
₹125-625 (CID) (PC)
8. Andhra Pradesh
₹125 (AHC)
1 Incentive Allowance
₹100 (APC)
Kit / Uniform
2 ₹150 (UM)
Maintenance Allow.
ANSA (Anti Naxal

3 15% of Basic Pay
Squad Allowance
₹175 (PC-ASI)
4 Risk Allowance
₹250 (PSI)
₹350 (4 wheeler)
5 Drivers Spl. Pay
₹110 (2 wheeler)
50% of basic (CI cell of Int)

6 Special Allowance ₹750/600/475/400/350/225/150 in Intelligence
₹625/550/450/400/185/110 in CID
87
9. Rajasthan
2 Hardship Allowance 12.5% of Basic Pay
3 Mess Allowance ₹1600
10. Maharashtra
Extra Time / Weekly off / Day 1 day salary (weekly off)

1
off Allow. Extra time-₹840 (ASI-PSI), ₹700 (PC-HC)
₹1200 (PI-API)
3 Conveyance Allowance
₹400 (PSI to PC)
ANSA (Anti Naxal Squad

4 50% of Basic Pay
Allowance
50% of Basic Pay (BDDS)

5 Risk 25% of Basic Pay (Force-1)
50% of Basic Pay Special Security
6 Smart / Fitness Allowance ₹250 upto PI rank
7 Weapon Allowance ₹100 (PC-ARSI)
8 REF. Allowance ₹700
9 Police Special ₹200
10 Special Allowance ₹500 PC & HC rank
11. West Bengal
1 Medical Allowance ₹300 (Upto DSP)
2 Ration Allowance ₹1000 (PC-SI)

88
ANNEXURE-15
Tables of Financial Expenditure for Enhanced Pay and Allowances
Table-1 Existing Monthly Pay with Basic+DA+HRA+CCA on Sanctioned Strength
PAY Follower J.Follower PC HC ASI SI PI DSP SP
Basic Pay 10400 11600 11600 12500 14550 20000 21600 28100 36300
DA 36% 3744 4176 4176 4500 5238 7200 7776 10116 13068
HRA 30% 3120 3480 3480 3750 4365 6000 6480 8430 10890
CCA 350 350 350 350 350 350 350 350 350
Total 17614 19606 19606 21100 24503 33550 36206 46996 60608
Sanctioned Strength 1659 102 63317 22561 6401 4016 1549 564 164
Exp. Per month 29221626.00 1999812.00 1241393102.00 476037100.00 156843703.00 134736800.00 56083094.00 26505744.00 9939712.00
Total Monthly Outlay = 213,27,60,693.00 Rs.Two Hundred Thirteen Crores Twenty Eight Lakhs only (Rounded off)
Rs.Two Thousand Five Hundred Fifty Nine Crores Thirty One Lakhs only
Total Annual Outlay (A1) = 2559,31,28,316.00
(Rounded off)
89
Table-2 Existing Monthly Allowances

Medical 100 100 100 100 100 100 100
Uniform Allow. 100 100 100 100 100 100 100 100 100
Total 200 200 200 200 200 200 200 100 100
Sanctioned
1659 102 63317 22561 6401 4016 1549 564 164
Strength
Exp. Per month 331800.00 20400.00 12663400.00 4512200.00 1280200.00 803200.00 309800.00 56400.00 16400.00
Total Monthly Outlay = 1,99,93,800.00 Rs. One Crore Ninety Nine Lakhs only (Rounded off)
Total Annual Outlay (A2) = 23,99,25,600.00 Rs. Twenty Three Crores Ninety Nine Lakhs only (Rounded off)
Existing Annual Outlay including Gross Rs. Two Thousand Five Hundred Eighty Three Crores Thirty One Lakhs only
= 2583,30,53,916.00
pay and allowances (A3)=A1+A2 (Rounded off)
Table-3 Proposed Monthly Gross Pay with Basic+DA+HRA+CCA on Sanctioned Strength
PAY Follower J.Follower PC HC ASI SI PI DSP SP
Basic Pay 11000 12500 12500 14550 20000 22800 28100 30400 40050
DA 36% 3960 4500 4500 5238 7200 8208 10116 10944 14418
HRA 30% 3300 3750 3750 4365 6000 6840 8430 9120 12015
Total 18260 20750 20750 24153 33200 37848 46646 50464 66483
Sanc.Strength 1659 102 63317 22561 6401 4016 1549 564 164
Exp. per month 30293340.00 2116500.00 1313827750.00 544915833.00 212513200.00 151997568.00 72254654.00 28461696.00 10903212.00
Total Monthly Outlay = 236,72,83,753.00 Rs. Two Hundred Thirty Six Crores Seventy Three Lakhs only (Rounded off)
Rs. Two Thousand Eight Hundred Forty Crores Seventy Four Lakhs only
Total Annual Outlay (A4) = 2840,74,05,036.00
(Rounded off)
Table-4 Proposed Monthly Allowances (Civil)

Conveyance Allowance 1200 1200 1200 1200 1200 1200 0 0 0
Risk Allowance 1500 1500 1500 1500 2000 2000 2000
Uniform 400 400 400 400 400 400 400 400 400
Fatigue 1000 1000 1000 1000 1000
Fitness Allow. 500 500 500 500 500 500 500
Total 1600 1600 4600 4600 4600 4600 3900 2900 2900
San. Strength 38186 13753 4253 2863 1217 412 111
Exp. per month 0.00 0.00 175655600.00 63263800.00 19563800.00 13169800.00 4746300.00 1194800.00 321900.00
90
Table-5 Proposed Monthly Allowances (Armed, Wireless, KSISF & FPB)

Conveyance Allowance 1200 1200 1200 1200 1200 1200 0 0 0
Risk Allowance 1500 1500 1500 1500 2000 2000 2000
Uniform 400 400 400 400 400 400 400 400 400
Fatigue 2500 2500 2500 2500 2500 2500 2500 2500 2500
Fitness Allow. 500 500 500 500 500 500 500
Total 4100 4100 6100 6100 6100 6100 5400 5400 5400
San. Strength 1659 102 25131 8808 2148 1153 332 152 53
Exp. per month 6801900.00 418200.00 153299100.00 53728800.00 13102800.00 7033300.00 1792800.00 820800.00 286200.00
Total Monthly Outlay (Table-4+Table-5) = 51,51,99,900.00 Rs. Fifty One Crores Fifty Two Lakhs only (Rounded off)
Total Annual Outlay (A4) = 618,23,98,800.00 Rs. Six Hundred Eighteen Crores Twenty Four Lakhs only (Rounded off)
3. Proposed Total Annual Outlay including Rs. Three Thousand Four Hundred Fifty Eight Crores Ninety Eight Lakhs only
= 3458,98,03,836.00
Gross Pay and Allowances (A6)=(A4+A5) (Rounded off)
4. Addl. Annual Outlay for Gross Pay (A4-A1) = 281,42,76,720.00 Rs. Two Hundred Eighty One Crores Forty Three Lakhs only (Rounded off)
5. Addl. Annual Outlay for Allowances (A5-A2) = 594,24,73,200.00 Rs. Five Hundred Ninety Four Crores Twenty Five Lakhs only (Rounded off)
6. Additional Annual outlay (A6-A3) = 875,67,49,920.00 Rs.Eight Hundred Seventy Five Crores Sixty Seven Lakhs only (Rounded off)

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KARNATAKA POLICE

POLICE PAY AND ALLOWANCES IN KARNATAKA

THE COMMITTEE TO EXAMINE DISPARITIES IN PAY

Sl.No. Chapter Page No.

3. Police Pay Structure……………………………………………………. 7

4. Allowances for Police Personnel………………………………………. 34

5. Police Welfare Measures………………………………………………. 46

Raghavendra Auradkar, IPS

- The National Police Commission Report Volume 1, 1979

Constitution of the Police Pay Committee

2. Sri Kamal Pant I.P.S, - Member

3. Sri Pratap Reddy I.P.S, - Member

4. Sri Hemanth Nimbalkar I.P.S, - Member

5. Sri Umesh Kumar I.P.S, - Member Secretary

The committee co-opted Dr. K. Madhukar Shetty, IPS, DIGP, Recruitment.

1.3 The specific terms of reference of the Committee were:

Changing Social and Economic Context

Police as a Distinctive Public Agency

Balance of Enforcement and Protection

Elastic Demand and Expectations

Unique Logic of Police Change

Altered Framework for Police Work and Compensation

General Principles of Pay Determination

Criteria for Evaluating Police Work and Compensation

2.4 Aptitude and Skill Set

Attrition Rate as Percentage of Recruitment

Source : Data Collected from Police Units in Karnataka

2.6 Jurisdiction of Work

c. Interface with Categorized Public Functionaries: The police perform protection

2.9 Contingency and Non-Deferability

b. Criticality of police intervention: Most public incidents require timely police

Source: Data collected from Karnataka Police Headquarters

Comparison of Karnataka Police Pay Scales with other States

Gross Pay of Constabe & SI

Gross pay of HC, ASI & PI

KARNATAKA KERALA TELANGANA MAHARASHTRA

Police Revenue Police Revenue Police Revenue Police Revenue

Asst. Dy. Collector

Tahsildar - II Tahsildar HG Tahsildar

Analysis of Police Positions in the Karnataka Government Pay Structure

Commercial General Women & Social Backward

Dy. Chief Admin. Deputy Deputy

30400-51300 Asst. Comm.

21600-40050 PI Accts. Suptd.

Suptd. Grade- Inspecting Inspecting

Chief Grad. Teachers

FDA / Grade-I Sr. Driver

Police SDA/Village Panchayat

Employees Strength of Group-A,B,C,D & Oth. in Percentage

Welfare of SC, ST and OBC & 90.33

Group-'C' & 'D' Group-A,B & Oth.

Relative Positions of Police Personnel in Karnataka

2.25 Rigorous Work Schedule

2.26 Authority Vested

Pay Recruitment / Qualification/

Horticulture Horticulture Assistant PUC / Direct Recruitment

2.32 Authority Vested

Pay Recruitment / Qualification/

Morarji School / Inspector

Assistant Sub Inspector

2.39 Promotional Crunch

Pay Recruitment / Qualification/

Direct Recruitment / 2nd

Police Sub Inspector