MANPOWER PLANNING

EXECUTIVE SUMMARY

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INTRODUCTION

1. MANPOWER

2. PLANNING

3. MANPOWER PLANNING

4. MANPOWER PLANNING: Evolution

5. MANPOWER PLANNING: Nature

6. MANPOWER PALNNING: Scope

7. MANPOWER PLANNING: Beliefs

8. MANPOWER PLANNING: Objectives

9. MANPOWER PLANNING: Advantage

10. NORTHEAST FRONTIER RAILWAY (AT A GLANCE)

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MANPOWER:

Manpower may be defined as the total knowledge, skills, creative

abilities, talents and aptitudes of an organization's workforce, as well

as the values, attitudes, approaches and beliefs of the individuals

involved in the affairs of the organization. It is the sum total or

aggregate of inherent abilities, acquired knowledge and skills

represented by the talents and aptitudes of the persons employed in

the organization.

The manpower is multidimensional in nature. From the national point

of view, human resources may be defined as the knowledge, skills,

creative abilities, talents and aptitudes obtained in the population;

whereas from the viewpoint of the individual enterprise, they represent

the total of the inherent abilities, acquired knowledge and skills as

exemplified in the talents and aptitudes of its employees.

PLANNING:

Planning is nothing but using the available assets for the effective

implementation of the production plans. After the preparing the plans,

people are grouped together to achieve organizational objectives.

Planning is concerned with coordinating, motivating and controlling of

the various activities within the organization. Time required for

acquiring the material, capital and machinery should be taken into

account. Planning is deciding in advance. In a broad sense, planning

entails anticipating future opportunities and threats and drawing up a

blueprint to coordinate, motivate, and control the activities of the

available assets for the effective implementation of organizational

goals and objectives in a time-bound manner.

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MANPOWER PLANNING:

Eric W. Velter defines human resource planning or manpower planning

as the process by which management determines how an organization

should move from its current man power position to its desired man

power position. Through planning, management strives to have the

right number and the right kind of people at the right place, at the

right time, to do things which result in, both, the organization and the

individual receiving the maximum long-range benefit. Coleman defines

man power planning as the process of determining manpower

requirements and the means for meeting those requirements in order

to carry out the integrated plan of the organization. Stainer defines

man power planning as the strategy for the acquisition, utilization,

improvement, and preservation of an enterprise's man power. It

relates to establishing job specification or the quantitative

requirements of jobs determining the number of personnel required

and developing source of man power.

Manpower Planning has come to be recognized as an inherent part of

management, which is concerned with the human resources of an

organization. Its objective is the maintenance of better human

relations in the organization by the development, application and

evaluation of policies, procedures and programmes relating to human

resources to optimize their contribution towards the realization of

organizational objectives.

In other words, Manpower planning is concerned with getting better

results with the collaboration of people. It is an integral but distinctive

part of management, concerned with people at work and their

relationships within the enterprise. Manpower Planning helps in

attaining maximum individual development, desirable working

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relationship between employees and employers, employees and

employees, and effective modeling of human resources as contrasted

with physical resources. It is the recruitment, selection, development,

utilization, compensation and motivation of human resources by the

organization.

MANPOWER PLANNING: Evolution

The early part of the century saw a concern for improved efficiency

through careful design of work. During the middle part of the century

emphasis shifted to the employee's productivity. Recent decades have

focused on increased concern for the quality of working life, total

quality management and worker's participation in management. These

three phases may be termed as welfare, development and

empowerment.

MANPOWER PLANNING: Nature

Manpower planning is a process of bringing people and organizations

together so that the goals of each are met. The various features of

Manpower Planning include:

• It is pervasive in nature as it is present in all enterprises.

• Its focus is on results rather than on rules.

• It tries to help employees develop their potential fully.

• It encourages employees to give their best to the organization.

• It is all about people at work, both as individuals and groups.

• It tries to put people on assigned jobs in order to produce good

results.

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• It helps an organization meet its goals in the future by providing for

competent and well-motivated employees.

• It tries to build and maintain cordial relations between people

working at various levels in the organization.

• It is a multidisciplinary activity, utilizing knowledge and inputs drawn

from psychology, economics, etc.

MANPOWER PALNNING: Scope

The scope of Manpower Planning is very wide:

1. Personnel aspect- This is concerned with manpower planning,

recruitment, selection, placement, transfer, promotion, training and

development, layoff and retrenchment, remuneration, incentives,

productivity etc.

2. Welfare aspect- It deals with working conditions and amenities such

as canteens, rest and lunch rooms, housing, transport, medical

assistance, education, health and safety, recreation facilities, etc.

3. Industrial relations aspect- This covers union-management relations,

joint consultation, collective bargaining, grievance and disciplinary

procedures, settlement of disputes, etc.

MANPOWER PLANNING: Beliefs

The Manpower planning philosophy is based on the following beliefs:

• Manpower is the most important asset in the organization and can be

developed and increased to an unlimited extent.

• A healthy climate with values of openness, enthusiasm, trust,

mutuality and collaboration is essential for developing human

resource.

• Manpower Planning can be planned and monitored in ways that are

beneficial both to the individuals and the organization.

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• Employees feel committed to their work and the organization, if the

organization perpetuates a feeling of belongingness.

• Employees feel highly motivated if the organization provides for

satisfaction of their basic and higher level needs.

• Employee commitment is increased with the opportunity to discover

and use one's capabilities and potential in one's work.

• It is every manager's responsibility to ensure the development and

utilization of the capabilities of subordinates.

MANPOWER PLANNING: Objectives

• To help the organization reach its goals.

• To ensure effective utilization and maximum development of human

resources.

• To ensure respect for human beings. To identify and satisfy the

needs of individuals.

• To ensure reconciliation of individual goals with those of the

organization.

• To achieve and maintain high morale among employees.

• To provide the organization with well-trained and well-motivated

employees.

• To increase to the fullest the employee's job satisfaction and self-

actualization.

• To develop and maintain a quality of work life.

• To be ethically and socially responsive to the needs of society.

• To develop overall personality of each employee in its

multidimensional aspect.

• To enhance employee's capabilities to perform the present job.

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• To equip the employees with precision and clarity in transaction of

business.

• To inculcate the sense of team spirit, team work and inter-team

collaboration.

MANPOWER PLANNING: Advantage

Manpower planning ensures optimum use of available human

resources.

1. It is useful both for organization and nation.

2. It generates facilities to educate people in the organization.

3. It brings about fast economic developments.

4. It boosts the geographical mobility of labour.

5. It provides smooth working even after expansion of the organization.

6. It opens possibility for workers for future promotions, thus providing

incentive.

7. It creates healthy atmosphere of encouragement and motivation in

the organization.

8. Training becomes effective.

9. It provides help for career development of the employees.

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NORTHEAST FRONTIER RAILWAY

(AT A GLANCE)

History :

The Northeast Frontier Railway has its historical roots in the former

Assam Railways & Trading Company, Assam Bengal Railways and

Eastern Bengal Railways. The Assam Bengal Railways had the largest

contribution to make in the formation of the present-day N. F. Railway.

Assam Railway & Trading Company laid the first Railway line in

Assam as early as 1882 between Amolapatty (Dibrugarh) and Dinjam

Stream – a length of 15 miles for transportation of tea and extended

upto Makum collieries at Margherita in 1884. The Company also

established the first passenger Railway system in Assam under the

name Dibru Sadiya Railway. The Eastern Bengal Railway constructed

the sections Haldibari - Siliguri, Barsoi - Kishanganj, Manihari – Katihar-

Kasaba and opened these sometime before 1900. They expanded the

network to other sections namely, Hasimara - Alipurduar, Gitaldaha

Bamanhat, Golakganj - Amingaon, Rangiya - Rangapara & Dhubri

during the period 1900-1911. The Assam Railway & Trading Company,

the Eastern Bengal Railway and the Assam Bengal Railway which was

also operating in the Barak Valley region, were merged during World

War II and came to be known as the Bengal Assam Railway. Thereafter,

some of the Company-owned Railways namely, Bengal Dooars Railway,

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Jorhaut Provincial Railway, Chaparmukh Silghat Railway and Katakhal

Lalabazar Railway etc. were merged with the Bengal Assam Railway

system.

With the partition of India in August 1947, the Bengal Assam Railway

was bifurcated according to the political boundaries, leading to the

formation of the Assam Railway with its headquarters at Pandu. In

1948 the Darjeeling - Himalayan Railway was also taken over by the

Government of India and merged with Assam Railways.

The partition of the country and formation of the erstwhile East

Pakistan (now Bangladesh) led to complete severance of

communication with the State of Assam from the rest of India. It was

restored with the completion of the Assam Rail Link Project in January

1950.

During the reorganisation of Railway zones in 1953, Assam Railway

and Avadh - Tirhut Railway were merged to form the North Eastern

Railway with headquarters at Gorakhpur. The N. F. Railway system was

carved out of the North Eastern Railway on 15th January, 1958 and

based at Maligaon, Guwahati at the foothill of Nilachal 'Parbat', the

abode of Goddess Kamakhya.

N. F. Railway is the smallest of the 9 zones on the Indian Railways, but

has the unique distinction of serving as many as ten States of the

Indian Union, namely Arunachal Pradesh, Assam, Bihar, Manipur,

Meghalaya, Mizoram. Nagaland, Sikkim, Tripura and West Bengal.

Besides, it also serves as a rail-head for the Himalayan kingdoms of

Nepal and Bhutan and provides interchange facilities with Bangladesh

Railway.

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Administration :

NF Railway has got 5 Divisions viz. Katihar – covering the states of

Bihar, Sikkim and Part West Bengal including the prestigious Darjeeling

–Himalayan Railway, World Heritage Site, stretching for a route length

of 370 Km in BG, 406 Km. in MG and 87 Km in NG; Alipurduar Jn. –

covering the states of Assam and West Bengal, stretching for a route

length of 218 Km in BG and 477 Km. in MG; Rangiya - covering the

states of Arunachal Pradesh and Assam stretching for a route length of

319 Km in BG and 652 Km. in MG; Lumding– covering the states of

Assam, Manipur, Meghalaya, Mizoram, Nagaland and Tripura stretching

for a route length of 360 Km in BG and 529 Km. in MG;  and Tinsukia –

covering the states of  Assam, Arunachal Pradesh ans Nagaland,

stretching for a route length of 490 Km in BG and 21 Km. in MG.

 

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OBJECTIVES OF THE PROJECT

• To achieve a systematic introduction to the ways of industry, so

that I can enjoy fully, a career in Business /Management line.

• Recognizing my responsibilities as a professional of the future.

• Understanding real life situations in industrial organizations and

their related environments and accelerating the learning process

of how my knowledge could be used in a realistic way.

• Understanding the formal and informal relationships in an

industrial organization so as to promote favourable human

relations and teamwork.

• Understanding that the problems encountered in the industry

rarely have unique solutions and gaining experience to select the

optimal solution from the many alternatives

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RESEARCH METHODOLOGY

The Research Methodology, adopted for the study is based on survey.

Data from executives and non-executives cadres of employees are

obtained through questionnaires. The field study is conducted in NGC

Diesel Shed, NF Railway, Guwahati.

In collection of data two sources are used:

i) Primary Data

ii) Secondary data

Informal Interviews and internet are among the sources to collect

data and information.

Analysis is done on the basis of questionnaires circulated to the

employees. All the questionnaires has been collected, evaluated and

analysed.

Around 25 questions are made and circulated to about 100 employees

and which is further divided into 3:7 ratios of Executives and Non-

Executives respectively.

The sampling is done on the basis of simple random sampling method.

ANALYSISPage 13

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The data are collected through survey and books, reports,

newspapers and internet etc., the survey conducted among the

employees of NGC Diesel Shed,N F Railways. Analysis is done on

the basis of questionnaires circulated to the employees. Then the

collected data are analysed and evaluated with the help of pie-

diagram. All the analysis has been shown in Part II i.e. Project

Overview.

Various steps , which are required to fulfil the purpose, i.e editing,

coding and tabulating. Editing refers to separate, correct and

modify the collected data. Coding refers to assigning number or

other symbols to each answer for placing them in categories to

prepare data for tabulation refer to bring together the similar data

in rows and columns and totaling them in an accurate and

meaningful manner.

LIMITATIONInspite of the response from the employees, I faced certain

limitation during the period of the project.

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i) The survey is subjected to the bias and prejudices of the

respondents. Hence 100% accuracy can’t be assured.

ii) Many of the employees were busy with their works.

iii) Many of them were in leave.

iv) Many of them did not come at time.

v) And a few of the employees were little co-operative.

CONCLUSIONMan Power is the biggest component of this industry and the  

expenditure on staff salary and related items is a perennial in

nature. Right sizing of manpower to reduce unit costs in an effective

way to increase efficiency.

The study to analyse the Manpower planning of NF Railway can be

concluded as a satisfactory one.

NF Railways being one of the largest public sectors follows both

centralised and decentralised system of Manpower planning and

reasonably effective in achieving organisational purpose. But, it is

felt that in certain cases improvement may be quest out to equip

with the modern technology.

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Therefore, it can be opined that proper selection and recruitment

and training and motivation procedures is an indispensable part and

basic key to the success of the organisation. Proper selection and

recruitment, training and motivation procedures ensure to get the

best contribution from the employees and avoid unnecessary

situation.

RECOMMENDATIONManpower planning in Indian railway is a process which aims to

have the right number of staff at right places with right type of skills

at right times to enable the organization to achieve its short term

and long term goals.  In other words, manpower planning is the

system, which ensures the manpower availability at a given point of

time. Manpower recruitment is related to matching the personal

qualities of employees with the job requirements.

Though manpower planning of North Fortier Railway is satisfactory,

but still it can be improved. The recruitment qualification prescribes

for each category of employees, should be reviewed and up dated.

The present system of motivating the employees and the facilities

provided to the employees by Indian Railway should get more

exposure and advertisement should be made through local channels

too. And North Fortier Railway should conduct seminars and

presentation programmer in schools and colleges to attract fresh

and talented candidates, which is a good future for the organization.

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PART – I

COMPANY PROFILE

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History of Indian

RailwaysThe novel plan for the introduction of a rail system, transformed the

whole history of India. This innovative plan was first proposed in 1832;

however no auxiliary actions were taken for over a decade. In the year

1844, private entrepreneurs were allowed to launch a rail system by

Lord Hardinge, who was the Governor-General of India. By the year

1845, two companies were formed and the East India Company was

requested to support them in the matter. 

The credit from the UK investors led to the hasty construction of a rail

system over the next few years. On 22nd Dec' 1851, the first train

came on the track to carry the construction material at Roorkee in

India. With a passage of one and a half years, the first passenger train

service was introduced between Bori Bunder, Bombay and Thana on

the providential date 16th Apr' 1853. This rail track covered a distance

of 34 kms (21 miles). Ever since its origin, the rail service in India

never turned back. 

The British Government approached private investors and persuaded

them to join the race with a system that would promise an annual

return of 5% during the early years of operation. Once finished, the

company would be transferred under the Government ownership, yet

the operational control will be enjoyed by the original company. In

1880, the rail network acquired

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a route mileage of about 14,500 km (9,000 miles), mostly working

through Bombay, Madras and Calcutta (three major port cities). 

By 1895, India had started

manufacturing its own

locomotives. In no time,

different kingdoms

assembled their independent

rail systems and the

network extended to the

regions including Assam,

Rajasthan and Andhra

Pradesh. In 1901, a Railway Board was formed though the

administrative power was reserved for the Viceroy, Lord Curzon. The

Railway Board worked under the guidance of the Deptt of Commerce

and Industry. It was comprised of three members - a Chairman, a

Railway Manager and an Agent respectively.

 

For the very first time in its history, the Railways instigated to draw a

neat profit. In 1907, most of the rail companies were came under the

government control. Subsequently, the first electric locomotive

emerged in the next year. During the First World War, the railways

were exclusively used by the British. In view of the War, the condition

of railways became miserable. In 1920, the Government captured the

administration of the Railways and the linkage between the funding of

the Railways and other governmental revenues was detached. 

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With the Second World War, the railways got incapacitated since the

trains were diverted to the Middle East. On the occasion of India's

Independence in 1947, the maximum share of the railways went under

the terrain of Pakistan. On the whole, 42 independent railway systems

with thirty-two lines were merged in a single unit and were

acknowledged as Indian Railways. The existing rail networks were

forfeited for zones in 1951 and 6 zones were formed in 1952. With

1985, the diesel and electric locomotives took the place of steam

locomotives. In 1995, the whole railway reservation system was

rationalized with computerization.

Indian Railways

Type Departmental Undertaking of The Ministry of

Railways,Government of India

Industry Railways & Locomotives

Founded 16 April 1853 

Headquart

ers

New Delhi, India

Area India

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served

Key people Mamata Banerjee (Union Railway Minister)

E. Ahamed & K.H. Muniyappa(Ministers of State for

Railways)

S.S. Khurana (Chairman, Railway Board)

Services Rail transport

Revenue ▲ Rs. 931.59 billion

(US$ 19.13 billion) (2009)

Net income Rs. 951 crore (U$214m) [1]

Employees 1,600,000 (2009)

Parent Ministry of Railways, Government of India

Divisions 16 Railway Zones (excludingKonkan Railway)

Website Indianrailways.gov.in

Indian Railways , is the state-owned railway company of India, which

owns and operates most of the country's rail transport. It is overseen

by the Ministry of Railways of the Government of India.

Indian Railways has one of the largest and busiest rail networks in the

world, transporting 20 million passengers and more than 2 million

tonnes of freight daily. It is one of the world's largest commercial or

utility employers, with more than 1.6 million employees. The railways

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traverse the length and breadth of the country, covering 6,909 stations

over a total route length of more than 63,327 kilometres (39,350 mi).

As to rolling stock, IR owns over 200,000 (freight) wagons, 50,000

coaches and 8,000 locomotives.

Railways were first introduced to India in 1853. By 1947, the year

of India's independence, there were forty-two rail systems. In 1951 the

systems were nationalised as one unit, becoming one of the largest

networks in the world. IR operates both long distance and suburban rail

systems on a multi-gauge network of broad, metre and narrow gauges.

It also owns locomotive and coach production facilities.

Organizational structure

Main article: Indian Railway organisational structure

Indian Railways is a department owned and controlled by

the Government of India, via the Ministry of Railways. As of March

2010, the Railway Ministry is headed by Mamata Banerjee, the

Union Minister for Railways and assisted by two ministers of State

for Railways. Indian Railways is administered by the Railway Board,

which has a financial commissioner, five members and a chairman.

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Railway zones

A schematic map of the Indian Railways network, showing

the various zones.

The headquarters of Indian Railways in New Delhi.

Indian Railways is divided into zones, which are further sub-divided

into divisions. The number of zones in Indian Railways increased

from six to eight in 1951, nine in 1952, and finally 16 in 2003. Each

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zonal railway is made up of a certain number of divisions, each

having a divisional headquarters. There are a total of sixty-seven

division.

The Kolkata Metro is owned and operated by Indian Railways, but is

not a part of any of the zones. It is administratively considered to

have the status of a zonal railway.

Each of the sixteen zones, as well as the Kolkata Metro, is headed by

a General Manager (GM) who reports directly to the Railway Board.

The zones are further divided into divisions under the control of

Divisional Railway Managers (DRM). The divisional officers of

engineering, mechanical, electrical, signal and telecommunication,

accounts, personnel, operating, commercial and safety branches

report to the respective Divisional Manager and are in charge of

operation and maintenance of assets. Further down the hierarchy

tree are the Station Masters who control individual stations and the

train movement through the track territory under their stations'

administration.

Sl.

NoName Abbr.

Date

Establishe

d

Headquarte

rsDivisions

1.Central

CR

1951,

November

5

MumbaiMumbai, Bhusawal, P

une,Solapur, Nagpur

2. East ECR 2002, Hajipur Danapur, Dhanba

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Central October 1d,Mughalsarai, Samas

tipur,Sonpur

3.East

CoastECoR

2003, April

1Bhubaneswar

Khurda

Road, Sambalpu

r,Visakhapatnam

4. Eastern ER 1952, April KolkataHowrah, Sealdah, Asa

nsol,Malda

5. Konkan KR

1998,

November

26

Navi MumbaiRatnagiri, Madgaon, 

Karwar,Mangalore

6.North

CentralNCR

2003, April

1Allahabad

Allahabad, Agra, Jhan

si

7.North

EasternNER 1952 Gorakhpur

Izzatnagar, Lucknow, 

Varanasi

8.

North

Wester

n

NWR2002,

October 1Jaipur

Jaipur, Ajmer, Bikane

r, Jodhpur

9.

Northe

ast

Frontier

NFR 1958 Guwahati

Alipurduar, Katihar, L

umding,Rangia, Tinsu

kia

10. Norther

n

NR 1952, April

14

Delhi Delhi, Ambala, Firozp

ur,Lucknow, Moradab

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ad

11.South

CentralSCR

1966,

October 2

Secunderaba

d

Secunderabad, Hyder

abad,Guntakal, Guntu

r, Nanded,Vijayawada

12.

South

East

Central

SECR2003, April

1Bilaspur

Bilaspur, Raipur, Nag

pur

13.South

EasternSER 1955 Kolkata

Adra, Chakradharpu

r,Kharagpur, Ranchi

14.

South

Wester

n

SWR2003, April

1Hubli

Hubli, Bangalore, Mys

ore

15.Souther

nSR

1951, April

14Chennai

Chennai, Madurai, Pal

akkad,Salem, Tiruchc

hirapalli,Thiruvanatha

puram

16.West

CentralWCR

2003, April

1Jabalpur

Jabalpur, Bhopal, Kot

a

17.Wester

nWR

1951,

November

5

Mumbai

Mumbai

Central, Vadodar

a,Ratlam, Ahmedaba

d, Rajkot,Bhavnagar

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Subsidiaries

A WAP5 locomotive

A diesel locomotive of Indian Railways powering Express

train, that runs in Assam.

Indian Railways manufactures much of its rolling stock and heavy

engineering components at its six manufacturing plants, called

Production Units, which are managed directly by the ministry. As with

most developing economies, the main reason for this was the policy

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of import substitution of expensive technology related products when

the general state of the national engineering industry was immature.

Each of these six production units is headed by a General Manager,

who also reports directly to the Railway Board.

There exist independent organisations under the control of the Railway

Board for electrification,modernisation and research and design, each

of which is headed by a General Manager. A number of Public Sector

Undertakings, which perform railway-related functions ranging

from consultancy to ticketing, are also under the administrative control

of the Ministry of railways.

Technical details

Track

Indian railways uses four gauges, the 1,676mm broad gauge which is

wider than the 1,435mmstandard gauge; the 1,000mm metre gauge;

and two narrow gauge 762 mm (2 ft 6 in) and610 mm (2 ft) . Track

sections are rated for speeds ranging from 75 to 160 km/h.

The total length of track used by Indian Railways was about

111,600 km (69,300 mi) while the total route length of the network

was 63,273 km (39,316 mi) on 31 March 2008. About 28% of the route-

kilometre and 42% of the total track kilometre was electrified on 31

March 2008.

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Broad gauge is the predominant gauge used by Indian

Railways

Broad gauge is the predominant gauge used by Indian Railways. Indian

broad gauge—1,676 mm (5 ft 6 in)—is the most widely used gauge in

India with 96,851 km of track length (86.8% of entire track length of all

the gauges) and 51,082 km of route-kilometre (80.7% of entire route-

kilometre of all the gauges) on 31 March 2008.

In some regions with less traffic, the metre gauge (1,000mm) is

common, although the Unigauge project is in progress to convert all

tracks to broad gauge. The metre gauge had 11,676 km of track length

(10.5% of entire track length of all the gauges) and 9,442 km of route-

kilometre (14.9% of entire route-kilometre of all the gauges) on 31

March 2008.

The Narrow gauges are present on a few routes, lying in hilly terrains

and in some erstwhile private railways (on cost considerations), which

are usually difficult to convert to broad gauge. Narrow gauges had a

total of 2,749 route-kilometre on 31 March 2008. The Kalka-Shimla

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Railway, the Nilgiri Mountain Railway and the Darjeeling Himalayan

Railway are three notable hill lines that use narrow gauge.[17]

The share of broad gauge in the total route-kilometre has been steadily

rising, increasing from 47% (25,258 route-km) in 1951 to more than

83% in 2010 whereas the share of metre gauge has declined from 45%

(24,185 route-km) to less than 13% in the same period and the share

of narrow gauges has decreased from 8% to 3%. However, the total

route-kilometre has increased by only 18% (by just 10,000 km from

53,596 route-km in 1951) in the last 60 years. This compares very

poorly with Chinese railways, which increased from about 27,000

route-km at the end of second world war to about 90,000 route-km in

2010, an increase of more than three-fold. More than 28,000 route-km

(34% of the total route-km) of Chinese railway is electrified compared

to only about 18,000 route-km of Indian railways. This is an indication

of the poor state of Indian railways where the funds allocated to new

railway lines are meagre, construction of new uneconomic railway lines

are taken up due to political interference without ensuring availability

of funds and the projects incur huge cost and time overruns due to

poor project-management and paucity of funds.

Sleepers (ties) used are made of prestressed concrete, or steel or cast

iron posts, though teak sleepers are still in use on few older lines. The

prestressed concrete sleeper is in wide use today. Metal sleepers were

extensively used before the advent of concrete sleepers. Indian

Railways divides the country into four zones on the basis of the range

of track temperature. The greatest temperature variations occur

inRajasthan, where the difference may exceed 70°C.

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Traction

As of March 2008, 18,274 km of the total 63,273 km route length is

electrified. Since 1960, almost all electrified sections on IR use

25,000 VAC traction through overhead catenary delivery. A major

exception is the entire Mumbai section, which uses 1,500 V DC. and is

currently undergoing change to the 25,000 V AC system. Another

exception is the Kolkata Metro, which uses 750 V DC delivered through

a third rail.

Traction voltages are changed at two places close to Mumbai. Central

Railway trains passing through Igatpuri switch from AC to DC using a

neutral section that may be switched to either voltage while the

locomotives are decoupled and swapped. Western Railway trains

switch power on the fly, in a section between Virar (DC)

and Vaitarna (AC), where the train continues with its own momentum

for about 30 m through an unelectrified section of catenary called

a dead zone.[ All electric engines and EMUs operating in this section

are the necessary AC/DC dual system type (classified "WCAM" by

Indian Railways).

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Services

Passenger

A DMU Train

Indian Railways operates about 9,000 passenger trains and transports

20 million passengers daily across twenty-eight states and two union

territories. Sikkim, Arunachal Pradesh, and Meghalaya are the only

states not connected by rail. A standard passenger train consists of

eighteen coaches, but popular trains can have up to 24 coaches.

24 Coached Malwa Express

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Coaches are designed to accommodate anywhere from 18 to 108

passengers, but during the holiday seasons and/or on busy routes,

more passengers may travel in unreserved coaches. Most regular

trains have coaches connected through vestibules. However,

'unreserved coaches' are not connected with the rest of the train via

any vestibule.

An un-vestibulated coach of the Indian train

Reservation against cancellation service is a provision for

shared berth in case the travel ticket is not confirmed.[21]

Accommodation classes

An 'Open' type [3+3] Chair Car

Several long trains are composed of two to three classes of travel,

such as a 1st and 2nd classes which have different pricing systems

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for various amenities. The 1st Class refers to coaches with separate

cabins, coaches can be air-conditioned or non air-conditioned.

An AC 1 Class Coach

Further, other AC classes can have 2 or 3 tier berths, with higher prices

for the former, 3-tier non-AC coaches or 2nd class seating coaches,

which are popular among passengers going on shorter journeys.

In air-conditioned sleeper classes passengers are provided with sheets,

pillows and blankets. Meals and refreshments are provided, to all the

passengers of reserved classes, either through the on-board pantry

service or through special catering arrangements in trains without

pantry car. Unreserved coach passengers have options of purchasing

from licensed vendors either on board or on the platform of

intermediate stops.

The amenities depend on the popularity and length of the route.

Lavatories are communal and feature both the Indian style as well as

the Western style.

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The following table lists the classes in operation. Not all classes may be

attached to a rake though.

Class Description

1A The First class AC: This is the most expensive class, where

the fares are on par with airlines. Bedding is included with the

fare in IR. This air conditioned coach is present only on popular

routes between metropolitan cities and can carry 18

passengers. The coaches are carpeted, have sleeping

accommodation and have privacy features like personal

coupes.

2A AC-Two tier: Air conditioned coaches with sleeping berths,

ample leg room, curtains and individual reading lamps. Berths

are usually arranged in two tiers in bays of six, four across the

width of the coach then the gangway then two berths

longways, with curtains provided to give some privacy from

those walking up and down. Bedding is included with the fare.

A broad gauge coach can carry 48 passengers.

FC First class: Same as 1AC, without the air conditioning. This

class is not very common.

3A AC three tier: Air conditioned coaches with sleeping berths.

Berths are usually arranged as in 2AC but with three tiers

across the width and two longways as before giving eight bays

of eight. They are slightly less well appointed, usually no

reading lights or curtained off gangways. Bedding is included

with fare. It carries 64 passengers in broad gauge.

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3E AC three tier (Economy): Air conditioned coaches with

sleeping berths, present in Garib Rath Trains. Berths are

usually arranged as in 3AC but with three tiers across the

width and three longways. They are slightly less well

appointed, usually no reading lights or curtained off gangways.

Bedding is not included with fare.

CC AC chair car: An air-conditioned seater coach with a total of

five seats in a row used for day travel between cities.

EC Executive class chair car: An air-conditioned seater coach

with a total of four seats in a row used for day travel between

cities.

SL Sleeper class: The sleeper class is the most common coach,

and usually ten or more coaches could be attached. These are

regular sleeping coaches with three berths vertically stacked.

In broad gauge, it carries 72 passengers per coach. Railways

have modified certain Sleeper Coaches on popular trains to

accommodate 81 passengers in place of regular 72

passengers. This was done in order to facilitate benefits like

clear the Passenger rush and simultaneously earn more

revenue. But this has got lukewarm response with criticism

from the travellers and railways has decided to remove them.

2S Seater class: same as AC Chair car, but with bench style

seats and without the air-conditioning.

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G or U

R

General or Unreserved: The cheapest accommodation, with

seats made of pressed wood and are rarely cushioned.

Although entry into the compartment is guaranteed, a sitting

seat is not guaranteed. Tickets issued are valid on any train on

the same route if boarded within 24 hours of buying the ticket.

These coaches are usually very crowded.

A typical sleeper class coach

At the rear of the train is a special compartment known as the guard's

cabin. It is fitted with atransceiver and is where the guard usually gives

the all clear signal before the train departs. A standard passenger rake

generally has four general compartments, two at the front and two

behind, of which one is exclusively for ladies. The exact number varies

according to the demand and the route. A luggage compartment can

also exist at the front or the back. In some trains a separate mail

compartment is present. In long-distance trains a pantry car is usually

included in the centre. A new class; Economy AC three tier is

introduced in the Sealdah-New Delhi Duronto train.

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Notable trains and achievements

A train on the Darjeeling Himalayan railway

There are two UNESCO World Heritage Sites on IR — the Chatrapati

Shivaji Terminus[24] and theMountain railways of India. The latter is not

contiguous, but actually consists of three separate railway lines located

in different parts of India:[25]

The Darjeeling Himalayan Railway, a narrow gauge railway in West

Bengal.

The Nilgiri Mountain Railway, a metre gauge railway in the Nilgiri

Hills in Tamil Nadu.

The Kalka-Shimla Railway, a narrow gauge railway in

the Shivalik mountains in Himachal Pradesh.

The Palace on Wheels is a specially designed train, frequently hauled

by a steam locomotive, for promoting tourism in Rajasthan. On the

same lines, the Maharashtra government introduced theDeccan

Odyssey covering various tourist destinations in Maharashtra and Goa,

and was followed by the Government of Karnataka which introduced

the Golden Chariot train connecting popular tourist destinations

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in Karnataka and Goa. However, neither of them has been able to

enjoy the popular success of the Palace on Wheels.

The Samjhauta Express is a train that runs between India and Pakistan.

However, hostilities between the two nations in 2001 saw the line

being closed. It was reopened when the hostilities subsided in 2004.

Another train connecting Khokhrapar (Pakistan) and Munabao (India) is

the Thar Express that restarted operations on February 18, 2006; it

was earlier closed down after the 1965 Indo-Pak war. The Kalka Shimla

Railway till recently featured in the Guinness Book of World Records for

offering the steepest rise in altitude in the space of 96 kilometre.

A Beyer Garratt 6594 Engine seen at the National Rail

Museum.

The Lifeline Express is a special train popularly known as the "Hospital-

on-Wheels" which provides healthcare to the rural areas. This train has

a carriage that serves as an operating room, a second one which

serves as a storeroom and an additional two that serve as a patient

ward. The train travels around the country, staying at a location for

about two months before moving elsewhere.

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Among the famous locomotives, the Fairy Queen is the oldest

operating locomotive in the world today, though it is operated only for

specials between Delhi and Alwar. John Bull, a locomotive older than

Fairy Queen, operated in 1981 commemorating its

150th anniversary. Kharagpur railway station also has the distinction of

being the world's longest railway platform at 1,072 m (3,517 ft). The

Ghum station along the Darjeeling Toy Train route is the second

highest railway station in the world to be reached by a steam

locomotive.[27] The Mumbai–Pune Deccan Queen has the oldest running

dining car in IR.

The Himsagar Express, between Kanyakumari and Jammu Tawi, has

the longest run in terms of distance and time on Indian Railways

network. It covers 3,745 km (2,327 mi) in about 74 hours and 55

minutes. The Bhopal Shatabdi Express is the fastest train in India today

having a maximum speed of 150 km/h (93 mph) on the Faridabad–

Agra section. The fastest speed attained by any train is 184 km/h

(114 mph) in 2000 during test runs.

The Rajdhani Express and Shatabdi Express are the superfast, fully air-

conditioned trains that give the unique opportunity of experiencing

Indian Railways at its best. In July 2009, a new non-stop train service

called Duronto Express was announced by the railway minister Mamata

Banerjee.

Fares and ticketing

Fares on the Indian Railways across categories are among the

cheapest in the world. In the past few years, despite a recessionary

environment, the Indian Railways have not raised fares on any class of

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service. On the contrary, there has been a minor dip in fares in some

categories.

Ticketing services are available at all major and minor railway stations

across India. In 2003, Indian Railways launched online ticketing

services through the IRCTC website.[29] Apart from E-tickets,

passengers can also book I-tickets that are basically regular printed

tickets, except that they are booked online and delivered by post.

Tourism

IRCTC takes care of the tourism operations of the Indian Railways. The

Indian Railways operates several luxury trains such as Palace on

Wheels, Golden Chariot, Royal Orient Express and Deccan Odyssey;

that cater mostly to foreign tourists. For domestic tourists too, there

are several packages available that cover various important tourist and

pilgrimage destinations across India.

Freight

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A Single line rail bridge

IR carries a huge variety of goods ranging from mineral ores, fertilizers

and petrochemicals, agricultural produce, iron & steel, multimodal

traffic and others. Ports and major urban areas have their own

dedicated freight lines and yards. Many important freight stops have

dedicated platforms and independent lines.

Indian Railways makes 70% of its revenues and most of its profits from

the freight sector, and uses these profits to cross-subsidise the loss-

making passenger sector. However, competition from trucks which

offer cheaper rates has seen a decrease in freight traffic in recent

years. Since the 1990s, Indian Railways has switched from small

consignments to larger container movement which has helped speed

up its operations. Most of its freight earnings come from such rakes

carrying bulk goods such as coal, cement, food grains and iron ore.

Indian Railways also transports vehicles over long distances. Trucks

that carry goods to a particular location are hauled back by trains

saving the trucking company on unnecessary fuel expenses.

Refrigerated vans are also available in many areas. The "Green Van" is

a special type used to transport fresh food and vegetables. Recently

Indian Railways introduced the special 'Container Rajdhani' or CONRAJ,

for high priority freight. The highest speed notched up for a freight

train is 100 kilometres per hour (62 mph) for a 4,700 metric tonne

load.

Recent changes have sought to boost the earnings from freight. A

privatization scheme was introduced recently to improve the

performance of freight trains. Companies are being allowed to run their

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own container trains. The first length of an 11,000-kilometre (6,800 mi)

freight corridor linking India's biggest cities has recently been

approved. The railways has increased load limits for the system's

225,000 freight wagons by 11%, legalizing something that was already

happening. Due to increase in manufacturing transport in India that

was augmented by the increase in fuel cost, transportation by rail

became advantageous financially. New measures such as speeding up

the turnaround times have added some 24% to freight revenues.

Dedicated Freight Corridor

Ministry of Railways have planned to construct a new Dedicated

Freight Corridor (DFC) covering about 2762 route km on two corridors,

Eastern Corridor from Ludhiana to Sone Nagar and Western Corridor

from Jawahar Lal Nehru Port Mumbai to Tughlakabad/Dadri along with

interlinking of two corridors at Khurja. Upgrading of transportation

technology, increase in productivity and reduction in unit

transportation cost are the focus areas for the project.

“Dedicated Freight Corridor Corporation of India Limited (DFCC)” is a

special purpose vehicle created to undertake planning & development,

mobilization of financial resources and construction, maintenance and

operation of the Dedicated Freight Corridors. DFCC has been registered

as a company under the Companies Act 1956 on 30 October 2006.

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Rail budget and finances

A sample ticket

The Railway Budget deals with planned infrastructure expenditure on

the railways as well as with the operating revenue and expenditure for

the upcoming fiscal years, the public elements of which are usually the

induction and improvement of existing trains and routes, planned

investment in new and existing infrastructure elements, and the tariff

for freight and passenger travel. The Parliamentdiscusses the policies

and allocations proposed in the budget. The budget needs to be

passed by a simple majority in the Lok Sabha (Lower House). The

comments of the Rajya Sabha (Upper House) are non-binding. Indian

Railways is subject to the same audit control as other government

revenue and expenditures. Based on anticipated traffic and the

projected tariff, requirement of resources for capital and revenue

expenditure of railways is worked out. While the revenue expenditure

is met entirely by railways itself, the shortfall in the capital (plan)

expenditure is met partly from borrowings (raised by Indian Railway

Finance Corporation) and the rest from Budgetary support from the

Central Government. Indian Railways pays dividend to the Central

Government for the capital invested by the Central Government.

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As per the Separation Convention (on the recommendations of the

Acworth Committee), 1924, the Railway Budget is presented to the

Parliament by the Union Railway Minister, two days prior to the General

Budget, usually around 26 February. Though the Railway Budget is

separately presented to the Parliament, the figures relating to the

receipt and expenditure of the Railways are also shown in the General

Budget, since they are a part and parcel of the total receipts and

expenditure of the Government of India. This document serves as a

balance sheet of operations of the Railways during the previous year

and lists out plans for expansion for the current year.

The formation of policy and overall control of the railways is vested

in Railway Board, comprising the Chairman, the Financial

Commissioner and other functional members of Traffic, Engineering,

Mechanical, Electrical and Staff departments.

Indian Railways, which a few years ago was operating at a loss, has, in

recent years, been generating positive cash flows and been meeting its

dividend obligations to the government, with (unaudited) operating

profits going up substantially.[30] The railway reported a cash surplus of

INR 9000 cr in 2005, INR 14000 cr in 2006, INR 20,000 cr in 2007 and

INR 25,000 cr for the 2007-2008 fiscal year. Its operating ratio

improved to 76% while, in the last four years, its plan size increased

from INR 13,000 cr to INR 30,000 cr. The proposed investment for the

2008-2009 fiscal year is INR 37,500 cr, 21% more than for the previous

fiscal year.[3] Budget Estimates-2008 for Freight, Passenger, Sundry

other Earnings and other Coaching Earnings have been kept at INR

52,700 cr, INR 21,681 cr, INR 5,000 cr and INR 2,420 cr respectively.

Maintaining an overall double digit growth, Gross Traffic Earnings have

been projected as INR 93,159 crore in 2009-10 (19.1 billion USD at

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current rate), exceeding the revised estimates for the current fiscal by

INR 10,766 crore.[3] Around 20% of the passenger revenue is earned

from the upper class segments of the passenger segment (the air-

conditioned classes).[31]

The Sixth Pay Commission was constituted by the Government of India

in 2005 to review the pay structure of government employees, and

submitted its recommendations in April 2008. Based on its

recommendations, the salaries of all Railways officers and staff were to

be revised with retrospective effect w.e.f. January 1, 2006, resulting in

an expenditure of over Rs. 13000 crore in 2008-09 and Rs. 14000 crore

in 2009-10. Consequently, staff costs have risen from 44% of ordinary

working expenses to 52%.

Issues

Most of the railway stations are in gross disrepair, dirty, outdated and

overcrowded. It is common to see passengers on trains hanging out

windows and even on the roof creating safety problems.[33] The interior

of the trains are poorly maintained - "very dirty, broken seats, filthy

toilets, loose wires tangled in the passageways, chipped paint, and the

usual stinks."[33] The railway has not yet been successful in addressing

the overcrowding, cleanliness and other maintenance issues. Although

accidents such as derailment and collisions are less common in recent

times,[34] many are run over by trains, especially in crowded areas.

Indian Railways have accepted the fact that given the size of

operations, eliminating accidents is an unrealistic goal, and at best

they can only minimize the accident rate. Human error is the primary

cause, leading to 83% of all train accidents in India.[35] While accident

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rates are low - 0.55 accidents per million train kilometre,[35] the

absolute number of people killed is high because of the large number

of people making use of the network.[36] While strengthening and

modernisation of railway infrastructure is in progress, much of the

network still uses old signalling and has antiquated bridges.[35] Lack of

funds is a major constraint for speedy modernisation of the network,

which is further hampered by diversion of funds meant for

infrastructure to lower-prioritised purposes due to political

compulsions.[36] In order to solve this problem, the Ministry of Railways

in 2001 created a non-lapsible safety fund of Rs. 17000 crore

exclusively for the renewal of overaged tracks, bridges, rolling stock

and signalling gear. In 2003, the Ministry also prepared a Corporate

Safety Plan for the next ten years with the objective of realising a

vision of an accident-free and casualty-free railway system. The plan,

with and outlay of Rs. 31835 crore, also envisaged development of

appropriate technology for higher level of safety in train operation.

Reforms and upgrades

One line Tunnel at Guntur division

Outdated communication, safety and signaling equipment, which used

to contribute to failures in the system, is being updated with the latest

technology. A number of train accidents happened on account of a

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system of manual signals between stations, so automated signaling is

getting a boost at considerable expense. It is felt that this would be

required given the gradual increase in train speeds and lengths, that

would tend to make accidents more dangerous. In the latest instances

of signaling control by means of interlinked stations, failure-detection

circuits are provided for each track circuit and signal circuit with

notification to the signal control centres in case of problems.[39]Though

currently available only in a small subset of the overall IR system, anti-

collision devices are to be extended to the entire system.[40] Aging

colonial-era bridges and century-old tracks also require regular

maintenance and upgrading.

Comparison of different gauges common in India with the standard

one, which is not common in India.

The fastest trains of Indian Railways, Rajdhani Express and Shatabadi

Express face competition from low-cost airlines since they run at a

maximum speed of only 150 kilometres per hour (93 mph).[41] At least

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six corridors are under consideration for the introduction of high speed

bullet trains to India with expert assistance from France and Japan.

IR is in the process of upgrading stations, coaches, tracks, services,

safety, and security, and streamlining its various software

management systems including crew scheduling, freight, and

passenger ticketing. Crew members will be able to log in using

biometric scanners at kiosks while passengers can avail themselves of

online booking.[  Initially, various upgrade and overhaul work will be

performed at more than five hundred stations, some of it by private

contract. All metre gauge lines in the country will be converted to

broad gauge (see Project Unigauge). New LHB stainless steel coaches,

manufactured in India, have been installed in Rajdhani and Shatabdi

express trains.[40] These coaches enhance the safety and riding comfort

of passengers besides having more carrying capacity, and in time will

replace thousands of old model coaches throughout Indian Railways.

More durable and conforming polyurethane paint is now being used to

enhance the quality of rakes and significantly reduce the cost of

repainting. Improved ventilation and illumination are part of the new

scheme of things, along with the decision to install air brake systems

on all coaches. New manufacturing units are being set up to produce

state-of-the-art locomotives and coaches.[40] IR is also expanding its

telemedicine network facilities to further give its employees in far-flung

and remote areas access to specialized medicine. IR has also piloted

Internet connectivity on the Mumbai-Ahmedabad Shatabdi Express,[43] powered by Techno Sat Communications It is estimated that

modernisation of IR and bringing it up to international standards would

require US$280 billion in new upgrades and investment from 2010 to

2020.[44]

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Sanitation in trains and stations throughout the system is getting more

attention with the introduction of eco-friendly, discharge-free, green

(or bio-) toilets developed by IIT Kanpur. Updated eco-friendly

refrigerant is being used in AC systems while fire detection systems

will be installed on trains in a phased manner. New rodent-control and

cleanliness procedures are working their way into the many zones of

IR. Central Railway's 'Operation Saturday' is gradually making

progress, station by station, in the cleanup of its Mumbai division.

Augmentation of capacity has also been carried out in order to meet

increasing demand. The number of coaches on each train have been

increased to 24, from 16, which increased costs by 28% but increased

revenues by 78%. The railways were permitted to carry 68 tons per

wagon, up from the earlier limit of 54 tons per wagon, thereby cutting

costs. The turnaround time for freight wagons was reduced from 7

days to 5 by operating the goods shed 24X7, electrifying every feeder

line (this reduced time spent switching the engine from diesel to

electric or from electric to diesel). Reducing the turnaround time meant

that the Railways could now load 800 trains daily, instead of 550 trains

daily. The minimum tonnage requirements were reduced allowing

companies to unload their cargo at multiple stops.

Brief Introduction

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NF RailwaysNortheast Frontier Railway

N.F.Railway has Five Divisions namely, Tinsukia, Lumding, Rangiya, Alipurduar

& Katihar & at field level these Divisions are directly responsible for Train

operations and reports to General Manager. Each of these Divisions is headed by

Divisional Railway Manager, a Senior Administrative Grade officer of the rank of

Joint Secretary to Government of India.

The Departmental Set up at Head Quarter Level & Divisional set up in the field,

assists General Manager for running the Railways. Various departments namely,

Engineering, Mechanical, Electrical, Signal & Telecom, Operations, Commercial,

Safety, Accounts, Security, Personal & Medical headed by a Senior Administrative

Grade / Higher Administrative Grade officer, provide Technical and operational

support to the Divisions in Train operations.

Northeast Frontier Railway Zone (India)

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The Northeast Frontier Railway is one of the 16 railway zones in India.

Headquartered in Maligaon, Guwahati in the state of Assam it is responsible for

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Northeast Frontier Railway

3-Northeast Frontier Railway

Locale Assam, Bihar and West Bengal

Dates of operation 1958–

Predecessor North Eastern Railway

Headquarters Maligaon Railway Station, Guwahati

Website NFR official website

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rail operations in the entire Northeast and parts of West Bengal and Bihar. It is

divided into 5 divisions:

1. Tinsukia

2. Lumding

3. Rangiya

4. Alipurdaur

5. Katihar

History

The North Eastern Railway was formed on 14 April 1952 by amalgamating two

Railway systems: the Oudh and Tirhut Railway and the Assam Railway. Later, it

was bifurcated into two railway zones on 15 January 1958, the North Eastern

Railway (India) and the Northeast Frontier Railway.[1] to better serve the needs of

the northeastern states.

Operational area

The area of Northeast Frontier Railway operations is characterised by exceptional

beauty and at the same time by some of the most arduous terrain. This difficult

terrain limits the rail network expansion, and the only state with a decent rail

network is Assam. The network is not broad gauge in many parts and the rail lines

are antiquated with speeds at some sections being limited to a maximum of

30 km/h (19 mph). Before the Saraighat bridge was constructed, paasengers had to

get down on the Amingaon side of the Brahmaputra and take a ferry across

to Pandu Junction from where they could resume your journey.

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Vision :

To become the leader in the Nation’s transportation services sector by providing

modern, reliable, reliable, safe, customer-led and customer-focussed, value-added,

services by building synergistic multimodal partnerships with transport users,

transport providers, financial institutions, private sector and other stakeholders, to

create business advantage for the stakeholders.

Organisational Goal:

As already examined, the Indian Railway is divided into 16 zones, of which NF

Railway is a separate zone, set up for running the day to day activities of their

business. The main goal of the N F is to set up the business of the organisation in

elite areas, keeping in consideration of the social liabilities, unlike all other

Railway Zones.

The business methodology of n f Railway has undergone a huge change, as

compared to the position of its earlier days (1958), in terms of earnings of the

organization, widespread extension of Railway lines under its territory and

attitudinal behavior of its officers and staffs with the customers.

The N F Railway organization is vastly moving towards all round progress under

the vastly moving towards all round progress under the set of guidelines of

reformed/ reviewed programmes/ planning of the Railways Board. Therefore, it

can be said that the N F Railway is actively on the job to fulfill and attain the goals

of the organization by adopting the changing circumstances and requirements.

Objective of NF Railway:

In general, the objectives of Northeast Frontier Railway are service, efficiency and

profits. In addition its objectives are:

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1) To provide rail transport for both passenger and goods at the lowest cost.

2) To develop personnel with pride in their work and faith in the management.

3) To provide rail transport consistent with the least amount of pollution of the

environment.

Organisational Set Up:

N F Railway has five divisions namely Tinsukia, Lumding, Rangiya, Alipurduar

and Katihar as mentioned earlier. At field levels these divisions are directly

responsible for train operations and report to General Manager. Each of this

division is headed by Divisional Railway Manager. Each of this division is headed

by Divisional Railway Manager.

N F railway is also attached with another organization known as ‘General Manager

construction’, who has been assigned to the duties and responsibilities of taking

action of new project of extending new railway lines and other aligned works. This

organisation i.e. N F Railway construction, headed by one General Manager, also

manned with many executives and non-executives to oversee the entire activities in

this regard. The activities of this organization also include overseeing the work

procedure, opening new routes, connecting new networks and gauge conversion

activities etc.

Personnel department in NF Railway;

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The personnel work in an organization is becoming more and more complicated

and voluminous with passage of time. Hence, considerable importance has been

attached to streamline all areas of personnel organization in Indian Railways.

The personnel branch at the headquarters level mainly deals with important staff

problems. The principal administrative head of the personnel Officer who is

responsible to the General Manager for the efficient running of the branch at all

levels. The personnel department in NF Railway is performing all establishment

work of employees and officers of all departments.

Pride of N F Railway:

The Darjeeling Himalayan Railway (DHR) was inscribed as World Heritage Area

(WHA) in 1999. It is known to be the first hill railway in India and only second in

the world to get this prestigious status. The DHR was merged with North Eastern

Railway in 1952 and later into NF Railway in 1958.

The DHR achieved worldwide fame for the followings:

a) The most famous of the hill trains, links the town of New Jalpaiguri to

Darjeeling.

b) The breathtaking landscape of Darjeeling (2127m above sea level) must be

seen to be believed; the Himalayas in all their glory orchids swaying in the

gentle breeze, lush green tea estates.

c) The toy train run on the world’s narrowest (2ft ) of the regular narrow gauge

lines.

d) The tiny 4-wheeled steam engines of the 19th century are living legends for

sound, fragrance and romance.

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e) The curves, loops, ‘Zs’ and steep grades crisscrossing the road are worked of

genius and traveller’s delight.

SWOT ANALYSIA

Strengths:

1. A successful track record managing one of the world’s most complex

network organisations with a record of being able to deliver.

2. Railway has one of the largest skilled, dedicated and qualified pools of

professionals in the country.

3. The rail sector is superior to other modes in terms of safety and

environmental and noise pollution, energy consumption.

4. Being part of a Central Government, Railways have Government financial

backing

Weaknesses:

1. Delay in adaptability to a fast- changing environment.

2. Performance parameters not geared for measuring user needs and

satisfaction.

3. Lack of commercial and business’s orientation, accurate performance

measurement and informed decision making.

4. Inability to close down non-core activities.

OPPORTUNITIES:

1. Railway is the largest Government organization for generating job

opportunities to Indian Citizens.

2. It is the main transport organization to cater to the needs of the people of the

country in various ways.

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3. The organization itself has got its own network for internal and external

functioning areas.

THREATS:

1. Railway is facing competitive transport market with the existing air service

of the country and other modes of transport.

2. Railway is always facing threat from freight carrying private companies as a

mark of dissatisfaction by the users for railways’ existing slanginess in

punctuality.

In spite of all its merits, as discussed above, the N F Railway is found to be with

great task of maintaining and managing all its activities towards the prime

objectives of the railways and is found to be proactive in bringing progress and

prosperity over the geographical area of its control.

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PART – II

Project overview

INTRODUCTION:

MAN POWER Planning IN INDIAN RAILWAYSIntroduction

Manpower planning is a process which aims to have the right number

of staff at right places with right type of skills at right times to enable

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the organisation to achieve its short term and long term goals.  In

other words, manpower planning is the system, which ensures the

manpower availability at a given point of time. Manpower recruitment

is related to matching the personal qualities of employees with the job

requirements.

Objectives of manpower planning

1)      To ensure the human resources currently employed

2)      To plan future man power needs

3)      To anticipate and avoid unnecessary situation

4)      To determine proper training levels.

Benefits of manpower planning

1)      Reducing man power costs

2)      Getting best contribution from the employees

3)      Motivating the existing employees

4)      Developing the existing manpower.

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Assessment of Manpower in Railways

In open line, factors like normal wastage, death, deputation,

dismissal, creation of assets and posts, leave reserve, rest givers,

yardsticks etc., influences the assessment of manpower. 

In construction projects, performance evaluation and review

technique, phasing of work etc., are used to assess the

manpower.

 

            There have been dynamic change in the technology and

modernisation, electrification, computerisation, mechanisation of track

maintenance etc. are taking place at fast rate to meet the challenges

of traffic requirements in Indian Railways.  To meet the challenges of

the changing environment, systematic manpower planning is essential.

Therefore a category-wise analysis of staff should be carried out, to

identify surplus and to arrange manpower in the areas of need. This

adjusts the surplus in one category to other categories, where there is

demand. Manpower planning ensures that the existing manpower is

utilised to the maximum possible extent.

 

Manpower planning emphasize on training to different categories of

staff to improve the skill and to increase productivity. This step

reduces the availability of unskilled staff, increase productivity and

maximize manpower utilization. Regular conversion training programs

reduces the wastage of manpower due to changeover. The staffs are

also deputed for refresher course, conversion course, promotional

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course etc. with the aim to develop organizationally effective personnel

with pride in their work and faith in management.

OBJECTIVES OF THE PROJECT

1.To study the motivation procedures of the employees to give their best to the organisation.

2.To study on recruitment and selection procedure of the employees.

3.To study the level of job-satisfaction among the executives and non executives cadre of employees.

4.To study the need of training among the executives and non executives cadre of employees.

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RESEARCH

METHODOLOGYIntroduction:

Research simply means a search for facts- answers to questions and

solutions to problem. It is a purposive investigation. It is an organised

inquiry. It seeks to find explanation s to unexplained phenomenon, to

clarify the doubtful facts and to correct the misconceived facts.

Meaning and Definition:

“Research is a systematized effort to gain new knowledge”.      -

Redman and Mory.

“Systematic, controlled, empirical and critical investigation of

hypothetical propositions about the presumed relations among natural

phenomena.” -Kerlinger

Research is an endeavour to discover answers to intellectual and

practical problems through the application of scientific method.

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Research is a systematic and logical study of an issue or problem on

phenomenon through scientific method

Research is the systematic process of collecting and analyzing

information (data) in order to increase our understanding of the

phenomenon about which we are concerned or interested.

Characteristic of research:

Research is directed towards the solution of a problem.

Research is a systematic and critical investigation into a

phenomenon.

Research is based upon observable experience or empirical

evidence.

Research demands accurate observation and description.

Research involves gathering new data from primary sources

or using existing data for a new purpose.

Research activities are characterized by carefully designed

procedures.

Research requires expertise i.e., skill necessary to carryout

investigation, search the related literature and to understand and

analyze the data gathered.

Research is objective and logical – applying every possible test to

validate the data collected and conclusions reached.

Research involves the quest for answers to unsolved problems.

Research requires courage.

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Research is characterized by patient and unhurried activity.

Research is carefully recorded and reported.

The Research Methodology adopted for this study was based on

survey. The study was descriptive in nature and the findings of the

research were presented in a simple format. The respondent was

selected through simple random sampling. The method of contact was

through personal interview and by sending out questionnaires to both

executive and non- executive, as it was the most volatile amongst the

other method. This helped provide clarification to the respondents and

also had the advantage of recording additional information and

opinions.

Data Collection Method:

There are two major approaches to gathering information about a

situation, person, problem or phenomenon. Sometimes, information

required is already available and need only be extracted. However,

there are times when the information must be collected. Based upon

these broad approaches to information gathering, data are categorized

as: primary and secondary data

The data source taken was both primary and secondary data. The

research was done through a survey. Data from executives and non-

executives was obtained trough questionnaires. For this purpose we

enumerated the zonal office in Guwahati. The field study was

conducted on NF Railways, NGC Diesel shed.

Sources of Data:

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a) Primary Data: Primary data were collected from the executives

and non-executives of NF Railway.

b) Secondary Data: Secondary data were collected through

Railway manual, internet and informal interview.

Questionnaires:

A questionnaire is a research instrument consisting of a series

of questions and other prompts for the purpose of gathering

information from respondents. Usually, a questionnaire consists of a

number of questions that the respondent has to answer in a set

format. A distinction is made between open-ended and closed-ended

questions. An open-ended question asks the respondent to formulate

his own answer, whereas a closed-ended question has the respondent

pick an answer from a given number of options.

Analysis is done on the basis of questionnaire circulated to employees.

The questionnaire method of survey was undertaken due to its main

advantage of versatility, speed and cost. It helped to get accurate

point of view of employees. All the questionnaires has been collected,

evaluated and analysed.

Sampling:

Sampling is that part of statistical practice concerned with the

selection of an unbiased or random subset of individual observations

within a population of individuals intended to yield some knowledge

about the population of concern, especially for the purposes of making

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predictions based on statistical inference. Sampling is an important

aspect of data collection.

Samples were collected from executives and non-executives cadre of

employees in NF Railway

Sampling Procedure:

A simple random sampling procedure was used to get sample units

from employees of NF railway.

In a simple random sample of a given size, all such subsets of the

frame are given an equal probability. Each element of the frame thus

has an equal probability of selection: the frame is not subdivided or

partitioned. Furthermore, any given pair of elements has the same

chance of selection as any other such pair (and similarly for triples, and

so on). This minimises bias and simplifies analysis of results.

Sampling Size:

Around 100 employees were targeted respondent of questionnaires,

which was further divided into 3:7 ratio for Executives and non-

executives respectively. The sample size was determined not based on

any statistical analysis, but on the study objectives, the requirement

and analysis plan.

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ANALYSIS PROCEDURE

Analysis is the process of breaking a complex topic or substance into smaller parts

to gain a better understanding of it. Analysis is about asking the right question and

breaking complex things into simple elements.

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At first, samples are collected from the Executives and Non- executive cadre of

employees. The questionnaire is designed to collect primary data from the

employees. Around 100 questions were prepared and circulated to obtain the

objectives of the project work.

Most of the questions are designed with four scale namely “ Highly, Reasonably,

To some extent and none”. Some of the questions are also kept specific to get the

requisite information or actual scenario of Railway.

Each question of the questionnaires is analysed statistically from the feedback

obtained from the respondents.

A total of 100 samples are collected of which it is further divided into 3:7 ratios of

executives and non – executives. Then the collected data are analysed and

evaluated with the help of a table and pie-diagram.

ANALYSIS: MOTIVATION OF EMPLOYEES.

1) Are they satisfied with the support from the HR department?

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CATEGORY RESPONDENT PERCENTAGEHighly Satisfied 11 55%

Satisfied 7 35%

Dissatisfied 2 10%

TOTAL 20 100%

55%35%

10%

Highly SatisfiedSatisfieddissatisfied

2) Which type of incentives motivates them more?

CATEGORY RESPONDENT PERCENTAGEFinancial 4 20%

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IncentivesNon-Financial Incentives

3 15%

Both 13 65%

TOTAL 20 100%

20%

15%

65%

Financial IncentivesNon Financial IncentivesBoth

3) Do they think the incentives and other benefits will influence their performance?

CATEGORY RESPONDENT PERCENTAGEInfluence 9 45%

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Do not influence

7 35%

No opinion 4 20%

TOTAL 20 100%

45%

35%

20%

InfluenceDo not InfluenceNo opinion

4) Management is really interested in motivating the employees.

CATEGORY RESPONDENT PERCENTAGEStrongly Agree 6 30%

Agree 5 25%

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Disagree 9 45%

TOTAL 20 100%

30%

25%

45% Strongly AgreeAgreeDisagree

ANALYSIS:

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RECRUITMENT AND SELECTION PROCEDURE.

5) Executives are recruited through:

CATEGORY RESPONDENT PERCENTAGEInternal Sources (Promotion)

12 40%

External Sources (Newspaper)

18 60%

TOTAL 30 100%

40%

60%

Internal Sources(Promotion)External Sources(Newspaper)

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6) To what extent are you aware of recruitment and selection procedure?

CATEGORY RESPONDENT PERCENTAGEHighly 11 37%

Reasonably 13 43%

To some extent 5 17%

None 1 3%

TOTAL 30 100%

37%

43%

17%

3%

HighlyReasonablyTo some extentNone

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7) To what extent NF Railway is suffering from less staffs?

CATEGORY RESPONDENT PERCENTAGEHighly 6 20%

Reasonably 10 33%

To some extent 11 37%

None 3 10%

TOTAL 30 100%

20%

33%

37%

10%

HighlyReasonablyTo some extentNone

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8) To you think seniority plays a vital role in promotion of executives?

CATEGORY RESPONDENT PERCENTAGEYes 9 30%

Average 13 43%

No 8 27%

TOTAL 30 100%

30%

43%

27%

yesaverageNo

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ANALYSIS:Job satisfaction of the

employees.9) How satisfied are you with your job at NGC Diesel Shed?

53%

30%

17%

SatisfiedNeutralDissatisfied

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CATEGORY RESPONDENT PERCENTAGESatisfied 16 53%

Neutral 9 30%

 Dissatisfied 5 17%

Total 30 100%

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11) How would you rate your job at NGC Diesel Shed in each of the areas below?

19%

34%

29%

18%

ExcellentGoodAveragePoor

12) Please rate NGC Diesel Shed on the following dimensions:

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Excellent Good

Average Poor

Having what you need to do your job

8 9 8 5

Receiving supervision and feedback

4 13 5 8

On the job training 11 13 5 1

Opportunities for personal development

4 11 12 3

Teamwork within your department

2 5 14 9

TOTAL 29 51 44 26

PERCENTAGE 19% 34% 29% 18%

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22%

32%

33%

13%

ExcellentGoodAveragePoor

ANALYSIS:

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Excellent Good

Average Poor

Caring about employees

7 12 8 3

Attracting high quality employees

10 9 9 2

Teamwork across departments

5 4 15 6

Valuing diversity 4 13 8 5

TOTAL 26 38 40 16

PERCENTAGE 22% 32% 33% 13%

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Need of training13) The quality of orientation and training received for your

current position in the company

CATEGORY RESPONDENT PERCENTAGESatisfactory 8 26%

Average 17 57%

Not Satisfactory 5 17%

TOTAL 30 100%

26%

57%

17%

SatifactoryAverageNot Satisfactory

14) NGC Diesel Shed, N F Railway understands the training needs of their department

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CATEGORY RESPONDENT PERCENTAGEStrongly Agree 5 17%

Agree 13 43%

Disagree 12 40%

TOTAL 30 100%

17%

43%

40%

Strongly AgreeAgreeDisagree

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15) Relevance of courses with respect to your needs?

CATEGORY RESPONDENT PERCENTAGESatisfactory 5 17%

Average 17 57%

Not Satisfactory 8 26%

TOTAL 30 100%

17%

57%

26%

SatifactoryAverageNot Satisfactory

CONCLUSION

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 Manpower planning and forecasting, thus, are of great practical

application in the field of personnel management. It allows the

managers to take day-to-day decisions consistent with the

organizations long run goals seen in an integrated fashion. It is based

on present day managerial thinking that manpower resources have to

be controlled and allocated in way that serves the total organizational

objectives in the business, production and other spheres. Infact, proper

manpower planning helps in getting the right skills and persons into

the right position at the right time. It would also avoid many

grievances and industrial relations problems arising from layoffs,

retrenchments, technology upgradations, transfer, promotions etc. It

would allow for sufficient time to meet the repercussions of such

changes in a planned way. Such planning can also ensure smooth

careers for the employees of an organization and thereby enhance

their sense of security and motivation to work for the organization.  

The study to analyse the present system of manpower planning of

employee of Northeast Frontier Railway can be concluded as a

satisfactory one.

Every organization has their own procedures and strategies to utilize

their manpower. N.F Railways being one of the largest public sectors

follows both centralized and decentralized system of manpower

planning. But in certain cases Railway needs exposure too to attract

fresh and talented candidates to keep itself equip with the modern

technology.

The present method of Manpower Planning that are taking place under

various sets of rules/ guidelines/instructions being a obligatory course

of action by NF Railway authority is solely unchangeable unless a

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proper review is made and implemented by the highest authority of

the Indian Railways, i.e. Ministry of Railway (Railway Board) who are at

the helm of decision making in this area.

RECOMMENDATIONThe primary objective of the manpower planning is to ensure the

availability of the required skill and to reduce wastage. When the

manpower availability is clearly known arrangements can be easily

made to cater to the additional needs of manpower as indicated in the

forecasts. Normally, the field officers responsible for executing the job

are responsible for the manpower planning.  

Benchmarking   is    “the   continuous   process   of   measuring our

products, services, processes and practices against the most

successful competitors or companies which are established industry

leaders,  then  learning  how  their  excellence    was achieved ,   and  

then   setting  out  to  match or even surpass them”. Benchmarking

consists of being humble enough to accept that somebody else is

better, then being wise enough to learn from them and then match or

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even surpass them.Man Power is the biggest component of any

industry and the   expenditure on staff salary and related items is a

perennial in nature. Right sizing of manpower to reduce unit costs in an

effective way to increase efficiency. Benchmarking is a method which

will enable to scientifically and rationally right size any industry. Indian

Railways, the biggest transporting industry in India, has introduced the

concept of bench marking as a tool of manpower planning. In simple

words, Bench marking is the search for and implementation of best

practices. Since Indian Railway has a large number of activity centres

performing the same type of work, it was decided to do internal

benchmarking of activity centre of Indian Railways. Substantial

variations were observed and the activity centers with least manpower

ratio (MPR) which means highest productivity were termed as

Benchmark centers.

 Steps in  benchmarking process 

The 10 Step Benchmarking process outlined in Robert C. Camp’s

“Business Process Benchmarking – Finding and Implementing Best

Practices” may be used to systematically conduct the Benchmarking

Study. The 10 Steps are:

Decide What to Benchmark

Identify whom to Benchmark

Plan and conduct the Investigation

Determine the current performance gap

Project  future performance levels

Communicate Benchmark findings and gain acceptance

Revise performance goals

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Develop Action Plans

Implement specific actions and monitor progress

Recalibrate the Benchmarks. 

In Indian Railways, the above steps can be followed in the following

ways

1. Break the total activity into smaller activities and then compare the

manpower availability ratios for each such smaller activity so as to

arrive at Benchmarks for such smaller activities that will help in

identifying the excess manpower.

2. An analysis should be carried out in respect of the best and the worst

Manpower availability ratios for different activities so as to identify the

reasons for being the best or the worst.  This detailed analysis should

then be circulated to all the activity centres to locate their faults and to

innovate ideas to rectify the same.

3. The activity centres which have been analysed as worst should, as the

first step, stop inducting any more staff in that particular activity.

4. Then the surplus identified should be redistributed rationally to make

optimum use of this vital and costly resource in areas where there are

well established staff requirement has been assessed.  Based on the

staff profile, their age, qualification, etc., a need based training to be

imparted before they are fit in that particular job, if they were not in

the same cadre or category.

 Thus benchmarking offers a solution to scientifically right size the

Indian Railways. Once the benchmarking of staff deployment is

completed, by similar method of benchmarking of energy costs and

materials costs can also be taken.

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APPENDIX

Request for Feedback

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Respected Sir/ Madam,

It is to inform you that Deepamani Bardalai, student of Master of business Administration of 4th semister to do a project on Northeast Frontier Railway on the topic of “ A study on Manpower Planning of the employees” for which I will be requiring your feedback. The information will be used only for educational purpose.

Thanking You,

Deepamani Bardalai

MBA- 4th Semester

Third Eye College

Regd. No.: 520846885

QUESTIONNARIES1) How many hours (on average) do you work per week?

2) Do you have another job in addition to this one (circle answer)?

3) Are you satisfy with your Income?

4) What is the positive aspect of NF railway according to you?

(Quality of service/ Neat and Clean environment/ Dedicated Staff/ All)

5) How well attitude of Executives scrutinised during selection?

( Excellent/ Good/ Satisfactory/Poor)

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6) Is afe a important factor for a candidate selection?

For the Following Questions, Please Circle the Answer that Best Describes Your Views:

7) I feel that I am valued by this organisation.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

8) I receive adequate training to do my job well.

(Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

9) I feel overwhelmed by my responsibilities at work.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

10) My work activities are personally meaningful to me.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

11) Other people view my job as a valuable profession.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

12) Management is really interested in motivating the employees?

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

13) NF Railway view its employees as assets.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

14) NF Railway makes effort to identify the strengths and weakness of the employees.

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(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

15) The location and quality of training facilities.

(Satisfy/ Average/ Not satisfy)

16) Are they satisfied with the support from the HR department?

(Satisfy/ Average/ Not satisfy)

17) How satisfied are you with the training you received for your present job

( Satisfy/ Neutral/Dissatisfy)

18)  You would choose NF Railway again if I had a job choice to make.

(.Agree Strongly /Agree Somewhat/ Disagree Somewhat/ Disagree Strongly)

19) There are more positive than negative aspects to my job. What are some of the most positive aspects of your job?

20) What changes would you like to make to improve the work place environment?

BIBLIOGRAPHY

Human Resource Management – Shashi K. Gupta, Rosy Joshi.

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Human Resource Management – Dikkim Manipal University Railway Establishment Rules and labour Laws 2009 – S.K

Ghosh Railway Establishment Rules and Labour Laws 2008-

K.P.Sharma Trains at a glance – Indian Railways. Internet

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