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CHAPTER – IV
HUMAN RESOURCE MANAGEMENT
POLICIES IN COOPERATIVE BANKS OF
HARYANA
In the present chapter, an endeavour has been made to discuss
the Human Resource Management (HRM) policies being followed by
cooperative banks in the state of Haryana with special emphasis on
recruitment, training, transfer, promotion, salary management,
employees‟ welfare, and performance appraisal system of employees.
The common cadre rules of the Haryana State Cooperative Apex Bank
Ltd. (HARCO Bank) and Central Cooperative Banks (CCBs) have been
taken into consideration for the purpose of study.
4.1 HRM POLICIES OF COOPERATIVE BANKS IN
HARYANA
The HRM policies of cooperative banks in Haryana have been a
part of the common cadre rules of these banks. These rules have been
designed and framed by the Registrar, Cooperative Societies (RCS) of
Cooperation Department of Haryana. HARCO Bank and CCBs follow
separate staff service (common cadre) rules for managing its human
resources. These rules are as under:
1) The Haryana State Central Cooperative Bank Staff Service
(Common Cadre) Rules 1975.
2) The Haryana State Cooperative Apex Bank‟s Staff Service
(Common Cadre) Rules 1988.
These rules have been amended time to time by the RCS. In this
chapter, only the amended rules have been taken for a discussion.
4.2 RECRUITMENT POLICY OF HARCO BANK AND
CCBs IN HARYANA
The success of an organization mainly depends upon highly
skilled and talented human resources. Thus, procurement of efficient
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people is the first and prime function of HRM, which is known as
recruitment. It includes the process of identification of applications for
the required jobs in the organization. It is a positive measure which
stimulates competent people to apply for the job with an increased
hiring ratio. So, it is a process of generating a large pool of
applications for specific positions through different sources from
where vacant posts can be filled by selecting qualified candidates. In
general, recruitment process ends with the receipt of applications, but
in practice, its activities extend to the screening of applications so that
non-qualified candidates can be eliminated.
As far as recruitment policy of HARCO Bank and CCBs in
Haryana is concerned, it is discussed as under:
4.2.1 Manpower Planning in Cooperative Banks
Generally, manpower planning in cooperative banks is done by
Board of Directors (BODs). It determines the total staff strength of the
bank, and then sends it for the approval of RCS. After the approval,
the process of appointments starts. It was found that staff strength of
HARCO Bank was 592 in the year 2002-03 which declined to 450 in
the year 2011-12. Similarly, the staff strength of the CCBs had also
declined from 4746 in the year 2002-03 to 3437 in the year 2011-12,
indicating the downward trend of recruitment of staff in cooperative
banks.
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4.2.2 Appointing Authority
The board of directors is the appointing authority for all
categories of posts in these banks. It may also constitute a Staff Sub-
Committee for making appointments. In case of CCBs, the board may
delegate all or some of its powers to the administrative committee and
manager for making appointments in the respective CCB.
Generally, two modes of recruitment are used in cooperative
banks, one is direct recruitment and other is internal recruitment.
Both these methods are effectively used by the HARCO Bank and
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CCBs. So, appointments in these banks are made in the following
manners:
Appointment by direct recruitment, and
Appointment by promotion (Internal Recruitment).
4.2.3 Appointment by Direct Recruitment
Direct recruitment is an effective method of recruiting
employees by inviting fresh applications through newspaper
advertisement and using employment exchanges, campus placements.
In cooperative banks, after the approval of different posts by RCS, all
the direct appointments are made after proper advertisement in
atleast one of the leading newspapers in Hindi and English
mentioning the required qualifications, grade of pay and other
particulars of posts. In CCBs, direct recruitment can be made by
obtaining names through employment exchange also. Reservation for
reserved categories i.e., scheduled castes and tribes, backward
classes, ex-serviceman etc. is provided in the direct recruitment as per
government instructions applicable to Haryana government employees
issued from time to time. Appointment by direct recruitment in
HARCO Bank is specified in common cadre rules as per which various
posts of different categories can be filled through direct recruitment in
the ratios shown in Table 4.1.
Table 4.1
Ratio for Appointment of Employees by Direct Recruitment in HARCO Bank
Category Percentage for Direct Recruitment Assistant Manager 33.33
Farm-Guidance Officer 100.00 Jr. Accountant /Stenographer 33.33
Clerk 90.00 Steno-typist 100.00
P.B.X. operator / Librarian 100.00 Record Keeper 90.00
Driver 100.00 Peon/Chowkidar 100.00
Sweeper/Gardener/Gunman 100.00 Source: The Haryana State Cooperative Apex Bank’s Staff Service (Common Cadre
Rules 1988)
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The table clearly indicates that there was 100.00 per cent direct
recruitment for the posts of farm-guidance officers, steno-typists, PBX
operators/Librarians, drivers, peons/chowkidars, sweepers, gunmen,
and gardeners followed by record keepers and clerks (90.00 per cent
each). However, there is only 33.33 per cent direct recruitment for the
posts of assistant managers and junior accountants/steno-graphers.
Presently, the post of farm-guidance officer does not exist in the cadre.
However, in CCBs, appointments for various posts of different
categories can be made through direct recruitment in ratios shown in
Table 4.2.
Table 4.2
Ratio for Appointment of Employees through Direct Recruitment in CCBs
Category Percentage for Direct Recruitment
Senior Accountant 25.00
Junior Accountant 25.00
Clerk 85.00*
Secretary of the society 100.00
Source: The Haryana State Central Cooperative Bank’s Staff Service (Common Cadre)
Rules 1975(*Common Cadre 3rd Amendment, 2006)
Table 4.2 reveals that there was 100 per cent direct recruitment
for the posts of secretaries in the societies, followed by clerks (85.00
per cent), and senior and junior accountants (25.00 per cent each).
Since the year 2000, no fresh recruitment through direct method has
been done in CCBs. It was also found that direct recruitment for the
posts of clerks has been increased to 85.00 per cent in the year 2006
from 75.00 per cent in the year 2000.
4.3 APPOINTMENT BY PROMOTION
Other way of appointment is the recruitment through
promotions known as internal recruitment. Promotion is the process
of upgrading an employee from lower cadre to higher cadre. In other
words, it refers to the upward movement of an employee from one job
to another higher one, with increase in salary, status and
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responsibilities. It may be temporary or permanent depending
upon needs of the organization. It has an inbuilt motivational
value as it elevates the authority, power and status of an employee
within the organization. A good HR policy should fill vacancies of
higher cadre through promotions, because such promotions provide
an inducement and motivation to the employees and also remove
feelings of stagnation and frustration. For this purpose, organization
usually maintains a portfolio of manpower with promotional
eligibilities, but indentifying people for promotion is not an easy job.
There should be sound promotion policy which can provide equal
opportunities to all employees irrespective of their background. It
should be impartial and fair. The basis of promotion must be clearly
specified and made known to the employees. Promotion can be made
on the following bases:
Seniority, i.e., length of service,
Merit, i.e., performance,
Education and technical qualification, and
Potential for better performance, etc.
4.3.1 Promotion Policy of HARCO Bank and CCBs in Haryana
As per the promotion policy of HARCO Bank and CCBs, the
appointment by promotion to the post under a category is made from
eligible employees working in the lower category. The appointing
authority is guided by service record, qualifications both academic &
professional and seniority of the employees in category for promotion.
1. Fixation of Seniority in case of Promotion in HARCO Bank
Seniority of employees is determined from the date of joining in
a category of post as a regular employee subject to the following
conditions:
If the appointment is made under direct recruitment, then their
seniority is determined according to the merit list
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i) prepared by the appointing authority at the time of selection of
employees.
ii) If the date of joining of two or more employees in a category of
service through direct recruitment and promotion is the same,
the latter shall be senior to the former.
iii) The inter-se-seniority is determined according to age, older
being senior.
iv) The final seniority list of each category of staff is issued by
managing director.
2. Integrated Seniority List
An integrated seniority list of all the senior accountants of CCBs
and accountants of HARCO Bank is prepared. The persons fulfilling
the minimum qualifications fixed for promotion are considered for
promotion on the basis of integrated seniority-cum-merit.
3. Fixation of Seniority in case of Promotion in CCBs
The competent authority has the right to relax qualifications for
promotion to higher category in deserving cases with the permission of
the RCS. The Inter-se-seniority is determined according to age; older
being senior, and if, in the case of such employees the date of birth of
two or more employees is the same, and then decision of the
appointing authority shall be final.
In promotional cases, the seniority for the employees who are
already in regular service of the bank on the date, on which, these
rules come into force, is determined according to the date of joining in
the category of post. In case, two or more employees join on the same
date, their seniority shall be determined as follows:
1) If the appointment is made under direct recruitment, then
seniority is determined according to the merit list as provided by
the appointing authority.
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2) If the date of joining of two or more employees in the category of
service through direct recruitment or promotion is the same, the
latter shall be senior to the former.
3) If two or more employees are promoted in the same
category/cadre on the same date, the seniority shall remain in
same order as in the lower category.
As far as, the promotions in the cooperative banks is concerned,
it is an important HRM function to fill the top level posts as well as
middle and lower cadre from the internal capable and eligible
employees of these banks. Further, it helps the banks to boost up the
morale of the employees by providing them with higher posts and
improving their standard of living.
Appointment to various posts of different categories can be
made through promotion in the ratios as shown in Table 4.3.
Table 4.3
Ratio of Appointments through Promotion in HARCO Bank
Category Percentage for Promotion
General Manager 100.00
Deputy General Manager 100.00
Assistant General Manager 100.00
Manager 100.00
Assistant Manager/Development Officer 66.67
Sr. Accountant 100.00
Jr. Accountant/Stenographer 66.67
Clerk 10.00
Record Keeper 10.00
Head Gunman 100.00
Source: The Haryana State Co-operative Apex Bank’s Staff Service (Common Cadre)
Rules 1988
Table 4.3 clearly reveals that all the posts of general managers,
deputy general managers, assistant general managers, managers,
senior accountants and head gunmen can be filled through
promotion. Further, post of assistant managers/development officers
and junior accountants and stenographers (66.67 per cent each)
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followed by clerks and record keeper (10.00 per cent each) can also be
filled through promotion. Now the post of the assistant general
manager was removed from the cadre.
CCBs follow separate cadre as compared to HARCO Bank, for
the filling the posts through promotion. The appointment to various
posts of different categories through promotion in CCBs can be made
in the following ratios shown in Table 4.4.
Table 4.4
Appointment by Promotion in Central Cooperative Banks in Haryana
Category Percentage for Promotion
Senior Accountant 75
Junior Accountant 75
Clerk 15* from Daftri/Peons/Driver/gunman
Daftri 100
Source: The Haryana State Central Co-operative Bank’s Staff Service (Common Cadre)
Rules 1975 (*Common Cadre 3rd Amendment rule 2006)
The above table indicates that all posts of daftris and 75.00 per
cent posts of senior and junior accountants followed by clerks (15.00
per cent) out of daftris, peons, drivers and gunmen, who qualified the
matriculation examination with five years experience at the job, can
also be filled through promotion.
4.4 QUALIFICATIONS FOR FILLING THE POSTS IN
COOPERTIVE BANKS
Qualifications of an employee are necessary for filling the
particular job, is a part of job specification. Job specification provides
detailed information and essential qualifications, skill and experience
required to fill the job in cooperative banks. As, discussed earlier, that
recruitment in cooperative banks was done by direct method and
through promotions. Qualifications for filling the required posts are
covered in the common cadre rules as shown in the Table 4.5.
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Table 4.5
Qualifications of Employees for Direct Recruitment /Promotion To The Service
in Common Cadre (HARCO Bank)
Sr.
No.
Name of the post Qualification
1. General Manager (G.M.) Promotion out of the category of Deputy
General
Graduate or Certified Associate of Indian Institute
of Banking (CAIIB)
Training from C.T.C Pune or any other Regional Co-
operative Training College.
At least five years experience as Deputy General
Manager of Apex Bank.
2. Deputy General Manager
(D.G.M.)
Promotion out of the category of Assistant
General Manager
Graduate or CAIIB
At least 10 years experience in Apex Bank/CCB as
Assistant General Manager.
3. Manager Promotion out of the category Assistant
Manager/ Development officer and Farm
guidance officer
At least a graduate or CAIIB
5 years experience as Assistant
Manager/Development officer
4. Assistant Manager (A.M.)/
Development officer (D.O)
Direct recruitment
Graduate in Arts or Commerce or any other
discipline
Or
Post graduate in Arts or Commerce or Business
Administration or LL.B or Chartered Accountant
with at least 50% marks at graduate and post
graduate/law level.
Promotion (out of Accountant Apex Bank),
Senior Accountants of CCBs.
At least a graduate
5 years experience as accountant Apex Bank or
senior accountant of CCB with at least 10 years
service in bank
4(a) Farm Guidance officer Direct Recruitment
B.Sc. (Agriculture Honors) 1st Class in any
discipline of Agricultural Education including
Agricultural Economics. Candidates with
experience of banking or cooperation agriculture
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extension shall get preference.
5. Accountant Direct Recruitment
At least a 2nd class graduate or postgraduate
preferably in commerce and economics.
Preference will be given to person having experience
in bank.
Promotion out the category of Junior
Accountant
At least a matriculate
3 years experience as Junior Accountant
/Stenographer
6. Junior Accountant/
stenographer
Direct recruitment
Graduate in Arts or Commerce or Law with at least
50% marks in aggregate. Preference to be given to
candidate with H.D.C.
Stenographer -Graduates in Arts and Commerce
with English shorthand speed of 100 w.p.m and
English type speed 40 w.p.m.
5 years experience as clerk or Steno-Typist.
Promotion
At least a matriculate
Three year experience as a clerk or steno typist.
7(a) Clerk/Cashier Direct recruitment
At least a graduate, preference to be given to
persons with higher diploma in cooperation (9
months)
Promotion
At least a matriculate
At least 3 years experience as a record keeper.
7(b). Steno-Typist Direct recruitment
At least a graduate
Shorthand speed in English 80 w.p.m. Type speed
in English 40 w.p.m.
8. Librarian Direct recruitment
Graduation
Diploma in Library Science from a recognized
University.
9. P.B.X. operator Direct recruitment
Graduation
Having basic training of P.B.X. and 6 months
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experience of operating private branch exchange.
10. Record Keeper Direct Recruitment
Matriculation
Promotion
Matriculation
5 years experience as peon/chowkidar, gunman,
sweeper and gardener.
11. Driver Direct recruitment
At least middle class pass
License holder for heavy/light vehicles.
12. Peon Direct recruitment
At least middle class pass
13. Head Gunman Promotion out of the category of Gunman.
13(a). Gunman Direct recruitment
At least middle class pass
At least 5 years experience in army, knowledge of
gun handling
14. Sweeper Direct recruitment
Well conversant with the job.
15. Gardner Direct recruitment
Well conversant with the job.
Source: The Haryana State Co-operative Apex Bank’s Staff Service (Common Cadre)
Rules 1988
It can be concluded from the table that HARCO Bank uses clear
and concise information as a job specification by mentioning the
required qualification and experience and skill for filling the posts.
As the HARCO Bank uses a job specification for filling posts, the
same policy is also followed by the CCBs. Job specification for the
various posts in the CCBs is discussed in the common cadre rules of
these banks. It defines the qualifications and experience of the
employees for the direct recruitment and promotions, which is
discussed in Table 4.6.
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Table 4.6
Qualifications of Employees for Direct Recruitment /Promotion to the service
in Common Cadre (CCBs)
Sr.
No.
Name of the post Qualification
1 Senior Accountant Direct recruitment
At least 2nd class graduates or post graduate
preferable in Commerce and Economics.
Preference will be given to person having
experience in a bank.
Promotion out of the category of junior
accountant
At least a matriculates
At least 3 years experience as junior
accountant or in case of an Executive Officer
at least 3 years experience is must.
2 Junior
Accountants/Stenographer/
Executive officers
Direct Recruitment
B.com/B.A with Economics
B.Sc. /B.A with math as one of the subject.
Preference will be given to person having
experience in a bank.
3 Clerk/ Selection Grade
Secretary
Direct recruitment
At least a graduate.
Promotion
At least a matriculate.
Three years experience as record
keeper/daftri/secretary.
4. Secretary of Society Direct Recruitment
At least a matriculate
5 Driver Middle pass
License holder of lorry/light vehicle
Preference to ex-servicemen
6 Daftri Promotion
From peons by selection.
7 Gunman At least 5 years service in army
8 Peon At least middle pass
9. Sweeper Nil
Source: The Haryana State Central Co-operative Bank’s Staff Service (Common Cadre)
Rules1975
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The above table shows that for filling the posts of senior
accountants and junior accountants through direct recruitment, the
candidate should have passed at least graduation and employees with
the experience in the bank should always be given preference, but the
employees under the promotion for the senior accountant should be at
least matriculates with 3 years experience as a junior accountant.
Minimum qualification for the post of clerks for the direct recruitment
is also graduation, but employees under the promotion scheme should
be atleast matriculates. For the lower level posts middle pass is the
essential qualification except the post of sweeper.
4.5 TRAINING POLICY OF HARCO BANK AND CCBs
Every organization needs to have well-trained people to perform
the work. In order to improve job performance, raise productivity,
enhance innovation, improve quality services and meet intensive level
of competition, it is necessary to boost up the skill level, versatility,
and adaptability of people employed. All these factors impel an
organization to establish an effective training mechanism. The training
programmes organized for the employees should contain a basic
objective to establish a rapport between HR and their job.
In cooperative banks, any member of the staff is required to
undergo general or special and refresher course training in any
institution as may be prescribed by the registrar or manager of the
bank. An employee deputed for training to any of the cooperative
institution, executes a bond and agreement in the form of undertaking
to serve the bank at least for a period of 3 years from the successful
completion of training, failing to which he is liable to pay expenses of
training incurred by the institution on his/her training.
Any employee, who fails to complete the training successfully or
pass the prescribed examination, shall do the training again or take
the examination as per rules of training institution at his own
expense. As per the cadre of HARCO Bank, during the period of
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training the newly recruited employee will be paid stipend as shown in
Table 4.7.
Table 4.7
Stipend Paid to New Employee during Training
Category Stipend Revised w.e.f. 09-06-2009
Clerk Rs. 1000 /- per month Rs. 5000 /- per month
Jr. Accountant Rs.1200 /- per month Rs.5450 /- per month
Assistant Manager Rs. 1500/- Per month Rs. 7450/- Per month
Source: The Haryana State Cooperative Apex Bank’s Staff Service (Common Cadre)
Rules 1988 (Revised 2009)
As the above table shows that higher the posts of the employees,
more stipend is paid to them. The stipend is paid by the Staff Training
College (STC). The table clearly indicates that Rs. 1500 per month was
paid to the assistant managers, which increased to Rs. 5000 per
month from the year 2009. Similarly, the stipend of junior
accountants also increased to Rs. 5450 from Rs. 1200 per month.
Stipend for the Assistant manager also increased to Rs. 7450 per
month.
4.5.1 Methodology used for Training at STC
Methodology adopted by faculty at STC is a class room teaching
and group discussions with trainees. Besides this, senior existing/
retired officers of NABARD/Commercial and Cooperative department
are invited as guest faculty. The objective of these training
programmes is to equip the employees with latest developments in
banking. Moreover, the concept of HRD orientation has also been
introduced from the year 2008-09 for the trainees.
4.5.2 Training Assessment
The need of training is assessed by the faculty members of STC
by visiting CCBs. Accordingly; they design course contents for
trainees. The calendar of courses for the training programme to be
conducted in the ensuring year, are designed and prepared in the
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month of February/March of every year after the approval of the
standing committee of the college. Thereafter, the calendar of courses
is circulated amongst the HARCO Bank and CCBs for identification of
employees who need training.
Assessment of Training Needs
The institute assesses the training needs of the staff in the
following ways:
1. Anticipation of Latest Development
Latest development in economics and banking sector i.e., capital
adequacy norms, asset liability management, prudential norms, and
recommendation of the various committees; are considered as
important areas for imparting training to the trainees.
2. Demand from CCBs
Various CCBs, on different occasions approach the institute to
provide training to their staff in specific areas. On the request of those
banks; the institute conducts field programmes as per the
convenience of the client banks.
3. Policy Matter of Management
The institute keeps in touch with the policy decisions of the RBI,
NABARD, Central and State government, RCS and Apex bank
management. The institute develops and organizes training
programmes for effective implementation of these decisions.
4. Visit of Faculty Members
Faculty members of STC frequently visit cooperative banks at
different intervals to study operational problems of these banks and to
indentify the training needs of the staff.
5. Audit Reports and Inspection Reports
These reports also provide useful indication for the training
needs in these banks. STC continuously studies these reports to find
out the procedural gaps and problems of the cooperative banks.
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4.5.3 Course Design for Training Programmes
The training programmes are designed by conducting a critical
analysis of training needs of bank staff. The training programme along
with detailed course contents prepared by core faculty are examined
in a syllabus committee (core faculty including guest faculty) meeting.
In this meeting, the members of faculty give their suggestions to refine
the programme. Training programmes developed by the faculty are
discussed in the Standing Training Advisory Committee for approval.
While designing the course; views of experts in the related fields are
also taken. The managers of client banks are also consulted before
finalizing the course. The policy matters of banks are also kept in
mind during this exercise so that training efforts do not go wasted.
Various training programmes for the various categories of
employees are shown in the Table 4.8.
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Table 4.8
Training programmes calendar of Staff Training College for the year 2012-13
Course contents Level of participants Duration
Orientation of programme on profit planning and business development Prabhandaks of PACS 1 week
Orientation programme on governance and business development C.E.Os/ G.Ms /D.Os /A.Ms/Managers of CCBs/ SCB 3 days
Orientation programme on credit management Sr. /Jr. accountants /Branch managers of SCB/CCBs 1 week
Orientation programme on governance and business development Clerks/Cashiers/typists of SCB/CCBs 1 week
Orientation programme on risk management and investment Branch managers of SCB/CCBs 1 week
Orientation programme on customer service and latest banking techniques A.Ms./Sr. accountants of SCB/CCBs
Clerks/Cashiers/ typists of SCB/CCBs
1 week
Programme on credit deposit and service activities and cooperative laws Secretaries of CCBs 2 weeks
Orientation programme on arbitration and execution, recovery and managing
slippage
Dealing hands in Execution Cell of CCBs/Sr.
accountants of SCB
3 days
Orientation programme on credit appraisal, project lending, profile and recovery
Clerks of SCB/CCBs 3 days
Orientation programme on internal control system, audit and inspection A.Ms/Sr./Jr. accountants of SCB/CCBs Clerks of the Inspection Cell of SCB/CCBs
1 week
Orientation programme for business development A.Ms/Br. managers of SCB/CCBs 1week
Orientation programme on general banking Clerks/Cashiers/typists of SCB/CCBs/PACSs 2 weeks
Basic course on computer application Clerks/Prabhandaks of PACS 2 weeks
Orientation programme on HRM and Right to information (RT.I) Act 2005 C.E.Os /G.Ms of CCBs/Managers of SCB 3 days
Orientation programme on Management Information System (MIS), Sarfesi act,
best practices and recovery
D.Os./A.Ms. of SCB/CCBs 3 days
Orientation programme on sensitization and awareness Managing Committee of PACSs 3 days
Orientation programme on common accounting system and business
diversification
Salesmen of PACSs 1 week
Orientation programme on establishment matters–enquiry charge sheet and
examination of file etc.
Establishment officers of SCB/CCBs 3 days
Orientation programme on HRM Jr. accountants/clerks/cashiers/typists of SCB/CCBs 3 days
Orientation programme on credit appraisal on non-farm sector activities Dealing hands of NFF and officers of SCB//CCBs 3 days
Orientation programme on credit appraisal on farm sector activities Incharge of planning and development section of
SCB/CCBs
3days
Source: Report of STC 2012
113
It can be concluded from above table that bank organized
various training and orientation courses for the top level employees as
well as for the clerks and secretary of the CCBs, But it was found that
in both the banks, there is no policy for training of sub staff
employees, like record keeper, daftri etc. They were given only
motivation and counseling.
4.6 TRANSFER POLICY OF HARCO BANK AND CCBs
A transfer refers to lateral movement of employee of same grade,
from one job to another. According to Flippo “A transfer is a change in
the job (accompanied by the change in the place of the job) of an
employee without the change in responsibilities and remuneration.
Transfer is usually done for placing right employee at right job.
Personal interest of an employee is also considered before putting
them on a particular job. So, transfer is usually executed for
motivating the workforce and to improve the competency of
organization. Transfer may be perceived negatively as well as
positively by the employees. Therefore, a good transfer policy is a must
to retain competent and talented manpower within the organization to
meet organizational requirements and satisfy the needs of the
employees with better utilization of them.
In HARCO Bank, the managing director is the competent
authority to transfer any employee of common cadre from HARCO
Bank to CCBs and vice-versa, but in CCBs, The manager of the bank
is the competent authority to transfer any person in the service within
the jurisdiction of the bank. The employee transferred from one
station to the other, is entitled to get Travelling Allowance (T.A) as per
T.A. rules of government but no T.A. will be paid for joining service at
the place of positing in new direct appointment of bank.
As per the cadre of HARCO Bank, on the transfer of an
employee from one bank to another, the transfer T.A. and joining time
salary is paid by the bank, to which the employee has been
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transferred. The general manager and deputy general manager of the
HARCO Bank can never be transferred from the head office, while
other employees like assistant manager and development officer can
be transferred to the CCBs and accountants, junior accountants,
clerks and other sub-staff employees can be transferred to the head
office and branches of the HARCO Bank at Chandigarh and
Panchkula.
In CCBs, an apprentice secretary is not transferred and is
required to serve the society for which he has been recruited until he
becomes eligible to be absorbed as a regular secretary. As per the
common cadre, employees of the CCBs can be transferred within the
district jurisdiction.
4.7 PERFORMANCE APPRAISAL POLICY OF HARCO
BANK AND CCBs
Improvement in productivity is the major concern for every
organization whether employee are achieving its goals or not. For this
purpose, there is need of systematic assessment of employee, known
as a performance appraisal system. A good appraisal system serves an
organization to identify the training needs of the employees, helps in
determining promotional opportunity, transfer by improving
productivity and job performance. It reduces grievances of employees
and acts as a feedback mechanism.
In case of staff working in HARCO Bank and CCBs, remarks in
the character rolls shall be recorded annually in the month of July, or
immediately after if any special good work or any serious lapse is
noticed by the authorities. Generally, Annual Confidential Report
(ACR) is used as performance appraisal techniques in the institution,
and these reports are prepared in writing and kept confidential.
Under the performance appraisal policy of the bank, an annual
character rolls and confidential reports shall be recorded in the
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performa prescribed by the manager. This record is kept confidential
and remains in the custody of the manager. All reports are kept in
written form and deposited with the manager within 3 months of the
close of the cooperative year.
In case of employee of HARCO Bank, whenever any adverse
remarks is recorded in the character rolls of an employee, the entire
remarks including the adverse portion is communicated to the
employee concerned within 6 months of the recording of the remarks.
The employee concerned on receiving the copy of the adverse remarks
has right to represent against it within six months. Such a
representation can be disposed off.
But in CCBs, In case the adverse remarks are recorded in
respect of any employee, it is communicated to the concerned
employee within a period of six months following the cooperative year
to which the report relates. An appeal against adverse remarks can be
made within 30 days from the receipt of such communication. The
appeal is considered by the appointing authority for decision whose
decision will be final and binding. For measuring the performance of
the employees in the cooperative bank, followings proforma of ACR are
used in the HARCO Bank and CCBs.
Proforma 1
Annual Confidential Report (HARCO BANK)
Period covered from 1st July_______ to 30th June________________
Name of the employee : ___________________________
Designation : ___________________________
Name of the Section/CCB : ___________________________
Name with designation of : ___________________________
REPORTING OFFICERS
1. First Reporting officer : ___________________________
2. Second and Final Reporting : ___________________________
Officer
1. Attendance : ___________________________
2. Devotion to duty : ___________________________
3. Efficiency : ___________________________
4. Intelligence : ___________________________
5. Loyalty to institution : ___________________________
6. Personality : ___________________________
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7. Integrity : ___________________________
8. Secrecy in respect of bank‟s affairs : ___________________________
9. Courtesy to customers : ___________________________
10. Coordination with other functionaries: ___________________________
11. Behavior towards superiors : ___________________________
12. Knowledge of acts/ rules, bye laws etc: ___________________________
13. Whether the official/officer remained
present or not at Head quarter during
the holidays and after office hours : ___________________________
14. Attitude of the officer/official
towards other castes : ___________________________
15. General remarks : ___________________________
16. Overall assessment : ___________________________
Outstanding /Very good/ Good/Average/Below Average
Signature of the 1st Reporting Officer
(Dated_______________________)
Signature of the 2nd & Final Reporting officer
(Dated_______________________)
Proforma 2
ASSESSMENT OF WORK OF THE BRANCH MANAGER
1. Name of the Branch Manager _____________________________________ 2. Name of the Branch _____________________________________
3. Date of Appointment in Branch _____________________________________
4. Deposits Targets Achievements
______________________ ________________________
Last year This Year Last Year This Year
5. Advances of Loan Targets Achievements
______________________ ________________________
Last year This Year Last Year
This Year
A) S.T. Agri
B) M.T. Agri
C) Non Agri Loan
D) Consumption Loan
E) Others
ASSESSMENT
6. Membership: (Coverage of families)
Total No. of Families Coverage in the Targets
In the Circle beginning of year
__________________ _______________ _______________
Coverage at the date of year Percentage of covered families
________________________ __________________________
7. Whether the compliance of Audit
inspection notes has been submitted
to the concerned quarters
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8. Confirmation of loan A/Cs Total no. of No. of Accounts
Accounts confirmed
___________ _______________
9. Pass Books Total no. of members No. of members to
whom pass books issued ___________________ _____________________
10. No. of times the cash in hand
exceeded the limit
11. Cases of embezzlement in the No. _________ Amount ________ Society during the year, if any
12. Agri- Input
i). Value of Fertilizer sold Last year_________ This year_________
ii). Value of Consumer Last year_________ This year_________
by the society
13. Whether the M.C.L of the
Society was got sanctioned
in time from the bank.
Proforma 3
Annual Confidential Report (Central Cooperative Bank)
Shri ___________________________S/O ________________________________ Designation__________________ Place of posting ______________________
Branch/PACS for the period from 1st day of April _____________
Name and Designation of
Reporting Officers ________________________________________________
1. Attendance : ___________________________ 2. Devotion to duty : ___________________________
3. Efficiency : ___________________________
4. Intelligence : ___________________________
5. Loyalty to institution : ___________________________
6. Personality : ___________________________
7. Secrecy in respect of bank affairs : __________________________ 8. Courtesy : ___________________________
9. Behavior towards superiors : ___________________________
10. Knowledge of Acts/ rules & bye laws : ___________________________
11. General remarks : __________________________
12. Attitude of the officer/official towards other castes & community : ___________________________
13. Overall assessment i.e. : ___________________________
(Excellent/Very good/Good/Average/Below Average)
NOTE:-Indicate the performance against each item using only Excellent/Very
good/Good/Average/Below Average except in case of general remarks
SIGNATURE OF REPORTING OFFICER
Signature of 2nd reporting officer _________________________________
Signature of final accepting officer _________________________________
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Proforma 4
REVISED ASSESSEMENT PROFORMA IN RESPECT OF CHIEF EXECUTIVE
OFFICER OF CENTRAL COOPERATIVE BANK IN THE STATE OF HARYANA
1. Name : _________________________________________
2. Name of CCB _________________________________________
DEPOSIT POSITION
Deposits as on : 31.03. ______
Targets Achievements
______________________ ______________________
Last year This Year Last Year This Year
a). Whether the target has been
achieved? if so, percentage of
achievement. ___________________________________
ADVANCEMENT OF LOAN
Last year This year Percentage
a) S.T. Agri
b) M.T. Agri
c) Non Agri Loan d) Consumption Loan
e) Others
i) Whether target of loaning has been
achieved ? if not, reasons thereof ______________________________
ii) Whether the loaning has been adequate
in the area of operations of the bank ______________________________
iii) Whether any major project has been
financed under NFF schemes or not? _________________________
if yes, give details No. of cases Amount
iv) Whether funds of centrally sponsored scheme have been utilized fully and
refinance thereof have been taken from
NABARD, if not reasons thereof? _________________________
v) Whether there is any difficulty in
repayment of refinance? _________________________
vi) Utilization of NABARD/SCB limits of
various types of loan have been availed fully or not? _________________
Limits sanctioned Limit availed
(Maximum outstanding
during the year)
_______________ ____________________
a) S.T.Agri (SAO)
b) M.T.Agri
c) Others
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RECOVERY POSITION
i) Whether recovery targets have been
achieved? if not, reasons thereof _________________________
(A) Kharif recovery
Types of loan
Demand Recovery Percentage of recovery
Recovery of percentage last year’s corresponding period
Overdue as on 30.6.___
Current Total Out of overdue
Out of current demand
Total
S.T. Agri.
S.T. Non- Agri.
M.T. Agri.
M.T. Non Agri.
Others
(B) Rabi Recovery Types of loan
Demand Recovery Percentage of recovery
Recovery of percentage last year’s corresponding period
Overdue
as on 28.2. ___
Current Total Out of
overdue
Out of
current demand
Total
S.T. Agri.
S.T. Non- Agri.
M.T. Agri.
M.T. Non Agri.
Others
(C) ANNUAL RECOVERY (30.6._____)
Total Demand Recovery Percentage
Last Current Last Current Last Current
Year Year Year Year Year Year
a) Current
b) Overdue
(D) PERCENTAGE OF NON PERFORMING ASSESTS
Last year This year
BANKING/GENERAL
i) Whether SLR maintained regularly?
if not, no. of defaults in maintaining SLR _________________________
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ii) Whether CRR maintained regularly?
if not, no. of defaults in maintaining CRR _________________________
iii) Whether statutory returns sent to the
RBI/NABARD/HARCO bank &other
concerned quarters in time. If not,
reasons, thereof? _________________________
a) Duration
b) Number _________________________
iv) Whether the NABARD Inspection Report
compliance has been made and submitted
to RBI/NABARD/Apex bank and concerned
quarters within time. if not, reasons thereof __________________
v) Whether NABARD/HARCO bank
inspection report placed before
the BOD/BOAs/Audit Committee
of CCB for review.
if not, reasons thereof. _________________________
vi) Whether allocation of profit has been
made upto the year ending. ______________________________
vii) Profits earned by the bank: Last year This year
viii) Whether the accounts with branches/
Bankers have been reconciled? if not,
reasons thereof _________________________
ix) Whether compliance of audit reports
has been submitted to the concerned quarter
in time? _________________________
x) Whether the officer attended the Public Grievances Committee Meetings or not ?
if not, reasons thereof? _________________________
xi) No. of public grievances settled _________________________
xii) Whether the Establishment Cases have
have been handled diligently to avoid
litigations? _________________________
xiii) No. of cases of employees pending in
different Courts at the time of joining
of the officer? _________________________
xiv) No. of court cases settled during the
assessment year _________________________
xv) No. of fresh cases during the assessment year _________________________
xvi) Frauds/Embezzlement in PACS No. of cases Amount involved
xvii) Frauds/Embezzlement in CCB No. of cases Amount involved
xviii) Efforts made to detect fraud/embezzlement _________________________
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xix) Recovery effected in fraud/embezzlement cases _____________________
xx) Case wise status of fraud/embezzlement _________________________
xxi) Whether the Govt. programmes/policies of development have been implemented
by the officer or not? _________________________
xxii) Whether meetings with the Village Level
communities were held during the
assessment year. If so, no. of such meetings _________________________
Signature
4.8 SALARY MANAGEMENT AND EMPLOYEES’ WELFARE
Employee remuneration is an important function of HRM. It
consists of basic pay, increments and supplementary remuneration.
No organization can expect to attract and retain the qualified &
motivated employees unless it pays them fair remuneration. The
compensation given to the employees should be sufficient to sustain
themselves and their dependents. So, employee should be satisfied
with the salary system of organization. The primary objective of salary
management is to give fair remuneration to the employees who render
the same services to the organization.
Employees‟ welfare implies service facilities and amenities
provided to the employee within and outside the organization. Welfare
measures are the beneficial to employee, employer and the society.
These measures protect the employees and their families through
various benefits such as compensation, maternity leave, sick leave,
other leaves, medical facilities, housing facilities, etc.
4.8.1 Salary Management and Welfare Measures in HARCO
Bank and CCBs
Following are the silent features of the policy relating to the
salary and pay scales of the employees in the HARCO Bank and CCBs
in the state of Haryana.
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1. Increments in Pay Scales
a) If an employee is promoted from the post of lower category to
higher category, his initial salary in higher post is fixed
according to the provisions of the Haryana government rules.
b) Annual increment in the pay scale accrue normally to an
employee after he has completed one year‟s service in the pay–
scale, but due to the reasons of unsatisfactory work and
conduct of the employee, it can be withheld. The same is
communicated in writing to the employees concerned.
c) The following periods are considered for qualifying the period of
one year for grant of annual increment:
i) Period of duty at post.
ii) All periods of leave with full pay.
iii) Period of officiating service in a higher post is also taken
into account for the purpose of fixing increment.
iv) Period of suspension, only if this period has been treated
as duty period.
d) In HARCO Bank, the annual increment to an employee is
allowed w. e. f. first day of the month subject to the followings
conditions:-
i) The increment of an employee, who is on leave other than
casual leave on the first of the month, will be on the date
of resuming duty on return from leave as the employee
will be entitled to only leave salary during this leave
period.
ii) In cases, of postponed increment of employee who is on
leave without pay, which is not counted for increment, He
is granted only normal increment on the first of the
month, in which the postponed increment is worked out
under the existing rules.
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iii) If an employee has officiated in a pay scale for short
periods at different time at the same stage of pay, then
his/her broken period of such officiating are also
considered for increment and he is granted increment
from the 1st of the month in which it fall after counting
the broken periods equal to one year. It is also necessary
that employee should also hold the post from the 1st of
that month to the date on which the increment falls due.
In case he is not holding the post on the 1st day of the
month, the increment will be granted from the date, it
falls due.
iv) The normal increment if, withheld for specific periods,
then period of such penalty expires after 1st of the month.
Increment is granted and restored from the date the
penalty ceases.
v) The above will not be applicable in case of advance
increments, which are allowed as a result of passing of
prescribed professional examinations.
e) In CCBs, annual increment on first appointment in case of
direct recruitment or promotion is allowed after the concerned
employee completes the conditions of his appointment to such
post.
f) In special cases, the appointing authority may allow initial
salary at a higher stage in the grade up to four advance
increments than normally admissible to an employee on his first
appointment. This increment is given in relaxation of the
existing pay scales for the reasons of higher qualifications or
better experience above the qualifications prescribed for the
posts.
g) The board may grant cash award to an employee who does
extraordinary meritorious job for the interest of the bank.
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h) The sanction of the increment at the time of crossing the
efficiency bar is considered and allowed by the managing
director on the basis of annual character rolls, confidential
reports, additional banking qualifications acquired, and
necessary specialized training taken as prescribed by the bank.
2. Biennial Increment is granted to the employees of HARCO
Bank from due date as per government instructions issued from
time to time.
3. Dearness Allowance (D.A.) and other allowances would be
same as admissible to government employees under government
rules from time to time. At present it was 65 per cent in the year
2012 for all categories of employees.
4. Travelling allowance on Tour, Transfer and Training- Rules
and rates of travelling allowance on duty, transfer, and training
is same as applicable to Haryana government employees from
time to time. This allowance is only for the 4th class employees
like record keepers, peons, gunmen etc.
5. Provident Fund: All employees of the bank, except the
employees on deputation from government, irrespective of their
salary, who has put in six months continuous service or 120
working days, whichever is earlier, are entitled to get the benefit
of provident fund as per the provisions of Employees Provident
Fund (E.P.F) Act 1952 or as amended or any other scheme
framed from time to time.
6. Bonus: All the employees are allowed bonus as per the
provisions of Bonus Act as amended up to date. At present
employees up to the salary of Rs. 10,000 can get bonus of
maximum Rs. 3500 and there is no bonus provision for the
employees having a salary more than Rs. 10,000.
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7. Gratuity: All the employees are eligible for gratuity at the rates
permissible to the state government employees.
8. House Rent Allowance: House rent allowance is allowed at
government rates admissible to the government employees from
time to time at various places. At present, it is 20 per cent for
the employees residing in Chandigarh and Panchkula.
9. Conveyance Allowance: The BODs can prescribe the
conveyance allowance rates to its employees subject to the
approval of RCS. Presently, it is allowed Rs. 500 per month for
the assistant & general managers and Rs. 100 per month for
other employees of HARCO Bank.
10. Compensatory allowance: All the employees are allowed
compensatory allowance as per state government rules.
11. Medical Re-imbursement Rules for CCBs Employees:
Medical re-imbursement is given to employees as prescribed by
the RCS from time to time. At present full indoor treatment re-
imbursement is allowed to the employees at Postgraduate
Institute of Medical Education and Research (PGIMER) rate.
12. Uniforms and Liveries to Class IV Staff: Class IV employees
of the HARCO Bank and CCBs may be supplied summer and
winter uniforms as under:
Summer: 2 terricot uniforms, once in two years for the
employees of HARCO Bank and two uniforms each year for the
employees of CCBs.
Winter: one set of woolen uniform with one woolen jersey once
in three years, one pair of shoes once in a year for the
employees of HARCO Bank and CCBs. Besides these, gunman
of CCBs is provided two turbans and caps every year. But from
the year 2010, now Rs. 240 per month is paid to the 4th class
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employees for uniforms & liveries and no uniforms is issued in
this regard.
13. Leave and travel concession/ Leave fare concession: Leave
travel concession is allowed to the employees as per state
government instructions issued from time to time. For this, an
employee is allowed one month salary in a block of four years.
4.9 LOANS TO STAFF MEMBERS IN HARCO BANK
Conveyance, housing and marriage loans to employees are
granted as per State Government Rules as amended from time to time
and approved by RCS. However, housing loan facility shall be eligible
only after an employee has put at least 10 years of service in the bank.
The managing director is the competent authority to sanction and
disburse such loans.
4.9.1 Loans to Staff Members in CCBs
Loan for the purpose of conveyance, construction or purchase of
house, and plot are granted to the staff members as per the
provisions. An employee of the bank may be granted loans for the
purchase of cycle, motor-cycle and scooter provided that interval
between advances for the purchase is not less than 5 years. A
subsequent loan is granted only, if the pervious loan amount has been
returned by the employee before due dates. The administrative
committee is the competent authority to sanction such loans. The loan
will be granted on the followings terms and conditions;
i) The interest shall be charged at the rate decided by the
board from time to time.
ii) The vehicle shall be insured and hypothecated in favour of
the bank.
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iii) The advance shall be sanctioned to the employee on
application and will be disbursed to the party from whom
he intends to purchase the vehicle.
iv) The official concerned drawing the advances shall be
required to execute an agreement bond on the prescribed
form.
v) Total advances during a particular year shall be
earmarked by the board.
vi) Each loan application shall be disposed of by the
competent authority on the report of the manager.
vii) The loan is not granted as a matter of right, but it is
privilege. There is no consideration of seniority. Every loan
application will be recommended in the light of
importance of the duties of the employees and his
performance.
Followings type of loans are sanctioned to the employees if
HARCO Bank and CCBs.
128
Table 4.9
Types of Loans to Staff members of HARCO Bank and CCBs
Category Admissibility conditions Limits of Advances and
Installments of Recovery
Personal
Computer/Laptop Loan
Employees drawing revised
pay in any pay band shall
be eligible
Rs. 35,000 or actual price
of computer/ Laptop
whichever is less which is
recoverable along with
interest in 75 equal
monthly installments.
Purchase of Motor Car Employees drawing revised
pay of Rs. 18,000 and
above in any pay band
shall be eligible for this
loan
20 months pay subject to a
ceiling of Rs. 6.50 Lacs or
actual price of Motor car
whichever is less which is
recoverable along with
interest in 100 equal
monthly installments.
Purchase of New Motor
cycle/ Scooter
Employees drawing pay in
any pay band shall be
eligible
Rs. 45,000 for Motor cycle
and Rs. 35,000 for scooter
or actual price of the
vehicle whichever is less,
recoverable along with
interest in 100 equal
monthly installments.
Purchase of new Moped Employees drawing pay in
any pay band shall be
eligible
Rs. 25,000 or actual price
of the vehicle whichever is
less, recoverable along with
the interest in 100 equal
monthly installments.
Purchase of New Bi-cycle Employees drawing pay in
any pay band shall be
eligible
Rs. 2500 or actual price of
Bi-cycle whichever is less
recoverable in 20 equal
monthly installments.
Source: Circular of the Finance Department of Haryana dated 22nd November 2010
129
4.9.2 House Building Loans
All the employees are entitled to loan for purchase of plot &
house, construction of new house, and addition or renovation to the
existing house as per government rules. The following are the
provisions in this regard:
i) The charges incurred in mortgaging the plot and house or
both in the name of the bank shall be borne by the bank and
the employee concerned in the ratio of 60:40 respectively.
ii) The board of director may earmark funds for the purpose
annually.
iii) No employee can claim such advance as a matter right, in
such case, these rules are silent on a particular issue,
government house building rules shall be applicable and in
case of any dispute, confusion, interpretation, the decision of
the RCS shall be final.
Table 4.10
House Building Loans for the Employees of HARCO Bank and CCBs in Haryana
For the construction of
the House
40 months revised pay in any pay band (including
Revised pay and grade pay) subject to a maximum of Rs
15.00 lacs for the construction of house or purchase of
built up house allotted by the government agencies or
any other registered societies or through private source
whichever is less which is recoverable along with the
interest in 150 equal monthly installments.
For the extension of the
House
12 months pay in any pay band (Revised and grade pay)
subject to a ceiling of 3.50 lacs which is recoverable
along with the interest in 96 equal installments.
Advances for the extension of house for those who have
obtained any House building loan from bank earlier
may be allowed after the expiry of three years to the
date of purchase of house or taking possession thereof,
whichever is later. In case of employees, who had taken
House building loan earlier from the bank may be
allowed after 5 years of the start of the drawls of the
earlier loan.
130
For the Repair of the
House
10 months pay in any pay band (Revised pay and grade
pay) subject to a ceiling of 3.00 lacs which is
recoverable along with the interest in 96 equal monthly
installments.
Loan for the repair of house for those who have not
obtained any house building loan from bank earlier,
may be allowed after the expiry of five years to the date
of purchase of house or possession thereof, whichever
is later. In case of employees, who had taken House
building loan earlier from the bank may be allowed after
seven years of the start of drawls of the earlier loan.
Source: Circular of the Finance Department of Haryana dated 22nd November 2010
4.10 FINANCIAL LIABILITY OF HARCO BANK AND CCBs
1. Pay and allowances for the period of duty are paid to an
employee by the HARCO Bank and CCBs where the duty is
performed. However, the subsistence allowance for the period of
suspension and other emoluments for that period are paid by
the apex bank.
2. For the period of leave other than casual leave, the pay and
allowances are paid by the Apex bank.
3. The salary, allowance, stipend, and T.A. to an employee deputed
for training by the apex bank, are paid by the bank where the
duty is performed, provided that the emoluments are
reimbursed to CCBs by the apex bank for any training beyond
90 days.
4. The CCBs pay to HARCO Bank the contributions towards leave
salary, provident fund, gratuity, ex-gratia amount etc. at the
rates intimated to them in respect of employees under common
cadre working with them. The apex bank maintains various
funds for these contributions received from CCBs and these
funds shall be administered by the managing director.
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4.11 GENERAL RULES RELATING TO LEAVES
Providing various types of leaves to employees in an
organization is also an important function of HRM. All the employees
can„t work during the whole year. For giving proper health and rest to
the employees, leaves are sanctioned for the welfare of employees.
Following kinds of leave may be granted to an employee in HARCO
Bank and CCBs.
4.11.1 Casual Leave
Casual leave is allowed at the rates admissible to the employees
of HARCO Bank as per the rules of other government employees in the
state of Haryana.
But in CCBs, casual leave may be granted up to a maximum of
twenty days to the female employees in each calendar year by the
manager of the bank. It is also provided that not more than seven
days casual leave may be taken continuously as the state of work
permits and that no appointment is required to replace the employee
on leave and provided that public holidays may not be combined with
such leave in such a way as to increase the absence at any time
beyond ten days, but if extended beyond these limits, It shall be
treated as earned leave in respect of entire period. Casual leave may
not be granted in combination with any other kind of leave. With
regard to causal leave, manager may
1. Authorize the appointment of substitute for an employee on
casual leave when no reserve leave has been allowed for the
category of staff to which the employee belongs and a substitute
is necessary to carry out the duties of the post during absence,
due to shortage of the employees.
2. Permit the grant of casual leave without being subject to all or
any of the limitations laid in sub regulation below:
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i) When the absence from duty is necessitated by orders not
to attend office in consequence of infectious disease in the
family or household of an employee.
ii) When the absence is necessitated by reason of an
employee, who is a member of the auxiliary force, Indian
home guards, Air raid precautions, other Civil defence
organization, and other institutions of such nature to
attend an annual camp and training.
3. Casual leave will not be granted in combination of any other
leave. It is non-accumulative. Ordinarily, the previous
permission of the sanctioning authority shall be obtained before
taking such leave. When it is not possible, the sanctioning
authority should be informed as soon as possible in writing of
the absence from work, and possible duration of such absence.
Sunday and any bank holiday or holidays intervening the period
of casual leave may not be counted.
Table 4.11
Casual Leave for Employees of HARCO Bank and CCBs
Male employee having service Casual Leave
Up to 10 years 12 days per annum
10 years to 20 years 15 days per annum
More than 20 years 20 days per annum
4.11.2 Earned Leave
In HARCO Bank, earned leave is also allowed as per Haryana
government rules and also unavailed earned leave is accumulated. At
the retirement and death of an employee encashment of leave will be
allowed to its employee. At present employee is entitled to get 33 days
earned leave for each complete year of service.
For the CCBs employees, application for earned leave should
normally be made at least a fortnight before the date, except if the
leave is to commence in emergent cases under unforeseen
circumstances to be determined by sanctioning authority. The
133
sanction of earned leave is generally communicated to the concerned
employees. The followings are the provision with regard to earned
leave in CCBs.
i) The amount of earned leave shall be one-eleventh part of the
duty.
ii) In calculating earned leave earned by an employee, an account
is first be taken on the complete period of eleven months,
during which an employee has been on duty since the date of
his last return from leave, and the employee is allowed to credit
in his leave account for one month for each period of eleven
months of duty. Thereafter an account is taken of any balance
of the period of duty left over and the employee is credited with
one day of earned for every eleven days of duty rendered by
him. Fraction of the day of earned leave is taken as a full day, if
accounting to half a day or more and is ignored if amounting to
less than half a day.
iii) The earned leave due to an employee is the period which he has
earned diminished by the period of leave actually taken.
4.11.3 Half Pay Leave and Commuted Leave
This leave is also available to all the employees of HARCO Bank
as per government rules.
4.11.4 Extra Ordinary Leave
This leave may be granted by the competent authority to an
employee when no earned leave is due to him and his length of service
no other leave is permissible to him.The competent authority may
grant extra ordinary leave in combination with in continuation of leave
of any kind admissible to an employee and may commute
retrospectively period an absence without leave into extraordinary
leave which is no case shall exceed 5 years.No pay and allowances are
admissible during the period of extraordinary leave and period spent
134
on such leave shall not count for increments and no employees will be
allowed sick leave if he is having earned leave at his credit.
4.11.5 Sick Leave
A permanent employee of CCBs may be granted sick leave by
the manager up to maximum of 20 days for each complete year of
service on full pay. During the full period of his service an employee
may be granted sick leave on medical certificate from an assistant
surgeon, Government medical officer and bank medical officer for a
period not exceeding 18 months with full pay. Board may grant
additional sick leave, if considered advisable in bank‟s interest in
special case. This leave will be granted on the production of medical
certificate. In case an employee is absent from duty on account of
quarantine, the bank may at the request of employee treat such
absence up to maximum of 3 months as earned or sick leave or
special leave if such leave is otherwise permissible.
In HARCO Bank a competent authority may require an
employee who has availed himself of leave for reasons of health to
produce a medical certificate of fitness before he resumes duty even
though such leave was not actually granted on a medical certificate.
Employee can avail half day medical leave for 20 days per annum. It
can be commuted in to 10 full days of medical leave.
4.11.6 Maternity Leave
This leave is allowed to the permanent female employees of
HARCO Bank as per state government rules from time to time.
In CCBs, The manager may grant to a female employee of the
bank who holds a temporary or permanent post in the bank,
maternity leave on full pay for a period which may extend up to the
end of three months from the date of its commencement or to the end
of six week from the date of confinement whichever be earlier, such
leave will be admissible to the extent of nine months only during the
total service period.
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In case of „abortion‟ or “miscarriage‟ maternity leave may also be
granted to a female employee, but the extent of leave granted should
be limited to a period recommended by the authorized medical
authority subject to a maximum of six weeks from the date of
occurrence of the event. This leave shall not be debited against leave
account. Maternity leave shall not be granted to a female employee of
the bank who is having more than 2 children.
Some other leaves which are available to the employees of CCBs
are as under:
4.11.7 Study Leave
Study leave is admissible to the CCBs employee, as per
government rules as contained in civil services rules or as amended by
the board from time to time. The board is competent authority to
sanction study leave to an employee of these banks.
4.11.8 Half Day Leave
Half day leave may be allowed at the rate of one eleventh of duty
completed. No half pay leave is allowed if the employee is having
earned leave at this credit.
4.11.9 Authorities Empowered to Grant Leaves
The power to grant leave other than casual leave vest in the
hand of Managing Director (M.D.) in case of all employees of the
HARCO Bank as well as managers, assistant managers, development
officers, farm guidance officers of the CCBs. The casual leave of the
employee of HARCO Bank is sanctioned by the deputy general
manager and managers of the concerned sections. In case of mangers,
assistant manager, development officer, and farm guidance officer of
the CCB, casual leave is sanctioned by the managing director of the
concerned CCB. The causal leave to managing director and general
managers is sanctioned by the chairman and other kind of leave is
sanctioned to him by the appointing authority.
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The competent authority may refuse leave or recall an employee
at any time during his leave period without assigning any reasons.
4.12 COMPENSATION IN CASE OF DEATH OF AN
EMPLOYEE WHILE IN SERVICE
Ex-gratia grant to an employee of HARCO Bank and CCBs in
case of his death in service, and his disability during service, and
employment to one of the member of his family is given as per the
provision of the state government from time to time.
4.13 STAFF WELFARE FUND RULES
The BODs is the competent authority to frame rules for the
constitution and utilization of staff welfare fund and these rules shall
form part of the service rules subject to the approval of registrar.
4.14 REVISED PAY SCALES
In exercise of power conferred by section 37 of the Haryana
Cooperative Society Act, 1984 and in consultation with the HARCO
Bank, Chandigarh and the RCS Haryana make the following rules
further to amend the HARCO Bank Staff Service (Common Cadre)
Rules 1988 and CCBs Staff Service (Common Cadre) Rules 1975.
These rules may be called the Haryana State Cooperative Apex
Bank Staff Service (Common Cadre) Rule 1988- 1st amendment
Rule 2009 and Haryana State Central Cooperative Bank Staff
Service (Common Cadre) Rules 1975- 1st amendment Rules
2009.
In the HARCO Bank Staff Service (Common Cadre) Rule 1988
the existing Table 4.12 of rule 15.1 is substituted w .e. f.
1.1.2006 as under in the Table 4.12 which shows the pay scales
of the employees of HARCO Bank as per the sixth pay
commission 2006.
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Table 4.12
Revised Pay-scales of the employees of HARCO Bank as per 6th Pay
Commission
(In Rupees)
S. No.
Designation Pay Scales as on 2005
Name of
the pay band
Revised pay band as per
6thpay Commission
Corresponding grade pay
1. General manager 13500-375-17250 PB-3 15600-39100 8000
2. Deputy General Manager
10000-325-13900 PB-3 15600-39100 8000
3. Manager 8000-275-10200-EB-275-13500
PB-2 9300-34800 5400
4. Assistant General manager/
Development officer
7450-225-11500 PB-2 9300-34800 4600
5. Accountant 6500-200-8500-EB-200-9900
PB-2 9300-34800 4000
6(a). Junior Accountants/ Stenographer
5450-150-6950-EB-150-8000
PB-2 9300-34800 3300
6(b). Junior Accountant cum coach
5450-150-6950-EB-150-8000
PB-2 9300-34800 3300
7(a). Clerks-Cashier 5000-150-7100-EB-150-7850
PB-2 9300-34800 3200
7(b). Clerk cum player 5000-150-7100-EB-150-7850
PB-2 9300-34800 3200
8. Steno Typist 5000-150-7100-EB-150-7850
PB-2 9300-34800 3200
9(a). Record Keeper 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
9(b). Record Keeper cum player
4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
10. Driver 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
11. Peon 3050-75-3950-EB-80-4590
PB-1 5200-20200 1900
12. Head gunman 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
13. Gunman 3050-75-3950-EB- 80-4590
PB-1 5200-20200 1900
14. Sweeper 3050-75-3950-EB-80-4590
PB-1 5200-20200 1900
15. Gardner/Waterman/ Cook
3050-75-3950-EB-80-4590
PB-1 5200-20200 1900
16. Manager (Computer)
8000-275-10200-EB-275-13500
PB-2 9300-34800 5400
17. Assistant Manager 7450-225-9025-EB-225-11500
PB-2 9300-34800 4600
18. System Analyst 6500-200-8500-EB-200-9900
PB-2 9300-34800 4000
19. Programmer 5450-150-6950-EB-150-8000
PB-2 9300-34800 3300
20. Technical Assistant 5000-150-7100-
EB-150-7850
PB-2 9300-34800 3200
21. Textile Engineer 10000-325-13900 PB-3 15600-39100 6000
22. Credit expert/ Investment fund management analysis
8000-275-10200-EB-275-13500
PB-2 9300-34800 5400
23. Project specialist 8000-275-10200-EB-275-13500
PB-2 9300-34800 5400
138
24. Technical expert (Farm Sector)
7450-225-9025-EB-225-11500
PB-2 9300-34800 4600
25. Technical expert (Non Farm Sector)
7450-225-9025-EB-225-11500
PB-2 9300-34800 4600
26. Project officer (i) 6500-200-9900 (ii)6500-200-10500 (as a personal measures)
PB-2
PB-2
9300-34800
9300-34800
4000
4200
27. Assistant engineer 8000-275-10200-EB-275-13500
PB-2 9300-34800 5400
28. Jr. Engineer 5500-175-8300-EB-175-9000
PB-2 9300-34800 3600
29. Draftsman 5000-150-7100-
EB-150-7850
PB-2 9300-34800 3200
Source: Circular from office of the Registrar Cooperative Societies Panchkula, order
dated-23-07-09
In the Haryana State Central Cooperative Bank Staff Service
(Common Cadre) Rules 1975, the existing Table 4.13 of rule 16.1
relating to pay-scales is substituted w. e .f. 1.1.2006.
Table 4.13
Revised Pay-scales of the employees of the CCBs as per 6th Pay
Commission
(In Rupees)
Sr. No.
Designation Pay Scales as on 2005
Name of the pay band
Revised pay band as per
6thpay Commission
Corresponding grade pay
1. Senior Accountant 6500-200-8500-EB-200-9900
PB-2 9300-34800 4000
2. Junior Accountant/Executive officer/Stenographer
5450-150-6950-EB-150-8000
PB-2 9300-34800 3300
3. Clerks/Cashier/Secretary Grade-A/Typist/Steno Typist
5000-150-7100-EB-150-7850
PB-2 9300-34800 3200
4. Daftri (Record Keeper) 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
5. Secretary Grade-B 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
6. Driver 4000-100-4800-EB-100-6000
PB-1 5200-20200 2400
7. Peon/Mali/Sweeper/ Gunman/Chowkidar
3050-75-3950-EB-80-4590
PB-1 5200-20200 1900
Source: Circular from office of the Registrar Cooperative Societies Panchkula, order
dated-24-08-09
CONCLUSION
It can be concluded from that there are separate HRM policies
and staff cadre rules of HARCO Bank and CCBs in the state of
Haryana. However, the method used for recruitment i.e., direct
139
recruitment and recruitment through promotion are the same in both
these banks. Similarly, promotions in these banks are also based on
seniority. For this purpose, seniority list is prepared from the service
record of the employees in the bank. Further, bank has its own
training institute i.e., STC to train its employees. Various orientation
courses for different categories of employees of HARCO Bank and
CCBs are organized by S.T.C. Employees of HARCO Bank can be
transferred to any of its branch and also in the CCBs operating in the
state. Generally, general manager and assistant managers of the
CCBs originally belongs to HARCO Bank, which are transferred to
CCBs for exercising control over them. Further, the employees of
CCBs are transferred within the jurisdiction of district; and employees
are paid travelling allowance in this regard. The performance of the
employees is measured through the appraisal system. Annual
Confidential Report (ACR) is used as tool of performance appraisal in
these banks. The ACR is based upon various behavioural factors
related to the job. As salary administration and welfare measurement
in these banks is concerned, HARCO Bank and CCBs used separate
cadre in this regard. There is a provision of increment in pay scale of
the employees; and employees are also entitled to some of the
allowances. In HARCO Bank, most of the allowances are given as per
State Government Rules, while in CCBs; these are approved by the
Registrar Cooperative Societies. Further, these banks have also made
the provision for provident fund, gratuity, medical reimbursement, etc.
Casual leaves, earned leave, sick leave, extraordinary leave and
maternity leave facilities are also available in these bank. These banks
also provide loan facility to their employees. Salary of employees in
these banks has been revised as per the 6th Pay Commission. So, it
can be said that cooperative banks in Haryana have their own HR
policy for the management of human resources which is formulated
under Common Cadre (Service) rules.
140
References
Flippo, Edwin B. (1984), Personnel Management, Mc-Graw Hill, New
York.
Khanka, S.S. (2009), Human Resource Management Text and Cases,
S.Chand and Company Ltd., New Delhi.
Circular (2009), Office of the Registrar Cooperative Societies
Panchkula, order dated 23rd July.
Circular (2009), Office of the Registrar Cooperative Societies
Panchkula, order dated 24th August.
Circular (2010) Finance Department of Haryana dated 22nd November
2010.
Common Cadre Service Rules (1975), The Haryana State Central
Cooperative Bank.
Common Cadre Service Rules (1988), The Haryana State Cooperative
Apex Bank.
Common Cadre Service Rules (2006), The Haryana State Central
Cooperative Bank (Common Cadre 3rd Amendment).
Common Cadre Service Rules (2009), The Haryana State Cooperative
Apex Bank, (Common Cadre revised).
Training Report (2001-12), Staff Training College, Panchkula.
