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CHAPTER ll
CONCEPTUAL ISSUES IN HUMAN RESOURCES DEVELOPMENT
- AN OVERVIEW OF LITERATURE
INTRODUCTION
In order to have a perception and the background setting of the
theoretical base and the studies and investigations made by various
researchers, as well as views of different authorities, personalities,
committees and commissions, a discussion of the conceptual issues of
human resources Development and a review of literature become necessary.
Figure 2.1 will show the Human Resource where showing the various Human
Resource areas.
While studying the performance appraisal system of an engineering
company in 1974 - 75, Pareek and Raoi held that for the effectiveness of the
appraisal system, simultaneous efforts were required for: (i) Potential
appraisal, (ii) employee counseling, (iii) career development and planning
(iv) training, and (v) organisational development. The concepts of Pareek
and Rao are much more broad-based than the concept offered by Nadler
according to whom human resources 'Development is training, education
and development.
1. R . Jayagopal, "Human Resource Development conceptual Analysis and Strategies", Sterling publishers P.Ltd, New Delhi, Reprint 1993. p.48.
HUhlAN RESOURCE WHEEL
\ ,torirs:assunnp a pcrsonocl / STAFFING \ /
SOURCE : Socicly frr Trllilling and Development, Modcls for Exccllcncc (ASTI)). p.23 with ptnnission.
Coullesy : personneliHu111an Kesourcr Mai~agement, l)a\lid A. Ilecenzo et. al. Prentice-Hall af India 1'1ivatt: 1,imited. Ncw Uelhi. 1995, p.X
Rao2 defines human resources development as process, rather than a
set of mechanism and techniques by which the employees of an organisation
are helped in a continuous planned way, to
1. acquire or sharpen capai .~es required to perform various functions associated with their present or expected future roies.
2. develop their general capabilities as individuals, and discover and exploit their own inner potentials for their own andlor organisational development purposes,
3, develop an organisational culture in which superior - subordinate relationships, team-work and collab~ration among sub-units are strong and contribute to the professional well-being, motivation and pride of employees.
Rao further suggests the following process mechanisms or
su b-systems:
Performance appraisal;
Potential appraisal and development;
Feedback and performance coaching;
Training;
Career planning.
These mechanisms are used to initiate, facilitate and promote the
process of human resources development in a continuous way. All these
2. R. Jayagopal, 'Human Resource Development conceptual Analysis and Strategies", Sterling publishers P.Ltd, New Delhi, Reprint 1993. p.52.
process mechanisms are linked with corporate plans, particularly with human
resources planning.
Len Nadler3 claims that the term Human Resources Development was
evolved in his class room and it gained popularity in the USA after rn id
1970s. Nadler defines Human Resources Development as "an organised
learning experience within a given period of time with the objective of
producing the possibility of performance change".
11.2 Functions of Human Resources Development
The following functions can be assigned to Human Resource?
Development while playing different roles.
1. Supportive Role
a. Strengthening, operating and executive levels
b, consolidating existing strengths.
2. Role of systems Development and Research
3. Managerical Role
a. Planning for iuture manpower needs;
b. Getting the best people available
c. Utilising the people selected
d. Retraining,motivating and integrating people
e. Assessing people for their contribution
3. R. Jayagopal, "Human Resource Development conceptual Analysis and Strategies", Sterling publishers P.Ltd, New Delhi, Reprint 1993. p.127.
f. Planning growth of people
g. Developing healthy role relations
h. Job analysis and evaluation
4. Role of Developing Competence
a. Technical Competence
b. Managerial Competence
c. Process Competence
d. Helping Competence
e. Coping Competence
5. Process ROIG
a. Creating the necessary culture and values in the organisation
b. Diagnosis
c. Intervention
However, these roles can be effectively played when the following
pre-requisites exist in the organisation.
+ Top level commitment
+ Plans for utilisation of manpower skills
+ Conditions for growth and development
+ Investment in Programmes
+ Openness and Trust
People, i r ~ an organization, are to be used as a resource as they are
key to the organizational efficiency and effectiveness. Under human
resources development h a may view all the structures, systems and
processes which an organization use to acquire or strengthen their
capabilities.
Steps involved in planning for Human Resources Development includes
setting up of Hu an Resources Development objectives, organization
planning, forecasting of human resources needs, action programmes for
human resource development and Human Resources Development audit.
The role of managing makes it possible for people to operate in groups
in such a way as to gain the most in terms of objectives sought by an
enterprise or a part of it with human and material resources available. Fig 2.2
will show the management concepts touching HRB. And Fig 2.3 will show the
Positive HRD processes.
11.3 Human Resources Planning
Organisations4 should have suitable mechanisms to predict the work - force requirement, based on its emerging needs, new openings, transfers
out and transfers in, promotions, demotions, retirements, dismissals etc.,to
mention some of the factors affecting personnel demand in the
organisations. The sources of supply of personnel both from within and
outside the organizations have to be identified. At the demand side, the
4. M.Basheer Ahmed Khan, understanding management Thro'cases' New Delhi, Discovery Publishing House 1996 p.77.
POSITIVE HRU PROCESSES
FULLY DEVELOPED
L .'* .*a -- ,- - 1 4
;-=-+$ ; Management Process .G I!, I xadel-ship Training
organisation has to plan for future needs, future balance, recruitment, and
selection and for future development. The organisation has to be aware of
the changing environment in the labour market because of the increasing
competition, labour shortages, cnanging dem: jraphics, government
regulations, employees rights and the environmentai factors.
An important characteristic5 of our culture is the tendency to depena
heavily on the leader or the chief executive of the organisation.
The I.L.0's6 Human Resources Development flows the basic needs
strategy.
The World Bank7 in its 1980 report considered Human Resources
Development as a complementary approach to other development
strategies, par ~llarly employment and reduction of inequalities.
Human Resources Development is based on the faith in the Potential
interest in every human being. Given the right job and challenges, the
potential manifests itself. Government organisationss need Human
Resources efforts even more than commercial organisations. The hierarchy
is so oppressive that people at higher levels rarely consider those at lower
levels as capable of ihinking. The whole system is founded upon a premise
of not trusting the capabilities of people below, and building up systems
5 . M.Basheer Ahmed Khan, understanding management Thro'cases' New Delhi, Discovery Publi-bing House 1996 p.77.
6. ibid
7. ibid
8. ibid
based on suspr~ion.
Role analysis and performance appraisal are important instruments; the
former calls for well defined job descriptions; the latter involves identification
of key performance areas, clear target setting and subsequently
performance analysis of an open manner.
An institutionalissd systemg is an important requisite for any success in
HRD. Firms of repute have built carefully, brick by brick, the building blocks
of HRD. These are (1) appraisal system (2) career planning and
development (3) Organisation Development and research (4) the data
storage system, and an overriding factor is modernisation, which is the
source of many new experiences that entail learning valuable new skills, and
acquiring information of value.
The human relations approach ernphasises concern for the motivator
(supervisor) rather than the person to be motivated. It encourages workers
participation in decision making and allows them to use their creativity and
leadership abilities to work towards company goals. The strategies are:
Recognise basic individual needs
Recognition of an individual
Self respect
Pride
Communication
9. 5.M.Basheer Ahmed Khan, understanding management Thro'cases' New Delhi, Discovery Publishing House 1 9 O 6 p.77.
Understana~ng
Confidence
Opportunity
Discipline
Man is a most dynamic animal, with an infinite capacity to think, to
create, to develop, to discover and invent, to produce, to feel, to love, to
dream, to conquer, to master, to achieve, to give, to live, to play and to do as
well as destroy, to hate and to kill. His behaviour and conduct is most
unpredictable. Development of people is done by providing the right
environment where the individual may grow to his tallest stature and realise
his fullest potentialities.
Paul J. Meyer asserts, "Tht. jreatest natural resource of our nation is its
people. It follows inescapably that the primary goal to be pursued at all levels
-state, local, private -should be development of each individual to his fullest
potential".
11.4 Some Approaches to HRD
Organisational base is needed for implementing successful Human
Resource Development Programmes. It provides a peg to hang on all inputs
and processes of HRD. It also follows the sound principles of management,
namely, creating a viable str~cture which is the first step towards realisation
of the goals of HRD (both at the organised and unorganised sector leiels) :
HRD The organisational Base Figure 6:2 Life long Learning - Recurrent
Education. Swedish pattern is given here. This will give an idea as to how far
learning helps in HRD orientations, culture, and developments.
The emergence of HRD ministry in Singaporet0 was due to the
innovative efforts of Lee Kuan Yen and the idea was to centrally coordinate
the entire process of increasing the knowledge, skill, and capabilities of the
country's human resources. The government offered hefty scholarships to
bright youngsters to opt for careers in economics and commerce rather than
in the traditional pursuit for law, medicine, science, and technology.
It. 4.a Swedish Ayproach to HRD
The outstanding example of HRD is ir; Sweden." The Sweden plan of
HRD provides maximum opportunities for the maximum number of people to
fully cultivate their potential. A term used very often by Swedish HRG
specialists is 'renewal' which includes efficiency in the delivery of services.
Renewal also includes the simplification of procedures and the language of
communication of the agencies with the public. The people have the freedom
to decide whose services they would obtain.
In the regard, Sweden devised a three step approach:
a. Seminars were centrally organized for 125 heads of implementing authoritiestagencies (corresponding to Heads of Departments) between September 1980 and October 1984. The participants had to be committed to the idea of Human Resources Development and work out better coordination amongst themselves at three 'five-day sessions.
b. The second level of courses was for 140 Deputy Heads of the same departments - a five day course and after a break, a second five day
10. M.Basheer Ahmed Khan, understanding management Thro'cases' New Delhi, Discovery Publishing House 1996 p.77.
course. 3. The third phase was organized by the departmental head and his deputy for their staff in what was called 'single authority' seminars in four phases spread over a twelve month period.
c. The third phase was organized by the departmental head and his deputy for their staff in Wi . ~ t were called 'single authority' seminars in four phases spread over a twelve-month period.
It was important to 'impart' to the 'top' two levels of courses, inputs on
appropriate leadership, management and 'vision' reappraisal, improving
efficiency, defining priorities, efficiency measures, result analysis, new
technological aids, international and national economy now and in the next
five years, the budgeting process, labour law and the role of employer.
Emphasis was given to:
The new management role
How to motivate personnel
Delegation and efficiency
How to manage managers.
Evaluation of seminars on training have revealed that the people at the
top have become better listeners and can conduct better meetings and are
involved in undertaking the training and develapment of their staff in the
manner they consider best and most relevant thraugh single level seminars.
There is also evidence of improved handling of question concerning
management planning and better coordination within the national
administration, of preparedness for reappraisal and for identification of
greater opportunities for decentralization and delegation, refine of goals and
strategies, and recognition of customers' and recipients' needs as being
necessary for the formulation of a policy. Further, decision making powers
have been strengthened, aspects such as managerial role, leadership and
personal effectiveness are better understood and appreciated, and the
importance of on-the- job training and the motivation factors have been
recognised. The remarkable element of the Swedish situation is that there
are plenty of formal, non-formal and informal educational structures so much
so that an average individual will have to learn, develop some kind of skill or
to be educated.
11.4.b Emergence of HRD ministry : lndia
Tim~erley,'~ a British authority on the subject of manpower planning,
has recommended creation of a Central Agency in each nation whose
purpose would be to develop human capital and ensure its investment in the
development of the National er .lomy.
The government of India's HRD Ministry13 is trying to implement the
above said ideas both in the traditional and non traditional factors. It
integrates the portfolios of Education, Sports, yo .th affairs and Culture.
Significance of HRD in Emerging Context
The concept of H R D j 4 is already established in most successful
corporations, both in lndia and abroad. Functions such as Human Resources
Planning, Requirement and selection (including Management of the
12. M.Basheer Ahmed Khan, understanding management Thro'cases' New Delhi, Discovery Publishi~ig House 1996 p.77.
13. ibid.,
14. ibid.,
interphase with sources of' manpower such as schools, polytechnics and
colleges) training and development, personnel and administrative policy,
planning and implementation, career counseling, industrial relations etc have
been integrated in successful corporatio~s. Professionals in HRD manage
the integrated mega functions from a holistic view point, throwing up creati).
solution which were earlier unthinkable due to national tendencies for sub-
optimisation.
Likewise at a macro level, we need to view lrhs Human Resources
Development portpolio in an integrated manner. There are many other non-
traditional support systems that need to be motivated, such as
i. Sports and Physical Development, development of leadership, skills and social consciousness, group dynamics, career counseling, rekindling of respect and pride in our culture and heritage.
ii. Usage of integrated Human Resources Development approach to have a tremendous effect on millions who form the working world.
iii. To manage interphase in the Labour Ministry through a new Human Resources Development portfolio to have significant import on the State Industrial relations.
Human Resources Development involves education and learning.
Torenberth, Gayle Ilene15 (1976) investigated into self-actualisation and
intellectual and intuitive aspects of human behaviour.
15. Torenberth, Gayle Ilene, Comprehensive Dissertation Index (1973-77), ph.D 1976 - California School of Professional Psychology, Los Angels) 149, p.37109 - B, p.4709, DCJ 77.06314
Shuncagel, Betty Lou1"1976) studied the Human relations motivation&
structures of individuals in small work groups and their supervision. Maach,
Harold Dennis17 (1976) researched on the self-monitoring of Expressive
Behaviour in Human Relations groups.
Wooten - Trott, Hollisterla (1976) Studied on "An analysis of a human
relations training programme for managers and supervisors".
Malzohn, Don EdwinlQ (1975) investigated I - ~ O how Human values are
affected by an individual's perceptions of his work organisation.
Durangonzaliz, Lilia Irene20 (1977) studied on the value of choice in Human
Behaviour.
Md. Abbas Ali (1978)21 investigated into the expected job attractiveness
and satisfaction on information integration.
16. Shuncagel, Betty Lou (Ph.D 1976 University of Maryland) 145 p.381 06-8 p.2923 DCJ 77- 265-67, 2omprehensive Dissertation Index, (1973-77).
17. Harold Dennis Maach, (Ph.D 1976 University of Kansas) 147 p.37109 - B A 4760 DCJ 77 - Dissertation Abstract 1973-77, Psychology, Human Relations.
18. Hollister Wooten-Trott, (Ph.D 1976 University of Maryland) 84 p.37112 8, p.6391 DC 177 - 13044, Dissertation lndex (1 973-77;.
19. Don Edwin Ma1 Zohn, )Ph.D 1975 Oklahoma State University) 193 p.37 (10-B, p.5417 DCJ 77-051 37, Psychology - Dissertation lndex (1 973-77).
20. Lilia Irene Durangonzaliz, Ph.D (1977) The University of North Carolina at Chapal Hill 90 p.38/06 -BP 2901, DCJ 77-27243 University, Microfilms International Comprehensive Dissertation lndex (Five year Cumulation 1973.77).
21. Md. Abbas Ali, Osmania (Commerce) 1978 Bibliography of Doctoral Dissertations, 1978-79, personnel Management.
Chattopadhyzy, Nishith RanjaqZ2 (1970) studied some psychological
problems of middle level executives in selscted large scale undertakings iri
India.
Van Duren, AllanZ3, (1976) studied on the value of Performance
Appraisal in the motivation of Engineering personnel.
Hadery, SharonyelaZ4 (1975) researched into the Management job in
large contemporary Bureaucratic organisations - "Do managers perceive it
as satisfying? An application of the nlotivation - Hygiene theory to
Management jot".
Solomon, Robert James25 (1975) studied on the importance of manager
- subordinate perpetual differences to the study of leadership.
AmarsinghZ6 (1985) studied the correlates of job satisfaction among
different professionals.
Sunderrajan, Ushaz7 (1985) investigated into organisational
effectiveness - A study on public sector and private sector organisations.
22. Nishith Ranjan, Chattopadhyay, Delhi, 1970, Bibliography o i Doc:toral Thesis, 1857 to 1970, 1222.
23. Allan Van Duren, Ph.D. 1976 United States, (International University), 203 p. 371 04-8 p.1954 DCJ 76 - 22404. p.761, Dissertation Index (1 973-77).
24. Sharonyela, Hadery, (DBA 1975, George Washington University, l $ S p.361/11 - A p.7611 DC J 76 - 10540.
25. Robert James, Solomon, (Ph.D 1975 the University of Rachester) 187 p. 36/05 B.P. 25 14 DC J 75 - 22780.
26. Amarsingh, Ph.D. Bibliography of Doctoral Dissertations.n.d. n.p.
27. Usha, Sunderrajan, 693, Bjbliography of Doctoral Dissertation (1985-86), I.S.T. 1980-85, Deihi, 1980-85.
Vyas, indravadan P r a b h a ~ a n k a r , ~ ~ (1986) made a study on
organisational climate and employee efficiency potential in a selected small
unit in Baroda.
Abdut A ~ i z * ~ (j978) studied the leadership behaviour among middle
level executive,
David Bradley30, is of view that advanced 'in-house' police training is
opening up the police colleges to political scientists, criminologists,
economists and sociologists in recognition of the complex and multifaceted
nature of policing and of the need for developmental as well as narrow - technical training. He further states that the Police are kept in the dark about
the degree to which managers are constrained or free to behave in the ways
that they do. Without such information and training, selection and
Performance Appraisal of managers will be hit and miss affairs.
Nancy K. N a ~ i e r . ~ ' (1993) describes a Belgium firm's approach to
managing organizationally diverse companies that it acquired in the United
States and Germany. Four main conclusion emerge form the zeuter
experience: 1. Assertive tolerance as an integrating tool: 2. "Evolutionary"
28. Indravadan-Prabhashankar, Vyas, Baroda 1978-86 72, Bibliography of Doctoral Dissertation, (1 885-86).
29. Abdul Aziz, Management, Personnel Management 435 - Bibliography of Doctoral Dissertation, (1 972-78).
30. David Bradley, Managing the Police, p.3435. n.d, n.p
31. Nancy K. Napier et al, Managing organisational Diversity : ObSe~atIon in Cross - Border Acquisitions Human Resource Management - Winter 1993, Po1.32, No.4. John Wilsy & Sons for the School of Business Administration University of Michigan.
change allows learning to occur: 3. Long term Autonomy lets appropriate
HRM practices emerge. 4. Strategic role for HRFJ managers:
Talluru S r i n i v a ~ ~ ~ investigated organisational climate and job
satisfaction and in his dissertation he views that in most of our Indian
organisations, there is a gap bet,$een what an employee wants and what the
management thinks that an employee wants, and he studied the inter
relationship between organisational climate and job satisfaction with a
specific probe into the determinants of the perce~tion about organizational
climate and job satisfaction.
Niraj K ~ m a r ~ ~ (1995) views that, since the beginning of the 20th century,
researchers in organisational behaviour have been finding significant
correlation between these elements and productivity and performance of the
organisation.
Deenadayalan. K.34 ('l995) is of view that most of our management?
have side-lined the HRM function due to lack of immense knowledge about
the importance involved in the successful handling of that function. They
have to organise conferences, workshop etc offered by leading
organisationsiindividuals in a phased manner to obtain expert guidance in
improving the efficiency of the personnel to meet the chailenges faced by the
32. Talluru Srinivas, "organization climate arid job satisfactionn, Dissertation, Dept of commerce, Pondichery University. (1991)
33. Niraj Kumar, "Human Elements in Organizations" "The Hindu speaks on Management" The Hindu, Chennai-2, 22nd April, 1995. p.173.
34. K. Deenadayalan. "HRM past, present and future", The Hindu speaks on Management, 4th Oct. 1995, p.230.
organisation; he also advocates for training people by identifying their
training needs.
Mathrubootham. A,35 (1995) opines that in personnel management,
there is more of 'residual' management, that is management of left overs,
than resource management which is 'management of the potential' and adds
that cohesion must come out of commitment starting from the chief executive
and extending to the lowest level first line super-visor to the task of active
quality building in people management.
Sivakumar, A.B. ,36 (1995), advocates for freeing Human Resources
Development from Performance appraisal and training obsession, citing
Gurgaoen based Sona Steering Systems, Sundaram Fasteners at Madras,
Worlie plant of Crompton Greaves and Bhel.
Varadan,37 M.S.S. (1995) suggests to Cj) Change Personnel function
itself from one of managing the elfare are of the employees to one of providing
directions and ensuring performance through people.
Christopher Daniel . J38 (1955) painfully remarks that there are
managers who practise "MMD" - "Management by maintaining Distance" from
35. A. Mathrubootharn. "Residual to Human Resource Management" The Hindu speaks on Management,22nd April 1995, pp.177, 181.
36. A.B. Sivakumar, 'HRD for Results : the new agenda, 'The Hindu speaks on Management', 26th April 1995, p.182.
37. S.S. Varadhan, 'Achieving Performance advantage through people,' 'The Hindu speaks on Management', 14th June 1995, p.195.
38. Christopher Daniel, J, 'Realising People Philosophy of Organisatlons, 'The Hindu speaks on Managemsnt', 12th July 1995, p.199.
TWO WAY C O M M U N I C A T I O N
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employees, wh1,n should not be the case and advocates for organisations'
"people philosophy." Figure 2.5 wiH show how communicating should be two-
way-from top to Bottom and Bottom to Top.
Srinivasan. R.39 (1996) is of view that in most organisations, 80
percentage of the people can be classified as mere followers, 10 percent can
be termed an innovators and the balance as laggards, (nay sayers). To be
successful, the Chief Executive must make use of informal leaders and they
may be used as key individuals : Resource persons.
Viswanathan D.40 (1995) canvasses for organisations learning; a
learning organisation would adapt itself to the environment; CEOS of
Japanese industries learnt lessons from USA's Deming and Juran Institute
and transferred their learnings to their industries and raised the quality of
goods and thus tSe organisations learnt.
Mani, R.S.S.41 (1995) emphasises the need for line managers accepting
responsibility for implementing HRD programmes and not to leave it to
personnel department.
Sivakumar, A.B.42 (1995) is of view that when in an organisation create
a culture over the years and the seniur members of the organisation do not
39. A.R. Srinivasan, "Agents of change II", The Hindu Business line, 19th Dec. 1996. p.111.
40. 'The Hindu speaks on managementn -"Learning and Organisaticn' 29th April, 1995.
41. R.S.S. Mani "HRD & Organisation Development", 'The Hindu speaks on Management', 21st July 1995 - p.164.
42. A.B. Sivakumar, "Developing Proactive Ol'ganisational Culture", 'The Hindu speaks on Management', 1st JI! 1995, p.67.
welcome such changes and resist these to the maximum extent possible. He
suggests that pro-active organisational cultures are good and says that
culture can be changed as it happened in SAIL undsr Mr. V. Krishnamoorthy
with his "priorities for action" and Mr. Menon in TCC by his "SWOT" Analysis
as suggested here:
Corrective Action
I
Futuristic and Strategic long
1 term action I
Chaos Equilibrium Organisation
VenkataranTan, T.S.,43 (1995) says that sugyests that if women are to
involve effective leadership styles, they will need to become more assertive,
and more forceful in their exercise of legimate power and authority.
Various HRD intervention^^^
With the 20th century about to close, humanity finds itself at the
threshold of greater adventure, which is not related to it's conquest of space
and time. It is the discovery of 'human resource development process' ana
the realisation that this single variable of Human Resource Development
(HRD) can account for all other development processes.
S e t h ~ ~ ~ considers that HRD is a set of structured and integrated social
programmes whose scope and thrust are so defined as to put it into one of
43. T.S. Venkataraman, 'Women in Managemenis - Strategies for success - 16th Aug. 1995.
44. R. Jayagopal, (1993) 0p.cit p.127
45. ibid.,
the following relations with other developmental strategies (a) as an adjunct
(b) as a complen? tary or (c) as an alternative strategy.
There have been three stages in human resource de~e lopment~~. The
first was the 'ancient', where India was the leader. The second was the
medieval stage, which, though recognised the concept of Welfare State
ideologically, did not replicate it in reality. The third stage is 'modern' and
India has entered it with nunierous problems due to foreign subjucation and
other problems.
Educational Influence
The Kerala type of alround growth is attributed to educational
advancements. The experience of development planning in lndia has shown
that the outcome of various strategies aimed at inter-sectorial coordination
has never been uniform and consistent. According to P~ran ik ,~ ' creativity,
attitudes, communications, interpersonal relations, team building, leadership
anci motivation are essential for HRD in Research and Development
organisations.
Proa~t iv i ty~~ in the organized sector should be increased not at the
expense of the people in the organisation, but at the expense of wasted time,
lost motion, unnecessary bureaucracy and red tawe.
46. R. Jayagopal, (1993) 0p.cit p.127
47. ibid.,
48. ibid.,
Quality circle activities are yielding tangible results in our effort to
develop HR in the organised sector. The impact is on skill development and
attitudinal chaiCyes. A quality circle is a voluntary group working towards
attainment of certain objectives.
Human Resource Management includes the traditional functions of
personnel and administration such as employee data files, job evaluation,
compensation, benefits, security, safety rules etc. It also has an important
focus on development, encompassing recruitment, staffing, ptanning,
training, education etc.
As regards Employee and Industrial relations, Pareek and Rao49
characterised the following objectives of HRD systems and practices:
a. To provide a comprehensive framework and methods for the development of human resource in an organization.
b. To generate systematic information about human resources for purposes of manpower planning, placement, succession planning and the like.
c. To increase the capabilities of an organization to recruit, retain and motivate talented employees.
d. To create a climate that anables every employee discover, develop and use his capabilities to the fullest extent in order to further both individual and organizational goals.
49. R . Jayagopal, (1993) Op.cit p.127
11.5. SOME FURTHER REVIEWS OF LITERATURE
11.5.a Studies on organisational behaviour
Figure 2.4 will show the importance of behaviour in organisation.
Malhotra (1984) found Political will, leadership, supportive bureaucracy
managerial autonomy and participative management responsible for success
of Oil and Natural gas Commission.
According to Khandwalla 11987),50 the available research indicates a
depressing picture of poor work attitudes; there are virtually no empirical
studies of how the organisational growth, diversification and competitive
strategies affect work attitudes, conflict and the leadership at lower levels of
organisation and Vice versa.
According to Agarwal. N.M, (1993)51 restructuring through autonomous
work groups, reducing hierarchies, relocation, creating awareness about the
existing work c~llture and accultarations are some of the processes by which
a strong work culture can be developed.
A survey of 19915* of 300 electronic companies sponsored by the
American Electronics Association proved the failure of activity centered
programmes.
50. Pratap N, Kharidwalla, "organizational Behaviour Research gaps and Future Directions, n.pub. 1987.
51. N.M. Agarval, 'Developing work cultures for High involvement High performance work organisations" American Journal of Economics July 1990, vol. 49.
52. Robert H.Schaffer and Harvey A Thomas, "Euccessful change programs begin with Results*, Hamarc! Business Review, Jan-Feb, 1992, p.81.
BEWAVIOUR IN ORGANISATIONS
Environment of Environ111cn[ oi' \ Organisarion
Source : Dunnette, M.11.. Handbook of Industrial Organisatiuns' I'sycholtrg!
Courtesy : Llissertation of Uangalore University.
Talluru S r i n i ~ a s ~ ~ (1 991) found positive relationship between
organisational climate and job satisfaction; all socio-economic variables are
influencing the job-satisfaction level, Worker perceptions are differing based
on length of service, differences in age, nativity, and income levels; nature of
organisation did not indicate any significant relationship to variations in
organisationai climate perceptions.
Roger L. K t r n ~ ~ ~ argued that Dynamic changes are now under way and
that will have a dramatic impact on our public and non-profit organisations
both politically and managerial.
Chicke O k e ~ h u k e s ~ ~ studied the relationship of six managerial
characteristics and found self actuaiisation was the most important predictor
of managerial effectiveness rate in Canada, Self assurance in Hongkong and
intellectual ability in People's Republic of China. Supervisory ability was the
second most important predictor in each country.
Raghavan, R.K.56 (1 989) is of view that the quality of work and quality of
life of Police Personnel is Poor.
53. Talluru Srinivas. "organisational climate and Job satisfaction", Dissertations, Department of commerce, 1991. Pondicherry university, p.159.
54. Roger L.Kemp, 'The need for strategic planning in the public and non-profit sector, n.pub, n.d. p.65.
55. Chike Okechukas, 'The relationship of six managerial characteristics to the assessment of managerial effectiveness in Canada, Hongkong and people's Republic of China", n.d. n.pub.
56. R.K.Raghavan, "Indian Police problems, planning and perspectives", Manohar publishing Housing, New Delhi.
Williams E.E,57 (1990) views that China's major issues revolve around
reforming its management system. i.e. to "create a mighty contingment of
managerial personnel for the socialist economy."
An Yuk, et a158 reports that an important function of modern economies
is the translation of new techniques and ideas into productive activities.
Ramaswamy, T (1990)5g holds the view that the Indian value system -
deeply rooted in a heritage of over 5000 years - holds the key to promote
human excellence.
Accordin!, tc Kaw, M.K60 (1993), an Indian Administrative Service
Officer, there are six types of people his service, ranging from the
abominable no-man to the Executive yes men.
Arnsel, Jaime Luis (1993)" concluded that all four factors, namely,
management support for innovation, satisfacti~n with management, team
work and "Esprit da corps" are significantly associated with job satisfaction
57. American Journal of Econ. July 1990 volume 49. E.E. williams, Professor of Administration, Rice university Houston.
58. international Economic Review volume 31, nos May 1990 '[earning corporate control and peri -imancen, p.365.
59. T.Ramaswamy, 'To catch them young and start them rightn, Management Review 1st June 1990.
60. M.K. KAW, 'Bureaucracy: IAS unmasked" Konark publietors. New Delhi 1993. The Administrator special issue on public polic j-Jan March 1994 volume XXXlX no 1 Book Review P.155.
61. Arnsel, Jaime Lcis, Phd, California school of professional psychology, Los Angels, 1993, 'Esprit de Corps, management support for innovation and job satisfactionn A structural equations modeling exploration" D.A.I.A. H.S.S. volume 54, No. 9, March 1994, p.159.
Varma. Ss2 (1993) views that Government officials show a marked
aversion to work and those in public utilities adopt an attitude of supreme
unconcern towards public welfare.
lswar D ~ s , ~ ~ (1993) reports that an important aspect of changing role c:
public administration should be in encouraging the emergence of an open
system. Today maintenance of law and order has again come to the force as
most important function of public administration.
Jeff Briddle, et al.,64 state that those who switch to the managerial track
will also tend to be better paid as managerial workers because of the positive'
correlation between technical and rr~dnagerial ability
Malcott, Mary J (1993)65 discovered that the managers themselves think
of Corporate Social Performance (CSP), which consisted of commorr
morality, community responsibility, economic interest, legal competence and
public relations and suggested certain modifications in the frameworks of
theoretical corporate social performance and definitions of corporate social
responsibilities.
62. S. Varma Yecretary to government of Haryana, *The administrator' July-Sep 1993 p.17, "Some notes on restructuring Bureaucracy".
63. lswar Das IAS, 'changing role of public Administration in India", p.38.
64. Jeff Briddle and Karen Roberts 'private sector scientists and engineers to management", n.d, n.pub.
65. Malcolt, Mary J., university of pitsburg 'operationalising corporate Social performance; managerial perceptions of principles, processes and outcomes in managers understanding of responsibility or irresponsibility". 1993, DAS (dissertation Abstracts International A.H.S.S vol. 54, no 9, march 1994, P.3512 A.
Lynn Sharp Paine66 (1994) views that by supporting ethically sound
behaviour, rnai,,gers can strengthen the relationships and reputations their
companies depend on. He cites instances of Sears Auto Centers' and Martin
Marretta Corporation of USA. He suggests the strategies as below:
Strategies for Ethics Management
Characteristics of Compliance Strategy
Ethos : Conformity with externally imposed standards.
Objective : Prevent Critical misconduct.
Leadership
Methods
: Lawyer Driven
: Education, reduced direction, auditing and control, penalties.
Behavioural assumptions : Autonomous beings guided by material self- interest.
Standards
Staffing
Activities
Education
Implementation of Compliance strategy
: Criminal and regulatory Law
: Lawyers
: develop competence standards train and communicate handle reports of misconduct conduct investigations oversee compliance audits enforce standards.
: compliance standards and system.
66. Lynn Sharp Paine, Associnte prof. of Harvard Business school,"managing for organisational integrity", Haward Business Review" - hlarch, April 1994, p.lG6, 107, 113.
Characteristics of lntegrity Strategy
Ethos
Objective
Leadership
Methods
Behavioural
Standards
Staffing
Activities
: self governance according to chosen standards.
: Enable responsible conduct
: Management division with aid of lawyers, HR, others.
: Education, leadership, accountability, organisational systems and decision processes, auditing and controls, penalties.
: Social beings guided by material assumptions self- interest, valves, ideals, peers.
Implementation of Integrity Strategy
: Company values and aspirations, social obligations, including law.
: Executives arid Managers with lawyers, others.
: Lead developmen, of company values and standards train and communicate integrate into company systems provide guidance and consultation assess value performance Identify and resolve problems.
At WAI,67 says that creating a climate that encourages exemplary
conduct may be the best way to discourage damaging misconduct.
Bruce, et aP8 (1994) opine that many of the same tools used to improve
the performance of companies-employee improvement, internal competition
and measurement-can be marshaled to "reinvent" government as well.
67. ibid., p.117.
68. Bruce. G, Posner and Lawrence R. Rothztein 'Reinventing the Business of government. An ifiterview with change catalyst David osbotne, senior Advisor to Clinton Adrnn. Harvard Business Review, May, June 1994.
George S h a h e e r ~ ~ ~ (1990) foresees four trends for competitive
advantage: (1) Outpouring thus freeing management to concentrate on
strategic activities. (2) Decentralisation: Information will be shared across the
organization the most efficient way. (3) Technology assimilation.
(4) Information technology becomes a critical investment.
111.5.b. Studies on Police system
Before we come to the Indian scene and more particularly Tamil Nadu
Police and Madras metro-pollution (City) police, it will be better if we have a
birds eye view70 of other police systems globally available, being most
important only:
British Police
There is no K .~onal Police Force in the U.K. and Northern Ireland. The
Home secretary is answerable to Parliament on Police matters and so he
can require a Chief Constable to retire in the interests of efficiency, In
operational matters police are answerable ~ n l y to the Laws of England. At
the end of world war I because of pay rates falling, Police men went on strike.
Pay scales were improved and 1919 Police Act was passed declaring no
right of strike and dimissal in case of strike. Police constables, sergeants and
Inspectors can become members of Police Federation with right to represent
on welfare and efficiency matters. There is Superintendents Association, and
Chief Officer's association.
69. Martha F.peak, "The British are coming" Management Review 1st June 1990.
70. "Police" selected Reading material, 8th senior management course volume 6.6, 1988 to 2.7.1988 Encyclopedia Brittanica volume IV, P. 662-667.
This is the most decentratized police of the world with different
duplication and complicating jurisdiction with 5 major types of police Agency.
The Federal bodies are responsible to the Federal Authorities and the State
Police to Governors of the States. Each country has a Sheriff who
supervises the Police Chief of the police is responsible to the police
Committee of the Board of Eldlermen. These Boards achieved limited
success and the police men dislike this Board. There IS no national police
union, but there are social organizations. Different Investigating agencies
compete with one another.
Australia
Each of the six states has its own laws, but does not legislate in matters
pertaining to Federal Organisations and cannot pass laws at variance with
those of the Common- Wealth.
USSR
Units are subject to control by the higher organisations cf the militia by
the Soviet of the local administrative area, by the local representative of the
Procurator General of the USSR and the courts. A number of high stresses
are attached to pcllice occupation and the police management contain
virtually no informaijon concerning the cause of police persannel problems
or methods of i,and:ing them. Police has few friends outside his work.
5 8
France
There are two National Police Forces: Police National and Gendarmerie
Nationale. Though centralised, the France Police is far from monolithic.
Power corrupt 7 of organizations is prevented by one police body to check
upon the activities of another.
Belgium
Civil servants investigate crimes and report to Minister of Justice
Italy
Investigation iii Crimes is reported to Judicial authorities. Barracks
police report to Ministry of Defence and Ministry of Interior.
Spain
In towns there are unarmed Municipal Police paid out of Municipal
Budget and responsible to the Mayor.
Japan
Once centralised, the police was decentralised and "democratized" after
1947; but amalgamated in 1954 and placed under the direction sf the
National Public Safety Commission (NPSC) and the National Police
Acedency (NPA).
Scandinavian Countries
All have National Police Forces. In Norway each of the 54 police areas
is under the command of a 'Politi mester' who must hold a 1-aw Degree and
who is responsible to the Ministry of Justice and Police. Before appointment
as a Constable, a person must have served as a police aspirant in one of the
major forces, have successfully completed a ten month course at the Police
School and undergone four months local training.
lndian Police
Though Law and order and police is a State Subject, to be controlled
and administrated by the Home Minister, Chief secretary and Home
Secretary of the State who are above Director General of Police, the Head of
the State Police, there are many central police systems having All lndia
Juridication controlled and administered by the Central Government:, namely
Central Bureau qf Investigation, Police Research and Analysis wing;
Intelligence Bureau, apart from Central Reserve Forces and Railway
Protection Force, Industrial Security Force etc. There are All lndia Police
Journals like the Indian Police Journal, CBI Bulletin. lndian Police Service
unifies the entire lndia and these officers are liable to be posted in the State
or at the Centre. Entry point is constable, sub-Inspector, DSPJASP, generally.
Tamil Nadu Police
Headed by Director General of Po!ice, the main function of the police
are mainly Law and order maintenance, Crime control, traffic regulation,
enforcement of penal Laws and Special and local Laws. There are four
commissioners of police at Madras, Tiruchi, Madurai and Coimbatore.
Director General of Police is assisted by Additional Director General, Deputy
Inspectors General, Superintendents of Police etc. who will work in police
Ranges or special uhita like CID, Railway police, Foodcell, Armed police, etc.
Each district is incharge of e superintendent of poiice who is assisted by sub
Divisional police officers, who are in turn assisted by Inspectors, Sub
Inspectors, Head Constables and Constables.
Entry point for the Police is constable, Sub Inspector, Deputy
Superintendent or Assistant Superintendent of Police. Promotion is done by
a Board. There is a system of writing Asscssment reports once a year or
when an officer 1s changed, for Head Constables and above. Grievance
Redressal procedure is in vogue. District police office, Range offices, unit
offices and Director General of Police office administer Personnel matters.
There are Police Standing Orders which govern the pelice, apart from
Indian Penal Code, Criminal Procedure Code Indian Evidence Act, etc.
Police Recruits Schools are there for constables and Police Training
College is there for Sub lnspectors and Deputy Superintendents of Police.
There is a system of Annual Inspections adid periodical visits by lnspectors
and above. Inspector is in charge of a station or a circle consisting of more
than one station. There are various welfare schemes. Indian Police Medal,
Presidents' Police medal, Chief Minister's Police Medal are given to police
personnel. There is cash reward and Good Service Entry, Meritorious
Service Entry rewards upto lnspectors from Constables. Gazetted Officers
are given "Commendations". There is a Special fund called "Special rewards"
to be spent by Police officers on Informants; expenditure on this is audited
only by the deparfvental Superiors and not by other outside Agencies.
Police Quarters exist for police men, Sub Inspectors, lnspectors and in
a few cases for Deputy Superintendents and Assistant Superintendents.
Superintendents of Police are rrl~stly housed in government Quarters. The
Superintendent of Police has District Armed Reserve. There are Special.
Armed Balialins under the control of Director General of Police and they will
be deployed in the State for Law and Order and security purposes. There are
also Police Computerwing, Dog squad. Finger Print Bureau, Forensic
Department, etc. On the whole, Tamil Nadu Police is a well-developed one in
general terms, as compared to other states. (From the Researcher's view,
experience and knowledge).
The Police set up7' organised in the wake of British rule in 1886 in still
obtaining in India with superticial and marginal adjustments from time to time;
there is profound distrust of the police and arming the police with sweeping
powers is objected to; Distrust exists between police and judiciary and it is
vicious; police must establish that it not only avenges, it helps also, so as to
improve its image
Sheela B a r ~ e ~ ~ (1 988) views that the police are a split personality, half-
ruler subjucated and half people-oriented: police are accountable to too
many people.
Saxena, N.S.73 (1988) is of view that owing to political system and their
own greed, Indian Administrative Service and lndian Police Service officers
71. Albert S. King, "Human Resource Experience Survey and Analysis", p.165, 166.n.p. n.d.
72. Sheela Barse, freelance Journalist, police Accountabililty' SVP National Police Academy Magazine 'volume 40. No.2, July-Dec 1988. p.10, 13.
73. N.S. Saxena, "The IPS of the Future", S.V.P.Naticnal policr? Academy Magazine, volume 40, No.2, July-Dec 1988.
are by and large serving only their political masters and not the poor;
politicians are encouraging corrupt officers so as to make them become a
tool in their hands.
Only a man's immediate supervisor74 can contribute the necessary
spark to learn and meet the public n ~ e d s , since the importance of personnel
is much more in the police than in any other organisation; the confidential
role system does not provide for assistance from the organisation to the
person to enable him to improve . Job rotation is hardly done: in practice,
postings to various jobs are based on expediency.
ReddyT5 (1973) urges the need for teaching trainees human behaviour
to develop internal personnel Department, Police personnel are ignorant of
outside happenings in view of over-work; Police work is tension ridden and
monotonous; to be on safeside Police keeps aloof from problems.
Padukone,. reports that the old pattern of rewarding after a job well
done is becoming obsolete.
John Mathai. K,77 is of view that as cases are the most important work in
a police station, it will be convenient to divide each case as a unit of work.
74. Background papers and proceedings of the seminar held on 20th end 21st Nov. 1973 - National Poiice Academy, New Deihi.
75. M.R. Reddy, 'What.should be the blue print of police personnel Development", Background papers and proceedings of :he seminar, 1973
76. N.S. Padukone, WT / M.T instructor, National Police Academy , Mount Abu, n.d, n.pub.
77. K.John Mathai, "personnel Development Programme in police service" National Police Academy Senior officers proceedings, n.d, n.pub.
In the police are not merely accountable to law, but are also
subject to dual control viz departmental superiors and the Government
through District Magistrates; police are extremely vulnerable to political
misuse; the Police Commissions appointed by the States have adversely
commented upon the tendency of the State Governments for using the police
as agent of the government.
The police is still considered to be an instrument of the ruling party (M.P.
Police Commission, p.21 5).79
The 'evil' of politicians getting assistance of goondas through p o l i c ~
protection and the politicians using influence on police exists. (Delhi Police
Commission (p. 492).80
The studyg1 calls for functional independence of the police.
Justice Bhagavat8* of the Supreme Court (Retd) held that the Law takes
its own Course; neither the police officer nor the Chief Minister can change
the course of Law.
78. Senior management Course-selected materials- 8th-volume I-from 6/6/88 to 2/71 1988 'comparative Accountability of police. Accountability in India U.K., USA, Japan".
79. ibid.,
80. ibid.,
81. ibid.,
82. ibid.,
The constable in U.K. has considerable degree of independence; he
does not act at the behest of politically motivated government. (a "policing
myth"83 supported by Judicial pronouncements).
in Japan,84 it is the Police Chief and the Organisation who accept the
blame for police misconduct, while in USA, the influence of State as well as
Federal Government have increased over the law enforcement agencies in
the recent years
The Tamil Nadu Police Commission Reportas 1990 speaks about the
duties and functions of the police as follows:
( i ) promote and preserve public order
(ii) investigate crime and where appropriate apprehend the offenders and participate in subsequent legal proceedings connected therewith;
(iii) identify problems and situations that are likely to result in commission of crime;
(iv) Reduce the opportunities for the commission of crime through preventive patrol and other appropriate measures.
(v) Aid and cooperate with relevant agencies in implementing other appropriate measures for prevention of crime.
(vi) Aid individuals who are in danger of physical harm.
(vii) Create and maintain a feeling of security in the community.
83. Senior management Course-selected materials- 8th-volume I-from 6/6/88 to 2/71 1988 'comparative Accountability of police. Accountability in India U.K., USA, Japan".
84. ibid.,
85. ibid.,
(viii) Facilitate orderly movement of people and vehicles.
(ix) Counsel and resolve conflicts and promote unity.
(x) Provide other appropriate services and afford relief to people in distress situation.
(xi) Collect intelligence relating to matters affecting public peace and crime in general including social and economic offences, national integrity and security.
(xii) Perform such other duties as may be enjoined on them by law for the time being in force.
The Tamil Nadu Police Commission report 199Ua6 quotes the summary
of the findings of Madras School of Social work on the study of public opinion
on the police services, having reacted with 460 respondents: the public have
no confidence in the police; the public are not satisfied with the police
regarding prompt action on receiving complaints, courtesy and sympathy to
the aggrieved; police are rude in their dealing with the public but does not
create fear in the minds of tht +ublic; police training at all levels should
include social work as well; public confidence in police level of education
does not seem to have any influence, while all of them do lack confidence;
public feel that there is corruption and political interference in police
functioning.
As the result of the study, the Tamil Nadu Police Commission in its
report identified the problems and deficiencies as follows (and suggests
action to be taken) :
86. The Tamil Nadu Foiice Commission Report 1990, Govt. of Tamil Naclu, Channai.
(i) The police should be manned by better persons - with better physique and stamina, better educated, better trained, better knowledge of law, better attitude towards public, courteous and at the same time courageous. The answer lies in adopting better method of recruitment and better training and required courses st all levels.
(ii) To deal with the increasing demands on the police force, the police responsible for law and order, crime and traffic have to be strengthened by adding to the existing members.
(iii) To deal promptly with law and order problems and incidence of crimes and violation of laws, be they traffic, social disabilities, etc., the communication system has to be modernised and strengthened.
(iv) For the Sam6 . eason as at sl. (iii) above, the mobility of the force has to be improved.
(v) For the same reason as in sl. (iii) above, the collection of data, storage and retrieval has to be computerised.
(vi) To improve the quality of the functioning of the police force as a whole there is a need for raising the level of responsibility of the Sub Inspectors, Inspectors and Deputy Superintendents of Police and therefore the force has to be restructured.
(vii) To deal with crisis situation the Tamil Nadu special police has to be reorganised, trained and specially armed.
(viii) To attend to grievances of the members of the police force, there is a need for setting up a proper grrevance removal machinery.
(ix) To erase the impression in the minds of the public that the police force cannot be trusted, and is inimically disposed, it is necessary to get the members of the public to actively interact with the police force by' educating them at all levels. The mass media could be used for such education effectively.
(x) To provide better housing and other amenities to the police force
(xi) To improve the criminal investigation procedure and ensure speedy and effective prosecution.
(xii) To suggest delegation of powers administrative and financial and simplify procedure in respect of routine administration.
Anan ta~ha r i . ~ ' (1988) views that in future, in-built social control
mechanisms of the society may decline in vigo~lr and the Police will have to
shoulder responsibilities even in the are6s like non-enforcement media (of
disputes arising out of religious, castes and other differences.)
Howard D.TetenBs emphasises on the need to choose future supervisors
must be chosen on the basis of leadership and management potential'.
ChandrasekaPg (1968) reports that the policeman is always in danger,
closer to death and he should tee1 secure that in case of any mishap his
family will not be left on their own.
Preston L.H~rstman,~O (1973) reports that 126 police officers died as a
result of an ass -It in the line of duty during 1971 and 26,390 were injured;
it was 22 percent increase as compared to 1963 figures. He recommends for
human-relations training ; "no anger", and "be professional".
87. Ananthachari. "Tasks before the Indian Police in 21st centuryn- Senior management course, selected Reading material- SVP National Police Academy Hyderabad- 8th Management course- 6.6.88 to 2.7.1988, p.97.
88. Howard D.Teten op. cit.
89. M.L.Chandrasekar, Tamil Nadu police Journal (1968).n.p.
90. Preston L.Horstiman, "Assaults on police officers, how safe are you? Police chief, Dec. 1973, pp. 4. 53, oklahama Police Department.
In a studyg1 it was established that the reason to show an offence to be
minor one, was that the record of the police station would be kept "cleaner";
the Deihi Police Commission held "the police have no public image at all;
people do not trust them because they are unreliable and corrupt".
U.S. President Nixong2 himself pledged full support to stop police
killings. He wrote personal letters to all police offers in this regard.
George L.Kirkhang3 (1975), a professor turned police man, views that
today's police officer is in- exorably pushed toward viewing the entire Judicial
process as his enemy.
According to David Bradleyg4, an English police officer serving in the
police, the subject of the management is seriously neglected and the skills
required to engage in police management have been taken for granted. The
police managers from the the first level to the top are given neither the time,
nor the support, nor the backing to reflect enough upon poiice work, and
their contribution to it.
91. The statesman Newsteam, "Reflections on police", The lndiari Police Journal, Jan 1970, p.59 to 63.
92. FBI LAW Eniorcement Bu!ietin, Aug. 1971.
93. George L. Kirkhan, "From professor to Patrolmen: A fresh perspective on the police" CBI Bulletin, volume IX, No.5, May 1975.
94. David Bradley "Managing the policen, n.d. n.pub.
The police attitude towards the publicg5 need a change; must be service
oriented and feel that they have an important role to play; the popularity of
the Japanese police is that they settle discord between spouses even.
According to iswar D e ~ a l , ~ ~ changes in Behaviour in organizations must
significantly influence three distinct areas of work: ( i ) efficiency of work (ii)
relations with public and (iii) sensitivity to environment. He further adds that
at present in publrc Administration , the work is not designed to achieve
results or efficiency and the senior administrators are isolated from the
employees in office and supervision is provided mainly by the section
officers; senior ~ f f icers are directly concerned more with work than with
relationships.
Krishna. K.P,97 (1988) feels that the police image should be bright and
that Government must give its willing support to police to improve its image
and should not involve the police in politics or enact p~litically motivated laws
to be enforced by the police;
A few studies (M.S Namava 1967 wilson, Bayley 1968) conducted in
western societies reveal that the police have often regarded public as
holding more hostile attitude towards the police than is, in fact, the case,
however
95. Senior Management course, volume I Sardar Vallabai Patel. National Police Acedemy, Hyderabad.
96. lswar Dayal "Improving behaviour in orSanisatior~s for better administrative performance senior management course", SVP National Po!ice Academy, Hyderabad.
97. Krishna 'Improving the Poiice Image," Selected Reading matsricl, 8th Senior Management Coursa, SVP National Police Acadcm) ti yderabad.
John Mathaig8 (1 973) reported that police personnel being "always on
duty"-legal-provision must be removed; constable gets a sense of
participation only when he takes Dart in mob-operation, anti-dacoity
operation etc. Higher officers should respect the human dignity of
constables; punishments which are used as means of enforcing and
ensuring obedience to orders must be avoided. He finally calls for attitudinal
changes among officers, job Design and job enrichment, performance
analysis, organisational support for filling the performance gap and change
in Management Philosophy of the Police Department.
Basu P.K.9g (1980) is of view that police officers require most of
management concepts and techniques.
Limbya Navakfoo (1996) He says that Polict: IS an integral part of the
present day society. Tracing reasons for the police being often direction less
and demotivated, not result-oriented or highly inefficient and unprofessional,
he says that an appropriate grievance redressal machinery is unavailable-it
does not have the priority it deserves from officers who do not have
resources; police are -over worked and under paid, constable being equated
with a class IV servant, Sub-Inspector worst affected in the whole lot, and
police men are the only government servants who do not enjoy the benefits
of leave, holiday or even Sundays as they are often on duty 24 hours.
98. John Mathai, op.cit
99. Basu, P.K. 'Management concepts and Techniques and Human behaviour and Police Attitudes", Seminar, Police Academy, Hyderabad.
100. Limbya Nayak, G.B. Arvind, 'Strategies for increased efficiency and professionalism in police work". XXlV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
Purvidass13! ('l996) wishes that the efficiency gap be filled up by
participatory method of learning, increasing efficiency through change inside
the barricaded environment and evaluating ands his own ability and
periodical review of plus and minuses.
Suresh BabulQ2 (1996) views that. iili date, no concrete efforts were
made to redefine the role of the police, nor a new police Act codified, though
a model police Act consisting of 11 chapt9rs and 156 sections has been
drafted;
Sammiah. Milo3 feels and agrees that a "police man is the axis on which
the law rests and rotates ...." ; the police and society have drifted apart from
each other; the lndian police hardly reflects the democratic principles of the
Constitution.
Phillip, V. Prateeplo4 says that the police, air over the globe, is a
mechanism of social control and a sub-system in the body politic;
unquestionable reign of terror and brute force used by the police are gone
with people's awareness of their rights.
101. Purvi Dass, "participating methods to enhance efficiency and professionalism in police force " XXlV Criminolo.. cal congress of lndian society of Criminology, Feb.1996 held at Bangalore.
102. Suresh Babu, "Strategies for increased efficiency and professionalism in police work' XXlV Crinlinological congress of lndian society of Criminology, Feb.1996 held at Bangalore.
103. M. Samrniah, "Role of the police Vis-a-vis universal declaration of human rights," XXlV Crimin~logical congress of lndian society of Criminology, Feb.1996 held at Bangalore.
104. Prateep V. Phillip IPS, "Friends of the police", ' XXlV Criminological congress of lndian society of Criminology, Feb.1996 held at Bangaloren
Tiwar,, 3.P vlews that, though police is a state subject as per 7th
schedule of the Constrtution, CL .ral govt. can intervene on justification; that
police deal with those sections of law that are designed to protect the
individuals, the coercive power of the State in the prevention and detection
of crimes.
Mitra. N.L.:@"1996) articulates that police is synonymous with the State
force and maintains internal sovereignty, while the Military, also the State
force, looks after the external. He calls for radicalization in the system's
structure and growth of appropriate infrastructure.
Diaz. S.M.Io7 pleading for police professionalism, visualises automatic
ridding of all rna1prac:ices in the police if police is professionalised.
Sridevi Goe1108 suggests for appointment of social workers in police
stations and intervention of Non government organisation in non-cognisable
and family quarreis to save lot of time and energy of the police; she quotes
Orissa Administrative Reforms Committee Chairman Chittatosh Mukerjee of
accusing state police of "developing increasing insensitivity to the sanctity of
life" and National Police C;ommission which states the police" is unfit to
discharge its duties", Kona Ramachandra Reddy Report on Police
105. B.P. Tiwari 'strategies for increased efficiency and professionalism in police work", 'XXIV Criminological congiess of lndian society of Criminology, Feb.1996 held at Bangalore".
106. Dr. N.L. Mitra, 'Police and professionalization", "XXIV Criminological congress of lndian society of Criminology, Feb.1996 held at Bangaloren.
107. S.M. Diaz, IPS (Retired)(l996) op.cit
108. Sridevi Goel,lPS, "Professionalisation of Police force" XXlV Criminological congress of lndian society of Criminology, Feb.1996 held at Bangalore.
Commission 19b4 that the police culture suffers from an excessive dose of
secrecy and she observes that the police seems to withdraw themselves into
shells of isolation and of "self-pity" (as stated by John Pfiffer) rather than
heed healthy criticism and take corrective action.
Madhusudanw9 pleads for building central lockups in major cities and
towns to stop misuse of magical powers of 'vanishing' persons entering
police lockup of stations and for making an important Judicial officer
incharge of such ,Central lockups'.
Suresh Babul19ays that the police system has become sick because of
antiquated police Act 1861, Evidence Act, highly centraiised organisational
structure and processes with no trace of internal democracy; like sick
persons overfed without curing . 2 basic disease, the Indian police is fed on
the diet of modernization sans the medicine for professionalisation.
(Encyclopedia of Police in India Vo1.2, p.509).
Figure 2.6 presents how proper Police training given will increase the
efficiency of the Police.
Pallavilll (1996) puts in an idea that the thrust of training should be on
moulding a raw person into a fine police person capable of performing his
109. K.V. Madhusudan, "Police, can you change for better?" XXIV Criminological congress of lndian society of Criminology, Feb.1996 held at Bangalore.
11 0. Suresh Babu, op.cit.
111. Paliavi, 'professionalising the police forces for better Criminal Administrationn, "XXIV Criminological congress of lndian society of Criminology, Feb.1996 held at Bangalore".
ISFFICIENT POI,ICE PERFORMANCE
f..ield k i ' o r k
[ '~lblic R i ' l ; t [ i o r l \
Case Laws
Role Playing
Inbasket Exercise\
Dressing u p
Feed Back
Scriptory Work
Communication
AII Time Education
Social Sciences
Management Science
Psychology
Forensic Training
Interaction with Superiors 81 Subordinates
Movements with Public & Press
Court Work
assigned roles and responsibilities with the right attitude, right-behaviour and
right habits.
Suresh Babuu"2tates that though the GORE committee on training
presented its report in 1976. it is not yet known if the recommendations were
accepted or not by the Govt.
Revanna Siddaiah?I3 recommends a system of awarding credits for
upgradation of ski . by way of accelerated promotion for those who undergo
long and short term courses In such disciplines as Forensic Science, Law,
Criminology, Crirninalistics, management, psychology, computer science,
photography, electronics etc., because there is no incentive for the
personnel to seek, on their own, improvement in their knowledge and skills,
as also the persons sponsored to attend State-arranged programmes try to
escape from them. Quoting Mathur (1987), Pallvi114 says training atone
cannot bring and sustain attitudinal change and behavioural modification,
unless organisational climate, environmental conditions, and organisational
structural system can further support and nurture such changes; there is at
present a very wide gap between what is expected nf police performance in
the field and what is really being taught in police training Institutions.
112. Suresh Babu, op.cit.
113. Revannasiddiah. "Strategy foi 8,~creasing efficiency and professionalism in police work" 'XXIV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore".
114. Pallavi, op.cit.
According to Rao. D.M..:15 the central Detective Training schools and
the National Police Academy, the two Training centres which train majority ot
police officers at different levels, present a deserted look now with paucity of
decicated and trained instructional staff; Majority of the heads of these
institutions took little or no in!,- .?st in the training programmes during the
past decade or so with obvious consequences.
Srinivasan. M . I 1 6 urges the need for institutions of higher education for
the police as in the case of Medical or legal prof~ssion.
Sridevi Goe1117 says that oniy officers of proven ability and integrity
should be posted as trainers; trainers must also be trained; tendency to post
the sick, infirm and incapable of handling the field jobs must stop; in U.K, a
police officer wishing to become an instructor, applies for it, undergoes a
process of selection, is given a short spell as a trainee and before final
selections he has to wait in the Queue; there is need for National Training
Policy; Adhocism in training should go; She suggests:
Top level Asp and above 1
Middle level Sl's and above 2 Lower level Constabulary 3
Conceptual Skill 1
Human Relations Skill 2 Technical Skill 3
115. D.M. Rao, 'What ails the police in India?" "XXIV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore".
116. M. Srinivasan, Professionalism in Police work with reference to personnel selection and training of police constabulary in Tamil Nadu", "XXIV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore".
117. Suresh Babu, op.cit.
7 7
Personnel affairs
Suresh Babu7l7 votes for training people at young age (18,21), as
against the system of recruiting people of e.,en middle ages; as in U.K. entry
point should be only at constables level.
Limbya Nayak1I8 feels that the recuritments are rife with corruption from
the constable level to the higher-ups.
Diaz. S.M.f19 says that as police chief Parker of Los Angels in the sixties
systematically insisted the police officers must develop a certain personal
pride in themselves and also in the noble and regal character of the public
service they are called upon to render to society of protection and welfare.
Manoj NathalZ0 mentions that success advancement is not always
related to objective performance appraisal. It largely depends on various
loyalties and is contingent upon goodwill of people at the top.
Atzal. S.M.lz1 advocates for controls to be exercised over police
discretion; this can be done by the Judiciary (a) Lower Magistracy, (b) High
Court and Supreme Court and (c) through Writs; there should be no political
118. Limbya Nayak, op.cit.
119. S.M. Diaz, ,1996) op.cit
120. Manoje Natha, 'Decline in professional standards of police: An evolutionary approach', XXlV Criminological congress of Indian society o f Criminology, Feb.1996 held at Bangalorr.
121. Dr. S.M. Afzal, Paper presented at XXlV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
interference and the police should be allowed fret nand as suggested by the
National Police Commission.
11.5.d. Rolellmage of the PolicelEfficiency of Police
Vineeta Palkar122 (1996) says Manu, the ancient law giver of India,
referred to the police and recommended the job of police and people for
sake of their geographical knowledge of the locality and their acceptability to
the community.
SammiahtZ3 submits that reforms in police carried out so far are only
cosmetic, not therapeutic. The Modern State is the biggest threat to all
human rights, which is true not only of totalitarian states but of democracies
as well; during all basic training courses, human rights should be included in
the training syllabi; the Indian Human Rights Commission has proved to be a
mere eye-wash and should be revitalized.
Madhusudhan. K.V.124 recommends censoring over the celluloid of
either police being caricatured as baffoon or magnified as god; a neat
combination of brain and brawn is needed to maintain honesty, integrity,
decency and dignity of the dept.; good police do attract respect during their
living and post-mortem : the photos of a good police officer killed by Forest
Brigand Veerappan was literally worshipped by people by keeping it in many
122. Vineeta Paikar, "Strategies for increasing efficiency and professionalization in police work". XXlV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
123. Sammiah, op.cit.
124. Madhusuthan, op.cit.
EFFICIENT POLICE PERFORMANCE
:;:retry - Shooting
Field Work
Public Relations
Case Laws
Role Playing
Inbasket Exercises
Uressing u p
Feed Back
Scriptory Work
Communication
All Time Educat ion
Social Sciences
Llanagement Sc ience
Psychology
Forensic Training
Interaction wi th Super iors & Subordinates
Movements with Public & Press
Court Work
prominent places; such good and bad faces of police shall be recorded,
videotaped and shown to police durrng their training and thereafter.
Annexure will give the lndian Express dated 23.12.96 showing how a
Police Man dedicated to his duties has been praised in the press.
Ravi. N.Iz5 is of view that somehow, rightly or wrongly, there is an
impression that the police have always the tendency to oppress the innocent
and ignore the just grievances U, the poor and the downtrodden and, on the
other hand, side the guilty who are affluent and influential.
RevannasiddiahlZ6 observes that in guarding the borders of the Nation,
in dealing witP Inseen hands that are at work to destabilize the nation, in
facing the challenges of terrorism, organised Crime and social disorder, the
police forces of this country have made great sacrifice and achieved
significant success;
Figure 2.7 will show how Inspector of Police is overwood. On the other
hand, there are contrary observations as of Justice f ~ l u l l a ~ ~ ~ , irked by the
factious time recorded in FIR, that "there is not a single lawless group in t P 7
whole of the country whose record of Crime comes anywhere near the record
of the organized unit which is known as the lndian Police Force".
125. N. Ravi, 'Police - Relations - conflicting perceptions and alternative strategies" - XXlV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
126. Revanna Siddaiah, op.cit.
127. Justice Mulla of Allahabad High Court in state of U.P. V. Md. Nasin 1964 (1) Cr L.J. 549 (Vol. 68 CN 165)
DAILY ROUTINE OF THE INSPECTOR OF POLICE AT A GLANCE
h ' h 2.7
TennetilZ8 feels that the image of the police in India, and also in other
developing countries, is by and large a negative one in the minds of the
people; police in India stands alienated from the public which looks upon it
as strong arm of the state for harassment and not their friend or guide in
times of need or distress; lndian police are ~ l s o handicapped in its
inadequate infrastructural facilities like, modern weaponry and equipment,
transport and communication network and need-based training.
Sridevi G ~ e l l ~ ~ says that in a sample survey conducted by lndian
Institute it is of the opinion that at least 74 percent of the police force was
corrupt; police are shielders of Criminals in return for monetary benefits from
them; because of their occupational tension, addiction to alcoholism, wife-
bashing, suicidal tendencies also set Police is the favourite whipping boy of
the public, the press, the political parties etc; their successes are never
sung, but their failures are heralded; police must change its out-look from
that of a law enforcrng agency to that of a social service organization.
Suresh Babu130 says that the modern policeman will have to be a law
enforcer, lawyer, scientist in a whole range of physical sciences.
psychologist, social worker, human relations expert, marriage counselor,
youth advisor and a public servant all rolled into one;
128. Dr. Vijaya Chandra Tenneti, 'A Plea for professionalisation of the lndian Police", M I V Criminological congress of lndian society of Criminology, Feb.1998 held at Bangalore.
129. Sridevi Goel, op.cit
130. Suresh Babu, op.cit
Patil. S.'" pleads for 'policing the police' and says that the Supreme
Court over the past two decades has helped to see that the criminal process
will look like 'Due Process'
Pallavi says that the view still persists that the police functions as an
engine of oppression fcr putting down the people at the behest of the
persons in power (Natarajan 1989)'32; A research survey conducted by
Mathur K.M. (1991) reveals that 60.48 percent of the respondents rated
police image as very bad and 27.62 percent as satisfactory. The reasons for
dissatisfaction was attributed to 21.43 percent corruptior?, 18.58 percent
incorrect behaviour, 13.33 percent police not committed to their job and
1 ? .90 percent police indifferent to the people; public interest litigation is both
a challenge and opportunity to the police.
Palkar. V.'33 is of view that the police in not merely an organisation, but
a multifunctional body.
T r i ~ a t h y ' ~ ~ feels that we are still showing slavish tendency to British
system.
131. S. Patil, "Discrete Depolising and polrcing the Police for increased effictency and professionalism in Police" XXiV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
132. Justice S. Natarajan, Formerly Madras High Court Judge and later Supreme Court Judge.
133. V. Palkar op.cit
134. P.C. Tripathy him, "An encounter to the Criticism against the police and Appraisal o i professional problems XXlV Criminological congress of I n d i a n society of Criminology, Feb. 1996 held at Bangalore.
Sudha Kelete135 advocates for rotation procedure; not to give only
bandobust work or crime investigation for a long time.
R e s e a r ~ h e r s l ~ ~ in many countries have come to the conclusion that
about 30 percent of the police are normally inclined to be honest, 20 percent
prone to dishonesty, and the remaining 50 percent are indifferent and are
likely to follow the leader (departmental, political and administrative);
Accountability in the mandatory areas is obviously to Law and the Courts and
in the discretionary work, to people; a stage may come, police as well as
government services will come under Consumer Protection Act; by proper
restructuring and reorientation, police force will become a professional police
service.
Ghosh. S.K,13' and Rustomji. K.F, suggest that while placement of
higher officer at the job would take care of professionalism, the power to
transferlsuspend should be woven into the Police Act on appropriate
authorities within the department itself and rendering null and void any such
order coming from outside; Eminent Jurist N.A. Palkivala vigorously argues
in favour of making the pol i r - as autonomous as the Judiciary or
Accountant-General's office for that matter.
The 1902 police commission138 viewed: "The police force is far from
efficient; it is defective in training and organization; it is inadequately
135. Sudha kalate, "Chalenges in police work" XXlV Crimjnological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
136. S.M. Diaz, op.cit.
137. Sridevi Goel op.cit.
138. D.M. Rao, op.cit
supervised; it is generally regarded as corrupt and oppressive; and it has
utterly failed to secure the confidence and cordial cooperation of the
people . . . " ; the "ational Police commission (1977) held: "The present culture
of the Police system appears a continuation of what obtained under the
British regime when the police functioned ruthlessly as an agent for
substaining the government in power"; though majority of the
recommendations of the Santhanam Committee (1964) were accepted and
implemented, no minister has been successfully prosecuted till date and
corruption has become a way of life in the governments at the Centre and all
States; the Kerala commission139 observed "the greatest obstacle to efficie~ I L
Police Administration. flows from domination of Politics in the State
administration."
The Punjab Police C o r n m i s s i ~ n ~ ~ ~ (1961-62) headed by Justice M.C.
Mahajan observed: "Considerable evidence has led to the effect that police
make out false encounters with criminals and shoot them because they
cannot obtain sufficient evidence against them to bring to justice before the
Court of law; U.P. Police Commission said "ample evidence has come before
us almost from all quarters that extraneous influences at various levels in-
day-to-day Police actions have become the order of the day."
Rajadevan S.D,141 view that Human Resources Development process if
applied to the police there can be overall improvements.
139. Revannasiddiah, op.cit.
140. Sridevi Goel, op.cit.
141. S.D. Rajadevan, "Police Professionalism-Application of HRD to police systems to improve police professionalism". XXlV Criminological Congress Indian Society of Criminology, Feb. 1996.
Rajadevan S.D.142 brought on record two instances of Justified homicide
he treated as Deputy Superindentent of Police, Investigating officer, invoking
right of self-Defence provided for under Indian Penal code and suggested
that this can be done if only boldness, professionalism and honesty are the
hall marks of the police.
Now we are more or less comfortable143 with all-round improvements in
the police. But the efficiency, productivity and professionalism has not
improved considerably.
According to the Committt- on Police Training 1973,i44 the training
programmes must aim at providing a professional leadership in
administration which can help achieve the speedy transformation of an
economically-backward Society into a secular, modern, technological society
characterised by dqual opportunity and social justice (CPT, 1973, p.12)
The Public Security C o m r n i s ~ i o n ~ ~ ~ modelled after the Jananese system
is well worth trying but it has not received the acceptance of any state in the
country so far; the National police commission in its second report (Aug
1979) held: "Interference with the police system by extraneons sources,
especially the politicians, encourages the police personnel to believe that
their career advancement does not at all depend on the merit of the11
142. S.D. Rajadevan, Formerly Supdt. of police, (the Researcher's) paper submitted to the All India victornology conference, Bangalore. 1998.
143. M. Srinivasan, op.cit.
144. Revannasiddiah, op.cit.
145. Revannasiddiah, op.cit.
professional performance, but can be secured by currying favour with
politicians who count".
The Committee on Police Training appointed by the govt, of India in
1974 reported: "The image of the Thana Police in this country was, by and
large, unsatisfactory; they are generally said to be impolite, authoritarion,
professionally not upto the mark, dishonest and unsympathetic to the
complainants and grievances of the people. They allegedly favour the well-
to-do or the oti,erwise powerful sections of the community while poorly
dressed citizens are either neglected or harassed".
11.5.e. Welfare
The place of working condition and environment play
psychologically important roles. In most of the cases police are housed in
dilapidated, haunted dens and dungeons which are meant for criminal and
horror activities and there is no doubt why police people behave like
criminals and vampires; police stations are to be built scientifically according
to specifications with psychologically suitable colour painted.
Welfare measures to police personnel147 is one of the contributory
factors for efficiency of the police; unless every police man feels that he is
being cared for and looked after well by the State, he cannot give his best to
the State. It is ironical that though every police chief knows the difficulties of
the subordinate police officers and gives assurance to look into these
146. K.V. Madhusudan, op.cit.
147. D.M. Rao, op.cit.
welfare measures, before anything positive is done, the police chief retires,
accepting a good farewell party. And another police chief takes over and the
same story continues.
11.5.f. Police Functions
In a recent in London of a sample of 500 telephone calls to the
police, only 18 percent were centrally related to crime matters .. . . the rest
regarding personal inconveniences and one commentator has described the
police as 'Secret Social Service' ; there is a gap between the law and police
activity, that which fills the gap and supplements the letter of the law is
merely the spirit of the law; although the Chief Officers of police are
answerable to the law, there are many occasions in which they have 7
discretion with which the law will not interfere. ef. whether inquiries should be
pursued or whether an arrest should be made.
Minni r~g 's l~~ iecommendations are to modify and update the criminal
laws and develop specific ways for the police to become more accountable;
yet another mode of function is social function: helping people in distress,
controlling licences, maintaining traffic, impounding obsence literature, film;
etc.
In the words of B.N. M ~ l l i c k l ~ ~ , (a former Intelligence Bureau Director) "It
is police officers sacred duty to protect the weak against the strong and the
minority against the majority, even at the cost of his life".
148. David Bradley, op.cit.
149. Dr. N.L. Mitra, op.cit.
150. Limya Nayak. op.cit.
Mitra. N.L,151 votes for a new professional body of Investigation police to
ensure minimum Constitutional Justice.
lnspite of In-service refresher courses'52 conducted after the Gore
Committee report on police training for Sub-Inspectors and Inspectors, no
perceptible change is felt in their behaviour towards the public in general and
complainants in particular; there is lack of strict supervision and inspection
by senior police officers of their subordinates incharge of investigations.
Abuse of process153 by the police agency in gross violation of the
citizens have become more frequent ever since Independence; people are
languishing in Jails without trial for periods far exceeding the imprisonment
prescribed for the offences charged under the law; innocent persons are
arrested in false accusation; some people have been detained for long
periods, even after their formal aquittal by the court.
Police in is overburdened with authority to enforce so many laws
and public calls cncluding on mad dogs, monkey nuisance, fallen tree etc.,
which must be depoliced.
UprightlS5 and disciplined officers of police are being transferred to Non-
Police field as a result of Politiciant's wrath.
151. D.M. Rao, op.cit.
152. S. Patil, op.cit.
153. Madhusudan, op.cit.
154. S. Patil, op.cit.
155. Tiwari, op.cit. .
Donald Black156 : feels that strengthening the police presence is not a
sure means of crime reduction and the citizenry becomes over-dependent
upon the state.
The use of computer157 and the argumentation of the existing
communication system would serve a useful purpose for boosting the police
efficiency.
Police organi~at ionl~~ is adept at the art of survival; behind-the-scene
operator ready to manipulate its system carries the day; Crime and their
perpetrators have acquired a primacy never before enjoyed by them; those
who are committed to old ethics are well on way to extinction.
The most important crucial to the police is human skills; Watson
and Sterling (1969) rightly observe that maintaining a highly professional
police force is probably impossible in a city that does not have a political or
civic leadership that attaches a high value to honesty, efficiency, impartiality
and the impersonal application of gel-ieral rule.
The number of Policemen160 per ten thousand of population in 1986 was
only 13.6 for the country as a whole, which works out to roughly one police
156. Pallavi, op.cit.
157. Manoje Natha, op.cit.
158. R.K. Roy, 'Strategies for increased efficiency and professionalism in police work" XXlV Criminological congress of Indian society of Criminology, Feb.1996 held at Bangalore.
159. N. Ravi, op.cit.
160. Suresh Babu, op.cit.
man for 740 people; the report of the Tamil Nadu police commission which
was representative of all other states as well had observed that, "the staff of
all police stations were over-worked, their living conditions were far from
satisfactory and they had no sh- e in the public holidays". These grievances
had all along been dealt with on adhoc basis and coupled with political
interference later resulted in PAC revolt in UP (1973), hunger strike by police
men in Dhanbad (Bihar) and Varanasi (UP) in 1977 and Police agitation in
Pubjab and Ta,nilnadu in 1979,; the first significant public opinion survey
conducted by Bailey in 1965 concluded "Indian public are deeply suspicious
of the activities of the police" ; Singapore made its citizens law-abiding by
severely enfor~ing minor Acts and it should be done in India also with the
support of the Judiciary; "if democracy means the subordination of law and
order to political ends, then Allah Knoweth best" (Pakisthan's Munir Inquiry
Committee).
There are certain leaders161 (local as well as State or Central level) in
every police station area who behave like masters or immediate bosses who
bring pressure on +be police almost every day; The whole police system is
corrupted in a variety of ways; at police station victims do not get proper
treatment.
Police constabulary16* constituting 92% of the force forms the cutting
edge and comes to day-today contacts with the members of the public;
espirit-de-corps is lacking in police organisation; a climate of equality must
161. Sudha Kalate, op.cit.
162. Sridevi Goel, op.cit.
be developed; K.F. Rustomji recommends series of studies by professionals
of institutions like T.I.S.S. and propose for organisational and structural
changes; and a l s ~ to remove Law and order from the State List and include
in Concurrent List to ensure the same procedure and standards throughout
India; the seniors should start listening to Junior officers and acknowledge
their contributions and goals should be set; the ever-increase in demands
reduce the available operational time of policemen. The technological
support can increase his productivity, the police has to "run as fast as they
can, even to stay where they are";, the high level of disciplinary behaviour,
rigid work pattern, and high level of expectation from all quarters exert
increasing burden on their 'Ids' and they let the steam out when they see a
delightful deviation.
Justice Krishna lyeP3 in Kishore Singh.V. state of Rajasthan (1981)
disapproves the police functioning devoid of humane approach: and
says:"No police life style which relies more on fists rather than wits, on
torture rather than culture can control Crime, because it may boomerang on
ends and refuel the vice which it seeks to extinguish ..... when will wits and
not fists become a police kit?".
Principles of police conductlB4 drawn up as a result of deliberations of
the conference of Inspectors general of police in 1961 are incorporated in
some of the police manuals but they remain more as platitudes and precepts
the violation of which is of no consequence; David. H. Bayley summarised
163. Revannasiddiah, op.cit
164. ibid.,
the situation: "the picture that emerges is of police administration habitually
temporising, avoiding responsibility and deferring to people of influence
specially at lower level of authority like the station House officer".
Dr. S.D. Sharma165 says "Administration should take decisions without
fear or favour and provide an efficient management in the government.";
J. Edgar HooverlB6 viewed "The law enforcement officer is the guardian of
civil rights, the protector of the weak and the defender of the innocent".
11.5.g. Police Professionalism
According to Prof. Dr. S.M. Diaz,l6? the regular police from Asst. Sub
Inspector of police up will function as a well organised professional service,
satisfying the requirements of proper selection from among graduates,
sound training in an advanced body of knowledge in law and police science,
accredited for competent standards of service to the people, with constant
supervision, self monitoring and self-correction. And that will be effective
professionalization.
Tenneti168 says that a scientific appraisal of the Indian Police needs a
fresh look on the profession and organization of police in the revised context
of a democratic polity and developing society in India.
165. Dr. S.D. Sharma, (Concluding Speech) "Sher. G. Kashmir, Police Trg. College, Udhampur, Journal Vo1.2, No.2, April-June 1985.
166. J. Edgar Hoover - ibid
167. S.M. Diaz, op.cit.
168. Tenneti, op.cit.
9 4
11.5.h. Allied matters
According to Ramakr i~hna .T '~~ (1996), two qualitative researches
explore the 'extra legal' aspects as key determinants of police culture:
(Mastrofski Rethi, Sripes, 1994)
( i ) Sub-culture of secrecy and violence, identified by Westerly, isolates the officer from the public anL strengthens work group norms that often conflict with law and departmental rules.
(ii) Police "working personality" shaped by danger and authority, identified by SKOLNICK, and end-justifies-the means-approach to law enforcement.
Tripathy170 (1996) speaks of suffocation suffered by police personnel
who could not encounter bad media publicity because of steel-frame work of
discipline; they are demoralized and they feel that they are second-citizens
of the country. He also speaks of corruption which is prevalent in every
government Department including the Police in India; corruption is equally
prevalent in USA and Britain as reported in Royal commission and Knapp
commission (1 972).
According to Paul. A.S. Y h ~ m a n , ' ~ ' communities which rely on
traditional authority for knowledge emphasize rigid conformity to group-
169. T. Ramakrishna, "use of Force is Arrest and Detention : Behavional Pattern of the Police and need for Reorientation" - XXlV Crinlinological congress of Indian society of Criminology Feb.1996 held at Bangalore.
170. Tripathy, op.cit.
171. Paul A.S. Y human, "The cultural context of thinking". A comparative study of Punjabi and English boys in NFER publishing co - Berks.
norms resulting in a lack of individuality of thought, action and feeling,
whereas individualized perceptions are important to the growth of an
abstract and analytical style of thinking.
Patil. S,172 says that much dependence on police is no good and pubiii;
hesitate to help others and cites an American example "Kitty Genovese
Syndrome" - The cry of a young woman in New York city was ignored by her
neighbours, thoug11 looking through the windows of her being assulated and
stabbed and none called the police on her behalf.
Ved Mar~ah l ' ~ recommends for specialised cadres even in Indian Police
Service at lower and middle levels and the need to employ civilian personnel
in non-sensitive specialised areas to give relief to full-time police officers. A
syndicate of senior police officers (1965)174 urged for preferential treatment
for the police in view of its unique position and that police cannot be equated
with other departments.
Palkar. V.175 agreeing with Wilson, feels that police "lie", burking1
minimising Crime : "they appear to prevent crime" in terms of safety of the
community.
172. S. Patil, op.cit.
173. Sridevi Goel, Transaction of ti,.. ientral police Training College, Mount Abu, Nov. 1965.
174. Transaction of the Central Police Training College, Mount Abu, November 1965 on Welfare.
175. V. Palkar, op.cit.
Srinivasan. PI '' is of view that if the police force is composed majority
of Hindus, it will create some problem during communal riots.
Dr. N.L. Mitra17' advocates for developing a new professional body of
police as an in\,estigational force as well as a para-investigational police
force; it must be kept separated from the 'power-pollution inflicted rule-of-law
police'.
Vittal. N.178 suggests that we should identify the goals for achievement
for excellence in police and systematically adopt techniques to overcome
obstacles on the way, as the exact role of the police goes on changing and
expanding.
Diaz, S.M.,179 1996 claims that the objective of Police is protection of
society against the background of well-maintained peace and order, broken
into internal security, social control, social defence and social welfare.
11.5.i Police Personnel Management
David .Broadleyia0 speaking on the management theory and police
managerial practices, suggests that exposure to the ideas and theories
produced by them would be of benefit to police officers; all reasonable
people ought t i ie sympathetic to the endeavours of management theorists,
176. M. Srinivasan, op.cit.
177. Dr. N.L. Mitra. op.cit.
178. Sridevi Goel, op.cit.
179. S.M. Diaz, op.cit.
180. David Bradley, Managing the Police n.d. , n.pub.
who practice rational and intelligent thinking. What is required is an
operational situation in tune with the nature of Policing activities falling under
his command.
0
Jacobs,R Cranfieldlsl (1988) studied the need for improving managerial
performance and human resource management and the research effort
thereon, and held that the amorphous nature of the subject and the absence
of generally accepted definitions continue to causs disagreement and retard
the development of new knowledge.
Jones, G.L KentIB2 (1988) made a study on development and
contribution to the sociological study of managers and management and
considered the relationship between conferring occupational identity with
management ideology and tile social orgnization of managerial work.
Gosh (1989) emphasised that Political interference has virtually dividea
the Police Force into two groups - one consisting of honest and upright
officers who are reluctant to take decisions in order to protect themselves
from political criticizin and pressure and the other consisting of unscrupulous
officials demanding a high 'quid - Pro - quo' for exercising their discretionary
powers to submit themselves.
Raghavan. R.Kis3 (1989) has studied personnel management system
obtaining in the Indian Police, and says that radical changes in the style and
181. Aslib Index to Thesis : vo1.39, part 4.p.1751 "The Validity and importance of career self concepts-39-861 0.
183. R.K. Raghavan, IPS, op.cit.
content of the internal administration of the Police Forces in India are the
need of the hour; improvements are needed in the areas of working
conditions and living conditions; Police has acquired all the traits of
bureaucracy and become impersonal organisation; Adhoc policy in
personnel management is seen; planning as a modern management concept
is yet to gain roots ,2i a majority of Police Forces.
Narasimhan C.V.le4 (1989) is of view that the present system needs
thorough reappraisal using HRD related concepts.
Kishore Jha (1990)la5 says that there is a crying need for introspection
by the Police Community. The ideal police officer186 is expected to have the
wisdom of Solomon, the courage of David, the strength of Samson , the
patience of Job , the leadership of Moses, the Kindness of good Samaritan ,
the strategy of Alexander, the faith of Daniel, the diplomacy of Lincoln, the
tolerace of Carpent of Nazareth, and finally an intimate knowledge of every
branch of natural biological and social sciences.
Arul. F.VfE7 (1993) is of opinion that the dual control now exercised over
the district police by the superior officers of the Police Department and the
184. C.V. Narasimhan, IPS retired ibid
185. Kishore Jha Dynamics of police community relation's, Aug.1990, NCRB gazette, New Delhi-June, 1990.
186. ibid, last page.
187. F.V. Arul, "obsolescence of Dual control". CBI Bulletin,Nov.l993, voi.1, No. l l
Collector or District Magistrate is a hang-over of the Imperial administration,
that police work being highly technical', a Collector or any officer of any other
Department can have only a vague notion of police operations and that in
democratic set up there is adequate check on police operations with elected
representatives in position all over and that, therefore, there is no need for
the police to be supervised by any other department of government apart
from the usual supervision at secretariat level.
Jawaharlal Nehruls8 was of view: "I have found that the relations
between the police and public have been progressively improving and I have
been happy to note this.
Shardar Saroliala9 (1991) is of view that police in post Independent
India are required to become a profession and that the claim of the police to
professionalism is based on their formal professional training as well as on
their knowledge and skills derived from their long years of on - the - job
experience and intimate understanding of the service and that, in tune with
the findings of the President's Commission on Law Enforcement and
Administration of Justice, the police are a profession.
Saha B.PlgO (1991) views that trle traditional and conventional policing
has to be enriched with scientific and technical aids and assistance and that
the archaic belief of the policeman has to be replaced by progressive and
pragmatic ideas.
188. NCRB Gazette Special Issues Nov-Dec.1989.
189. Shankar Sarolia, "The Professionalism in Police, concept, Application and relevancen, NCRB Gazette, Dec 1991.
190. B.P. Saha, NCRB gazette vol.lll No.6, June 1991
Duncan, cc'. MDG,lgl is of view that effective police community relations
serve as the foundation for crime prevention and detection, and he quotes
from an American study ( Angus Dalley) that concluded that police officers
devote approximately 67 percent of their time to order maintenance and
service activities and only 10 percent of their time to law enforcement and
again quotes from Haig Bohigian to suggest that police work in an urban
environment is largely a social service and that police officers spend 95
percent of their time in pursuits other than the enforcement of laws or
prevention of crime.
Hasegawa. K.lg2 views that a turning point in Japanese management
was its adoption of virtual equality in pay for all class of workers to motivate
them.
Rajagopal. Rig3 (1994) views that in India, police administration is
viewed very much a part of general administration from time immemorial,
that its study as a science of management has to be regarded as a recent
origin and that , , , the recent years, police administration has indeed attracted
special attention of students, practioners of administration and academics.
Willson 0.W.lg4 is of view that of all the Knotty problems that confront
the police executive one transcends in complexity and importance the
problems relating to the management of personnel.
191. Col M.D. G. Duncan, "The impact of the Police community relations on the prevention and Detection of Crime". Royal Canadian Mounted Police gazette, n.d.. n.pub.
192. Keitaro Hase gawa, 'Japanese style management", Kodansha International Ltd., Tokyo. 1986.
193. R. Rajagopal IPS, op.cit.
194. ibid
ARPL 9u III ~iliili 1111 -l 0 .I
Lakshminarayanan V.H, lY5 (1985) views that in recent t~mes we have
come to believe that wits and not fists should be a policeman's aid in
investigation.
Eddy Nix,ls6 sates that one of the keys for successful recruitment in the
future will be the practice of a full - scale lateral entry from one geographic
location in another area, the officer's pay being based on experience, job
knowledge and ability to do the job. This improves quality of service, is
essential for professionlization of police functions, and increases competition
and productivity and there is no need to accept marginal employees.
Sripal. SlS7 (1987) is of view that police organisation is service
organization and the police personnel claim that their service is an essential
service: and a study conducted in Washington D.C, and 2 other interior
areas in the U.S.A revealed that 80 per cent of interventions were through
phone calls from private citizens to control room (1 OO), and 15 per cent from
Beat constables or patrol cars.
Kaul. D.Nlg6 (1985) suggests to re- orient the police community relations
to enlarge the sphere of police duties; police to be made a general service
195. V.R. Lakshrninarayanan, IPS, DGP, All India Forensic science conference magazine, Forensic House, Madras. Aug. 10-1 3, 1985.
196. J. Eddie Nix, *Laterra1 entry-a move towards Future", Federal Bureau of Investigation, Washington, Dc 20535. Law Enforcement Bulletin, July 1990. ~01.59, N0.7.
197. S. Sripal, IPS, "The police public relations-through objectives", Tamil Nadu Police Journal, Vol.XXXXI, Jan-March. 1987.
198. D.N. Kowl, IPS, 'Police comrnunlty Relations, scope for Improvement, "Po~ ic Training college, Udhampur Journal, Vol 2, N c . 2 , April 1985.
T/-z 574 ANAl \ iDa BF.NG4 $ l t k A i L ; g R b ~ y
P G N G ~ C ~ E R R Y t ; r . ; , v ; ~ . ~ ~ ~ y
agency and not merely to be a law enforcement agency; We must adopt the
Japanese model in this regard.
Keitaro Hasegawalg9 (1986) says i f virtual equality between
management and labour is one pillar of modern Japanese business, equality
between white collar and blue collar workers forms the very bed rock; this
was arrived at by doing away with discrimination at all levels.
Koontz and Weihri~h,~OO (1988) defined management as the processes
of designing and maintaining environment in which individuals, working
together in groups, accomplish efficiently selected aims (managing is
concerned with productivity; that implies effectiveness and efficiency).
Willson. O.WZol (1952) views that a police man's character and reputation
must be of a high order.
Farmer, et aI2O2 (1965) view management as the single most critical
social activity in connection with economic progress. Physical, finacial, and
manpower resources are by i,.,dmselves passive agents; they must be
effectively combined and co-ordinated through sound active management if
a country is to experience a substantial level of economic growth and
devlopment.
199. ibid.,
200. R. Jayagopal, (1993) op.cit.
201. Ibid.,
202. Farmer R.N and B.M Richinan, "Comparative management Economic Progress", Homewood. 1965-p.1.
Blum, Richard. H203 (1 964) recommends for members of the police to be
suitably qualified and be directed and controlled, since the police service is
based on person to person basis rendered by individual police person.
Ulberg, Cyrus Gordon204 (1973) researched on Role conception, Job
satisfaction and performance in police department; while Braithwaite, Wanda
Pearl (1973) did a reserch on police officers as decision makers.
Mona, MunozZLJ (1973) studied the aspects of job satisfaction
policemen and its relation to locus- of-control, Ego strength and
performance.
Carlson, Helerla marry206 (1975) researched on the psychological and
situational factors involved in the evaluation of police performance.
Seckler, Donald Alanzo7 (1976) did a "rtudy of police personnel" : length
of service, community social relationship and perception of community
figures.
Ilana, Hadar208 (1976) researched on the occupational socialization of
policemen while Dimieri Thomas job 1976 conducted a case study of
planned change in the New York city police department.
203. Dissertation Index, 1973-77, p.191, 34108 A, p. 5318, DC 574-03739, University of Michigan.
204. ibid -p.142, 34106.8, p.2946, DCJ 73-28369, University of New York.
205. ibid - Boston University, 1976.
206. ibid - p.156, 37/0-8, p.438, DCJ 76-1663G Clarernont graduate school.
207. ibid - p.508, DC 177-1 41 09
208. Dissertation Index (1 973-77), Phd 1977, Harward University, 1977
National police (1979) reviewed the entire police set up
and advocated for changed n e 's in the policing of the country.
Policemen generally210 distance themselves from all mental activities;
discipline is both an advantage and a disadvantage; the organization has
became top heavy; recruitment is random at its best and high business at
worst; Honesty, ~ntegrity and hardwork have yielded place to personal loyalty
and usefulness for personnel loyalty and usefulness.
Sutton211 ; 1972) is of view that by projecting the present trends to future
a time will come when democracy will become ungovernable.
The police have become the shock - absorbers of society. The job of a
policeman after Independence has become equivalent to tight - r o p ~
walking. Tamil Nadu Police service is a fine institution; we should complete
the process of modernization to fulfill raison d'etre of our existence.212
Nath, DC (1978)213 visualises police in 2001 and urges the need for
sharpening skills, taking young technical officers to police fold, using
computers, making more use of Central Bureau of Investigation, Central
209. R. Rajagopal (1994), op.cit.
210. Praveen Kumar, Superintendent of Police, Bangalore, 'What ails professional policing in India", The Hindu, Madras, 02.01 -96.
211. C.G. Sutton, "Is democratic society becoming ungovernable?", indian Police Journal, October 1972.
212. A. Raja Mohan, IPS, Editors Interview with Mr. F.P. Arul, IP.
213. D.C. Nath, "Police in 2000 A.D", Indian Police Journal, September, 1978.
Reserve Police Force, encouraging participative management and inter-
personnel social skills.
Dalbey, dwight J214 (1978) says that policeman is the flesh and blood of
law, friend in need, and most versatile public servant.
Grahain. J.A. (1977)215 is of view that drily sympathy shown towards the
public can profit the image of the police force.
Chowdhury, Datta216 is of view that there is extreme reluctance at
supervisory levels to take disciplinary action against erring subordinates, we
will become a "Brother hood of Non-Performers ".
Mathur. K.M.*17 (1978) urges the need for render i~g organisational
rigidity, appointing officers to be representative of the community,
decentralizing operational units, motivating through career Development,
bringing out attitudinal changes.
Rao. G.V. (1984)218 comments that the lndian police lives in a world of
Adhocism; none has time to overhaul the system; there is need for
Delegation of powers at all l e ~ . : s ; the system of inspections has fallen to
misuse.
214. Dwight J., Dalbey, 'What is Police Man?", lndian Police Journal, 1978.
215. J.A. Grahap "A Policeman's concern with death", The Australian Police Journal, 1977.
216. S. Datta Chowdhury, IPS, "Deficiencies within", lndian Police Journal, n.d.
217. K.M. Mathur, "Need for Change in Basic Organisational Pattern", lndian Police Journal, 1978.
218. G.V. Rao, "First things First," lndian Police Journal, 1984.
Robert-Fsll (1984) defines management as management can be
regarded as the control of activities which are undertaken to achieve the
objectives of an organisatio?."
11.5.j. Human Resource Development
"Peoplezlg make an organization to grow and in order to facilitate that
organization should make their people grow continuously. Hence the
importance of Hunian Resource Development (HRD)".
lnadequancies in HRD
Though we are advanced in HRD processes and concepts, there are
certain inadequacies.
Bal. S.N.,220 speaks of the means to obtaining organizational goal as not
clearly identifiable, followers have goals of their own and these need not be
the same or similar to those of the organization; Dr. Udaipareek has
extended MC Clellards need-motivation theory to include the needs of
n-extension, n-vigour and n-dependency-especially in people of Asian origin.
The first two are of interest in the context of transformational leadership.
Individuals having high n-extension have a pre-disposition to help and
develop others without undue expectations of reward which can develop a
promising potential for the exercise of transformational leadership. This
concept will have to be explored.
219. T.V. Rao and D.F. Pereira, "Recent Experiences in Human Resources Development" Oxford and 9BH publishing Go. P. Ltd., New Delhi - Preface.
220. S.N. Bal, 'Transfornational Leadership: Forging the sword and shield", Indian Management, Vo1.31, No.6, Dec.1992, p.64.
Peter. F. K o ~ t i n k ~ ~ ' is of view that firm specific human capital plays an
important role in the top management of the Corporation, and this role
extends its influence into the compensation policies of the firms.
Kulkarni (1992)222 speaks of the major limitations in the Training
systems in the Armed forces.
According to Gen. R ~ d r i g u e s , ' ~ ~ 'TQM' is a holistic approach, but a
soldier cannot be treated simply as a resource. In order to further improve
his professional effectiveness and personal performance defence
management encourages the development and focussing of all individual
and team efforts throughout the Army. The practice of TQM (Total quality
management) will go a long way in tapping their creativity and ingenuity.
Ashok KhemkaZz4 (1 993) deals with Five new pillars of a people centred
world over (i) t nan security, (ii) Sustainable human development; human
potential investment, (iii) markets (iv) governance to accomodate rising
peoples' aspirations, (v) International corporation to focus on the needs of
the people rather than on the preference of the nation. In the Indian scenario
caste ridden and feudal system, Basic needs are to be satisfied.
221. Peter, F. Kostink : Firm size and Executive compensation, the Journal of Human Resources, Vo1.25, No.1, Winter 1990.
222. S.Kulkarni, 'Trg. in the Armed Forces A perspective Air Marshal. Indian Management Vo1.31, No.6, Dec. 1992, P.47.
223. Gen. S.F. Rodriques, "Some thoughts on Defence Management" Indian Management, Vo1.31, No.6, p.30, Dec.1992.
224. Ashok Khemka IAS. Human Development Report 1993, United Nations Development programme, New York, Oxford University, Press 1993.
108
Richard G. Frankzz5 (1994) held there was response to financial
incentives.
SaxenaZz6 says individual in ClSF (Central Indl. Security Force) is
unique in ability, and personality; attitudes and motives can be changed and
developed.
11.6 CONCLUSION
The excellent Singapore and Swedm HRD models are worthy of
emulation. It is argued here that these concepts and steps will not only be a
guide to all institutions and organisations-both commercial and service-but
also give the economic and management boost as it were and herald a
revolutionary era of HRD explosion. This, perhaps, can help solve many of
problems in the emerging scenario in the country.
225. Richardly Frank & another "organisational failures and transfers in public sector" Journal of Human Resources, Vo1.29, No. 1, Writer 1894. Published by University of Wiscousin press p.108, 123.
226. Y.K. Saxena, Asst. Commandant, Human behaviour, ClSF silver Jubilee 1969- 1994, Spl. issue C.G.S.F. House Journal, No. 19.