Report of Indian Institute of Public Administration ... - Ministry of Power

Karnataka
financial autonomy to be granted to the restructured companies and empower them by
appropriate measures.
HUMAN RESOURCES DEVELOPMENT
A tripartite agreement was entered among Government of Karnataka, KPTCL and
representatives of the staff of the former KEB regarding the transfer of the staff to the
restructured undertakings. Under the First Transfer Scheme, all former employees of
KEB became employees of KPTCL. In the subsequent Second Transfer Scheme, all
the personnel of KPTCL and those working in the DISCOMs were required to
exercise their option, within eight months, to get absorbed in DISCOMs or to remain
with KPTCL. Later, the Second Transfer Scheme was amended to give extension of
time up to 31 October, 2003 to the staff to exercise their option. It is learnt that some
of the staff members have since obtained a stay order against the directive to exercise
options to get absorbed in the DISCOMs. The staff is apprehensive that in the event of
their absorption in the DISCOMs, their current inter-se seniority would get adversely
affected, with impact on the prospects for career advancement. It is likely that they
also do not opt for the BESCOM so as to avoid relocation from their preferred places
of postings. Pending a final decision by the Court, the staff continues to be borne on
the KPTCL cadre, and work on deputation in the DISCOMs.
The Transfer Scheme provided that the transfer of the staff to the restructured
undertakings will assure them positions and compensations not less favourable than
what they were enjoying in KEB/KPTCL. However, no additional incentives were
provided to encourage the staff to opt for the absorption in the restructured companies.
The continued retention of the personnel on the rolls of KPTCL is a major impediment
against taking forward the reform exercise. For one thing, the morale of the staff gets
affected. Further, the managements of the companies have no incentive to evolve
innovative personnel policies to motivate the staff to perform better. The officials
working for the restructured companies continue to retain the work culture and habits
of the erstwhile KEB with hardly any commitment to their present employers. The
newly formed companies also do not “own up” their staff, and are not able to motivate
them.
It is apparent that unless the integration of the human resources of each restructured
company with its own management is achieved soon, the reform process would not
get the required impetus. The State Government must expedite the process by moving
the judicial authorities to approve the transfers and put in place a strong and well-
3.31