SSRN Id2325949

MILITARY LIFE
A COST BENEFIT APPRAISAL
AUGUST 2013
Electronic copy
Electronic copy available
available at:
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"The safety, honour and welfare of your country come first, always and every time.
The honour, welfare and comfort of the men you command come next. Your
own ease, comfort and safety come last, always and every time."
-Engraved on the entrance to the central hall

of the Indian Military Academy (IMA) is a
passage known as the Chetwode motto.
Electronic copy
Electronic copy available
available at:
at:https://ssrn.com/abstract=2325949
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CERTIFICATE
CERTIFICATE FROM THE SUPERVISOR
This is to certify that the work entitled “MILITARY LIFE: A COST BENEFIT
APPRAISAL” is a project work done by Ashish Kumar Singh under my guidance and
supervision for the post-graduation project work. He had put in an attendance of 2 months with
me. To the best of my knowledge and belief this is his original work.
Name:
Designation:
Signature:
Electronic copy available at: https://ssrn.com/abstract=2325949

ABSTRACT
This qualitative investigation focuses upon a comparative cost benefit appraisal

between military life and any other hypothetical job. This cost benefit appraisal
analysed the Indian frame of mind of army personnel including the benefits and perks
they are bestowed upon. The field report will also investigate the problems faced by
army personnel as compared to any other hypothetical job they would have been
doing, had they not been in the army. Upon deliberations and discussions various
pertinent dimensions and variables were carved out. It was acknowledged that these
variables were sinking in two broad categories i.e. quantitative and qualitative. For
the purpose of this qualitative investigation, in-situ semi structured interviews
schedule was prepared (in Hindi medium) which was used for data collection. In
addition to this a scale was prepared (that too in Hindi) for quantitative variables.
Hindi medium was emphasized so as to facilitate better understanding from a jawan’s
(perception) point of view. Content analysis was applied upon the data and the results
and implications were further discussed.
Keywords: cost benefit appraisal, army personnel.

This quotation is dedicated to you as teachers for your unselfish, invaluable service to
education.
“It is the supreme art of the teacher to awaken joy in creative expression and
knowledge.”
~Albert Einstein
ACKNOWLEDGEMENTS
The successful completion of any task would be fragmentary without the expression of
appreciation to the people who made it possible. So, with reverence I acknowledge everyone
who has directly or indirectly assisted me in winding up this research project.
I wholeheartedly thank my academic supervisor Prof. Anand Prakash who enriched me

with the knowledge from his experiences and made me capable of utilizing my fullest of
potential while encouraging me to join DIPR from the very start. He had shown me the right
path. His kind gestures, unconditional support, research acumen and guidance helped me
during the course of this research. Moreover, I have been very fortunate in having continued
support and advice from him. The supervision and support that he gave truly help the
progression and smoothness of this investigation. The co-operation is much indeed
appreciated. Countless students will benefit, like I have, from his knowledge and wisdom.
The project wouldn’t have taken shape and progressed in a uniform disciplined manner but
for the steering of Prof. Anand Prakash, my academic supervisor.
This project has been a very new and enlightening experience for me. My venture into this
area has helped me gain an in depth knowledge of defence related psychological strategies.
This training has helped me a lot in acquiring valuable knowledge regarding the practical
implementation of the theoretical learning. This report is a joint venture of a number of
experts. Their sincere and scholastic guidance has provided me a source of constant
inspiration during my training. I would like to thank Dr. Sandhya Verma (Scientist ‘c’ in
OB division), my mentor in DIPR during my internship period for not only giving me this
great opportunity to work under her but to learn so much about the organization and also how

they work and contribute towards the upliftment of Indian defense forces. Indeed I must say I
was lucky to have her as my supervisor as she was approachable providing antidote to any
problem I faced. I would also like to extend my gratitude to Dr. Devesh Nath Tripathi
(Director, HRD) for his constant support and encouragement and for helping me out with all
my queries. Dr Ari Sudan Sir was yet another person who pointed out every single mistake
and rectified till my drafted portion attained proper quality.
Special thanks to my mom, my dad, brother, and my sister for their endless determination to
figure out exactly what I study, but mostly the love and support they provided throughout the
tough phases of this study. I would like to express my deep gratitude towards everyone who
helped me in the collection of data. I also would like to thank any number of friends and
colleagues who have been supportive along the way.

TABLE OF CONTENTS
Pages
Certificate ……………………………………………………………………………. 1
Acknowledgement ……..…………………………………………………………….
Preface……………………………………………………………...........................
Chapter 1 …………………………………………………………………………….
Start of the Internship Journey…………………………………………………….
Selection Process…………………………………………………………………..
First encounter with the field.……………………………………………………….
Chapter 2 …………………………………………………………………………….
About the organization …………………………………………………
About the DIPR lab
Chapter 3 …………………………………………………………………………….
The Internship Journey: The Learning Begins …………………………………
First Impression and Key Observations about the Organization …………………
Weekly Diary ………………………………………………………………….
Chapter 4 …………………………………………………………………………….
Projects Undertaken……………………………………………………
Chapter 5 …………………………………………………………………………….
Experiences and Reflections………………………………………………………….
Experiences and Learning through the Training ……………………………………….
Self-Reflections………………………………………………………………….
Problems Encountered ……………………………………………………………….
Final Words…………………………………………………………………………….
Chapter 6 …………………………………………………………………………….
Appendix…………………………………………………………………………….
References………………………………………………………….

PREFACE
FIELD REPORT
A project report can be defined as a detailed and systematic analysis of a predefined objective
so that the future action could be formulated in order to achieve the objective or the target of
the organization. Since field reports are used to combine theory and practice, they involve
both description and analysis. Field reports are set as assignments in a variety of disciplines
and usually require the student to combine theory and analysis with observation and practice.
We all observe people, interactions and events in everyday life; however, your job when
writing a field report is more structured. When writing a field report you need to:
 Systematically observe and accurately record in detail the varying aspects of a
situation.
 Constantly analyze your observation for meaning (i.e. what's going on here?, what
does this mean?, what else does this relate to?
 Keep the report’s aims in mind while you are observing;
 Consciously observe record and analyze what you hear and see in the context of a
theoretical framework/s (Glesne & Peshkin, 1992).
Field reports are common in disciplines such as Law, Industrial Relations, Psychology,
Nursing, History and Education etc. These types of reports require the student to analyze his
or her observations of phenomena or events in the real world (in-situ) in light of theories
studied in the course. Examples of field reports are a Court observation report, an observation
report of a child or a patient for Developmental psychology or Nursing, a History site report,
and a teaching observation report for Education. It is important to be aware of and avoid the
most common student error when writing field reports of presenting description without any
analysis of what has been described or observed. Project report explores the new dimensions
and opportunities for the organization so that an organization can grow by using its strength,
wining its threat and overcoming its weakness.

Reports can cover a wide range of topics, but usually focus on transmitting information with
a clear purpose, to a specific audience. Good reports are documents that are accurate,
objective and complete. They should also be well-written, clearly structured and expressed in
a way that holds the reader's attention and meets their expectations.
The true value of the study may be assessed through a report since the written report may be
the "only tangible product of hundreds of hours of work. Rightly or wrongly, the quality and
worth of that work are judged by the quality of the written report i.e. its clarity, organization
and content" (Blake & Bly, 1993). Often reports are structured in a way that reflects the
information finding process and the writing up of the findings: that is, summary of the
contents, introduction or background, methods, results, discussion, conclusion and/or
recommendations. This type of report is intended to improve student understanding of key
theoretical concepts of a course through observation of and reflection about real life
practice.
The purpose of this report is to fulfill the field work requirement for the Master of Arts
Degree in Psychology. This report documents the work done during the summer internship at
Defense Institute of psychological research (DIPR) lab in defense research and development
organization (DRDO), under the academic supervision of Prof. Anand Prakash.
The report summarizes the work undertaken, the tasks completed, the learning, experiences
and the reflections during and after the period of the summer internship along with the
technical details.
I have tried my best to keep the report simple yet technically precise. I hope I have been
successful in my endeavors towards the same. Before proceeding to the recreation expending
the arms of organization it is very necessary to reveal the high valued opportunities which
can only be searched through a reliable project report.

Internship Journey

We often take for granted the very things that most deserve our gratitude.
~Cynthia Ozick
Chapter 1
Start of the Internship Journey:
As a student I always think that if it is feasible to apply the theories I study in the actual
world. I have almost throughout my life, intrigued about ‘practical application’ of the theories
I study. Application of theoretical principles into a practical field work of reality is
transforming indeed. From the day since I had applied to pursue the course of Masters in
Psychology in Delhi University, I was very excited about the field training that I would have
to take during the summers. Though I have worked with other people on a few projects
related to value education, interpersonal relationships, development of psychological test on
depth perception etc., but this unique field training fascinated me for long. This was my first
ever vigorous contact with any governmental organization (I took Organizational Behavior
for my third year in my graduation). What can be better than to put the knowledge that you
have gained reading from books and listening to the lectures along with the practical into the
actual workplace. However, every road has its blockages…
My personal orientation
I am a person with a futuristic orientation to join governmental set ups may be because of my
family background and upbringing. Moreover, it could be mentioned that I have a personal
liking for government entities and public authorities. I personally like to gauge and
understand the various systems under which the citizens of a nation became ‘workable’. This
particular tangent always pulled me towards organizations which directly assist the Union
government of India through their ministries. Earlier in my graduation years I also did an
internship in a government lab called psycho-technical directorate of Research Designs and
Standards Organization (RDSO) which come under Ministry of Railways. It was a place very
near to my hometown Lucknow. But this time I tried my best to get into DIPR Lab of DRDO
for which I sacrificed all my holidays.

Selection Process:
I soon went straightaway to my academic supervisor for help and proper guidance. My
academic supervisor took my case and directed me to meet the director DIPR, Dr. K
Ramachandran. Next day I made a plan to visit DIPR. As soon as I approached I was
flabbergasted by the security issues. Because it was a defense lab it was having a disciplined
structure for security and safety. When I approached I was given a pass by the security officer
to meet the PA of director who took me along, to meet the director. I straightaway went to the
main building. As I was moving on stairs I saw a vision statement. Many different quotes
about psychology and life in general were engraved on the wall at several places. Then I met
PA to the director Mr. Avinash Awasthy. After having a small conversation he told me that
you can go and meet the director as he is free in bunch of time and space.
I went inside director’s chamber and met him. After a general talk I requested him that I
would like to do summer internship training in his institute. He then saw my curriculum vitae
and reference letter and soon agreed that you can come and join whenever you want that too
in your interest area. This was the first time I assessed why DRDO as a holistic unit is
developing so much and is prosperous in early past. The director was one of the most humble
gentlemen I have ever met. He was simple, knowledgeable and dynamic. In a brief time of
about 20 minutes, he told me different sort of stories about his life and the works he has done
over the years. But this transient time was indeed full of vivid experiences that he enriched
me with. This valuable interaction in bunch of time and space and enrichment with your
wisdom and experiences shall make me capable of utilizing the fullest of my potential while
increasing my passion for my project.
He specifically told me to meet two people Dr. A.P.J Abdul Kalam (ex-president of India and
ex-advisor to Raksha Mantri) and Dr. Manas Mandal who is now promoted as one of the
controllers of DRDO (earlier he was director DIPR). He very explicitly told me that Kalam Ji
is like the ‘mini’ computer of India, and whenever we are confronted with any hurdle people
always get his advice and suggestions.
I soon fulfilled all the formalities by meeting a yet another dynamic personality Dr. Devesh
Nath Tripathi who is the director HRD. He was full of energy and a debonair who valued
team work. He was the person who helped acclimatized me into the social matrix and culture

prevailing in DIPR. He was the person who fixed my supervisor, who was scientist ‘c’ Dr.
Sandhya Verma in OB division. He took care of me till the very end just like a mentor. I was
highly elated and could not wait to be a part of the organization and go through the
experience of their work culture.

CHAPTER 2
DEFENCE RESEARCH AND DEVELOPMENT ORGANIZATION
About The Organization
As we were told to develop a comprehensive and robust ‘field report’ it is almost inevitable
to explain the organization I worked with. I worked at a place which is in direct contact with
the ministry of defence (MOD). Specifically I did my internship in DIPR which is one of the
labs of DRDO (out of almost 50 labs in the country) devoted exclusively to psychology. So it
is vital to explain DRDO first and then it’s DIPR Lab.
LOGO OF DEFENSE RESEARCH AND DEVELOPMENT ORGANIZATION

(DRDO)
The government of Independent India set up the Defence Science Organization in 1948 to
advise and assist the Defence Services on scientific problems and to undertake research in

areas related to defence. The Defence Research & Development Organization (DRDO) was
set up in 1958, by merging the units of Defence Science Organization with the then existing
Technical Development Establishments of the three Services. Subsequently, a separate
Department of Defence R&D was formed in 1980, to improve administrative efficiency.
The mission of the Department is to attain technological self-reliance in defence systems and
weapons. To accomplish this, the Department has the mandate to design, develop and lead on
to production of the state-of-the-art weapon systems, platforms, sensors and allied equipment
to meet the requirements of the Armed Forces and to provide support in areas of military
sciences to improve combat effectiveness of the troops.
The Department of Defence R&D executes various R&D programmes and projects through a
network of 49 laboratories/establishments of the DRDO located all over India and a Centre
for Military Airworthiness and Certification (CEMILAC). It also administers the
Aeronautical Development Agency (ADA), a society funded by the Department, which is
engaged in design and development of the Light Combat Aircraft (LCA). These laboratories
and establishments execute programmes and projects in diverse fields of aeronautics,
armaments, missiles, combat vehicles, electronics and instrumentation, advanced computing
and networking, engineering systems, agriculture and life sciences, advanced materials and
composites and Naval R&D. They also conduct specialized training programmes in these
areas. The programmes are carried out by a workforce of about 30,000 including more than
6,000 scientists and engineers, supported by a budget of the order of Rs. 30,000 million.
To fulfill its objectives DRDO has a strong partnership with about 40 academic institutions,
15 national S&T agencies, 50 PSUs and 250 private sector enterprises. This has enabled the
organization to minimize the effects of sanctions and technology denials, imposed by
technologically advanced countries from time to time.
During its first decade, between 1948 and 1957, DRDO was mainly engaged in activities
related to clothing, ballistics, operations research, and general stores. During the next decade
1958-68, many products, including small and medium weapon systems, explosives,
communication systems and cipher machines were developed. The important achievements
of the next decade (1969-79), during which DRDO addressed major hardware systems
included field guns, sonar systems, radar and communication equipment and aeronautical
systems. Between the years 1980-90, it embarked on programmes of a multi-disciplinary
nature for the development of complex and sophisticated weapon systems having latest

technology. The contribution of DRDO towards self-reliance in defence systems became
evident with the development of flight simulators for Ajeet and Kiran aircraft, air launched
missile target Fluffy and various other types of ammunition, low-level surveillance radar
Indra, electronic warfare (EW) systems and sonars. During the decade of 1990-2000, certain
major programmes undertaken during the previous decade culminated in weapons and
systems, like the Ballistic Tank (MBT) Arjun, missiles Prithvi and Agni, pilotless target
aircraft Lakshya; combat improved T-72 tank Ajeya, bridge layer tank on T-72; Sarvatra
bridging system, artillery combat command and control system, 5.56 mm INSAS rifle; light
machine gun and ammunition; the super computer PACE+, sonar systems and Naval mines.
Starting out as an agency which carried out science-based technical improvements to existing
systems, DRDO has grown today to a high technology agency capable of undertaking ab-
initio design, development and integration, leading to production of world class weapon
systems meeting Qualitative Requirements of the Services. DRDO has achieved
technological self-reliance in ammunition, armoured systems, surface-to-surface missiles,
sonar systems, Electronic Warfare (EW) systems and advanced computing.
Different labs of DRDO have mushroomed over time.

DIFFERENT LABORATORIES IN INDIA
The various labs working under DRDO are:
Aeronautical Development Establishment (ADE), Bangalore

Advanced Numerical Research & Analysis Group (ANURAG), Hyderabad
Aerial Delivery Research & Development Establishment (ADRDE), Agra
Armament Research & Development Establishment (ARDE), Pune
Centre for Artificial Intelligence & Robotics (CAIR), Bangalore
Centre for Fire Explosive and Environment Safety (CFEES)
Centre for Military Airworthiness & Certification (CEMILAC), Bangalore
Centre for Air Borne Systems (CABS), Bangalore
Combat Vehicles Research & Development Estt. (CVRDE), Chennai
Defence Institute of Bio-Energy Research (DIBER), Haldwani
Defence Avionics Research Establishment (DARE), Bangalore
Defence Bio-Engineering & Electro Medical Laboratory (DEBEL), Bangalore
Defence Electronics Application Laboratory (DEAL), Dehradun
Defence Electronics Research Laboratory (DLRL), Hyderabad
Defence Food Research Laboratory (DFRL), Mysore
Defence Institute of Advanced Technology (DIAT), Deemed University, Pune
Defence Institute of High Altitude Research (DIHAR)
Defence Institute of Physiology & Allied Sciences (DIPAS), Delhi
Defence Institute of Psychological Research (DIPR), Delhi
Defence Laboratory (DLJ), Jodhpur
Defence Materials & Stores Research & Development Establishment (DMSRDE), Kanpur
Defence Metallurgical Research Laboratory (DMRL), Hyderabad
Defence Research & Development Laboratory (DRDL), Hyderabad
Defence Research & Development Establishment (DRDE), Gwalior
Defence Research Laboratory (DRL), Tejpur
Defence Scientific Information & Documentation Centre (DESIDOC), Delhi
Defence Terrain Research Laboratory (DTRL), Delhi
Electronics & Radar Development Establishment (LRDE), Bangalore

Gas Turbine Research Establishment (GTRE), Bangalore
High Energy Materials Research Laboratory (HEMRL), Pune
Institute of Nuclear Medicine & Allied Sciences (INMAS), Delhi
Institute of Systems Studies & Analysis (ISSA), Delhi
Institute of Technology Management (ITM), Mussorie
Instruments Research & Development Establishment (IRDE), Dehradun
Integrated Test Range (ITR), Balasore
Laser Science & Technology Centre (LASTEC), Delhi
Microwave Tube Research & Development Center (MTRDC), Bangalore
Naval Materials Research Laboratory (NMRL), Ambernath
Naval Physical & Oceanographic Laboratory (NPOL), Cochin
Naval Science & Technological Laboratory (NSTL), Vishakapatnam
Proof & Experimental Establishment (PXE), Balasore
Research & Development Establishment (R&DE), Pune
Research Center Imarat (RCI), Hyderabad
Scientific Analysis Group (SAG), Delhi
Snow & Avalanche Study Estt (SASE), Chandigarh
Solid State Physics Laboratory (SSPL), Delhi
Terminal Ballistics Research Laboratory( TBRL),Chandigarh
Vehicle Research & Development Establishment (VRDE), Ahmednagar
SOURCE - drdo.gov

DEFENSE INSTITUTE OF PSYCHOLOGICAL RESEARCH (DIPR)
Defence Institute of Psychological Research (DIPR) is a premier research laboratory of

Defence Research and Development Organization (DRDO) and has completed more than six
decades of dedicated service to the nation in general. It is one of the labs of DRDO and thus
can be considered as a vital organ of DRDO. The Institute has traversed a long way carrying
out research in military psychology. Defence Institute of Psychological Research (DIPR) is
the nodal agency and technical headquarters for the selection of officers for the armed forces.
DIPR is the only institute in the country that provides technical assistance to the armed
forces in ensuring person-job fit.
VISION
DIPR will
emerge as a
centre of
excellence in
military
psychology.

MISSION
To provide psychological
support to the armed
forces in selection,
training, effective man-
machine interface and
motivation to enhance
mental health and
operational efficiency of
the armed forces.
This premiere research lab works in a parallel fashion with armed forces to provide each and
every necessary support to them falling under the purview of psychological principles.
Support in selection and training Enhance mental health
Effective man-machine interface Operational efficiency

Military Psychology has a vibrant bilateral relationship with the discipline of Psychology.
Military Psychology is defined by the application of psychological principles and theories to
the military context (Mangelsdorff & Gal, 1991). It is a broad, complex, and specialised field
where knowledge gained from various other branches of psychology (for example,
experimental, social, clinical, organisational, and personality) converges.
Military Psychology includes a vast array of activities in psychological research, assessment,

and treatment. Concerns that are relevant for industrial-organisational psychology and the
issues of assessment, diagnosis and treatment as understood through clinical psychology form
important aspects of Military Psychology endeavours, since developments in these research
areas directly help the military in managing the huge manpower inherent in it.
Decision making is a critical task for any leader, more so for a military leader since
dependent on a military leader’s decision are the security of the nation and the lives of his
men. Operational psychology is an emerging sub-discipline of Military Psychology that
enhances military’s combat capabilities by making use of psychological principles and skills
to improve a commander’s decision making (Stephenson & Staal, 2007).
Military Psychology derives its strength from its multi-disciplinary nature and character.
Often parallels are drawn between the subject matter and methods of Military Psychology
and Sports and Police Psychology. Police and Military Psychology both address the
cognitive, perceptual, emotional, and behavioural aspects performance in extreme conditions.
Operational and clinical challenges like crisis intervention and stress management remain
the same for both, and hence can cross contribute to each other (Miller, 2008).
Military Psychology in India
Military Psychology is a relatively recent development in the context of India. Psychology

as a modern scientific discipline began in India with the establishment of the department of
psychology in Calcutta University in the year 1915, closely followed by Mysore (1924) and
Patna (1946) (Pandey, 2001). It was around the time of the Second World War that Military
Psychology found its beginnings in India, though on a very low key basis, it was mainly
concerned with the selection of personnel for the military.

The pioneers of Military Psychology in India faced many unique challenges. Selection of
officers and men for the armed forces was one of the major responsibilities of military
psychologists. The first problem was of deciding upon the qualities to be assessed before
beginning the actual selection process. Job analyses were conducted for the officers and the
Other Ranks (Ors) of all the services.
Soon researchers began to venture beyond selection and assessment and took up projects to
examine issues that have direct relevance and applicability to the problems faced by the
armed forces, like the psychological effect of extreme conditions, factors causing
maladjustment to active service conditions, applicability of techniques of social psychology,
factors leading military personnel to suicide, etc.
DIPR: Dedicated to Military Psychology
Defence Institute of Psychological Research (DIPR) is the nodal agency and technical
headquarters for the selection of officers for the armed forces. DIPR is the only institute in
the country that provides technical assistance to the armed forces in ensuring person-job fit.
In the recent years, the role and research interests of the institute have expanded manifold, as
has the scope for Military Psychology in the country. As the premier institution in the country
dealing with basic and applied research in the field of Military Psychology, the focus of
research in the institute is on finding optimum solutions to problems pertaining to the
selection of officers, placement and categorisation of men, with a view to optimise the
efficiency of the armed forces and to devise suitable standardised tests for personality,
intelligence and aptitude assessment.
The institute also provides technical training to assessors who man the Service Selection
Boards performing selection duties, and monitors and evaluates the selection system, vis-à-
vis training and performance of the selected personnel during service career. Another focus
area of research is on refining the techniques of psychological warfare, ideological
convictions, motivation, attitude, morale, leadership behaviour, job satisfaction and
organisational climate. Developing a better understanding of human factors in man-
machine systems and studying the effects of extreme environmental conditions on the
psychological adjustment, efficiency, and well-being of service personnel forms the essence

of many research studies undertaken by the institute. Optimising manpower planning with
particular emphasis on personnel policy researches in various organisations of Defence, and
providing help to service headquarters and other civilian organisations on problems
pertaining to human behaviour and selection of personnel adds to the value of the institute.
The institute functions with a vision to emerge as a Centre of Excellence in Military

Psychology. The mission is to excel in psychological research related to personnel selection
and training of assessors for the same, enhancement of leadership effectiveness, motivation
and morale for operational efficiency of the forces, and human factors.
The Institute has developed three core competence areas in Military Psychology personnel
selection, organisational behaviour, and human factors.
Organisational
behaviour
Core
competence
areas
Personnel Human
selection factors

Building the Human Capital:
Personnel Selection
The most frequent application of psychology in the military has been reported in the domain
of personnel measurement (Steege & Fritscher, 1991). A parallel can be drawn between
military personnel selection and personnel selection decisions for various other organisations,
though an unbiased examination of the situation reveals the uniqueness of military personnel
selection. The enormous size of the organisation necessitating recruitment practically around
the year itself presents an issue. The varied nature of duties that military personnel are
required to perform and the varied environmental conditions under which optimum
performance is expected of them make it pertinent that the personnel selection decisions are
based on robustly valid measures that have firm theoretical bases.
Personnel Selection Research involves development of Personality, Intelligence and Aptitude

Test. It also provides specialized intensive training in personality assessment of candidates
through various psychological techniques using interview, group testing and projective
techniques. A summary of these activities involves:
 Design, development and evaluation of a comprehensive personnel selection system.

 Construction, standardization and validation of Intelligence, Aptitude and Personality
assessment tools and techniques based on psychometric principles.
 Training of assessors in personnel selection using the above mentioned
techniques/tools.
 Validation and evaluation of the selection system and modification there upon.
 Personnel selection research involves development, standardisation, and validation of
personality, intelligence, and aptitude tests, as well as design, development and
evaluation of comprehensive personnel selection system.
A Comprehensive Battery of Cognitive Abilities (CBCA) has been developed for the
selection of officers in the armed forces (Defence Institute of Psychological Research
[DIPR], 2007a). The existing intelligence tests have been reviewed and a new model has been
developed that assesses different factors of cognition, namely concept formation, attention,
decision making, memory, reasoning ability, imagery, and problem solving. Based on the
PASS (planning, Attention-Arousal, Successive and Simultaneous) Model by Das, Naglieri,

& Kirby (1994), the CBCA assesses an individual’s competence at three levels of cognitive
functioning- registration, processing, and higher order processing.
A selection battery comprising of a cognitive and a personality test has been developed for
the selection of the Other Ranks in the Indian Army (DIPR, 2008a). The cognitive test has
been developed in nonverbal format using matrices type items keeping in view the
educational level and diversity of applicant population. Assessment of personality provides
the basic data to assess the applicant to ensure person-job fit, that is, suitability of the
individual to perform a given task, his willingness and ability to learn and get trained, acquire
and upgrade his skills.
Enhancing the Human Capital: Behavioural Issues in the Organisation
The ultimate aim of the military organisation is to achieve maximum defence effectiveness.
This cannot be achieved merely by ensuring induction of effective and efficient manpower.
Ensuring satisfaction of individual needs has become as important as attainment of
organisational goals in the face of changing social milieu and resultant societal
transformation. To conduct research in the areas of organizational behaviour including
psychological operations, motivation, attitude, morale, leadership of the Armed Forces. A
summary of research pursuits in this area involves:
 Training modules for enhancement of leadership effectiveness, motivation and

morale.
 Behavioural training modules for training academies.
 Psycho Biosocial assessment of combat stress and its management in field formations.
 Profiling of new age military leadership and study of small group dynamics.
 Study of small group effectiveness in LIC operations.
 Psychological preparedness of the soldiers for LIC environment.
 Behaviour analysis lab for understanding group behaviour
Military is a very big and complex organisation characterised by a complex structure,

several sub-units, diverse functions and activities, many job routes, and many
employees (Katz & Kahn, 1978; Kilmann, Pondy & Slevin, 1976). Optimal utilisation of the

human capital in such an organisation is definitely a challenging task. The sheer size of the
military and the control it has on its personnel makes it mandatory to define and co-ordinate
manpower policymaking, to pay attention to organisational values and structure, and to
optimise the utility and placement in manpower allocations.
Like any other organisation, the military also faces issues and problems relating to morale,
motivation, job-satisfaction, job-stress, leadership behaviour, organisational climate, beliefs,
attitudes, value systems, training, communication, conflict and negotiation. Various doctrines
have been developed for the enhancement of motivation and morale of the troops.
Psychosocial correlates of stress and techniques for its effective management have been
thoroughly studied and self-help guides have been developed for the soldiers as well as
officers (KamaRaju & Singh, 2006; Misra, Asnani, & Archana, 2006).
Human Factor
The primary aim of this area of core competence is to carry out research on human factors in
man-machine systems and to study the effects of extreme hostile environmental conditions
on the psychological adjustment, efficiency and well-being of the troops. The Human Factors
Research Laboratory is equipped with unique electro-mechanical equipment pertaining to
experimental psychology. Some of the instruments being used are: Driver aptitude test, Two
hand co-ordination, Choice reaction test, Action Judgment test, Speed Anticipation Test,
Depth perception test, Visual space perception test, Orthorater, Pursuit meter, Manual
dexterity test, and Multi-choice RT apparatus, etc
Optimising the Human Capital: Man-Machine-Environment Interface
Human factors engineering is a specialised area within Military Psychology that studies the
man-machine interface, and strives to achieve optimum equipment design. It aims to enhance
the performance and effectiveness of the weapon and machine systems by optimising human
performance through system design. A specific area of cultural ergonomics within the realm
of human factors engineering, deals with the influence of cultural factors on equipment
effectiveness.

A Computerised Pilot Selection System (DIPR, 2005) has been developed that assesses
various cognitive and psycho-motor abilities required by pilot aspirants. The tests included in
cognitive battery are- verbal reasoning, non-verbal reasoning, numerical ability, and spatial
ability. The psycho-motor tests included are- tracking test (sensory motor apparatus), central
velocity test, pursuit tracking, dual task, memory, vigilance, speed anticipation, size
anticipation, and colour naming and dot estimation.
DIRECTOR (DIPR)
Dr K. Ramachandran, Scientist 'G' (Director DIPR)

Historical Background and evolution of DIPR
The history of the Institute goes back to pre-independence era of 1943 when it was
established as a small Experimental Board at Dehradun for the selection of Officers in Armed
Forces. After independence, with the emergence of a reorganized structure of the Armed
Forces, a strong need was felt to have a dedicated research cell for the selection and follow-
up of the officer’s cadre. Thus, in 1949 the Experimental Board was re christened as
Psychological Research Wing (PRW), with the primary objective to evolve a scientific
system for the selection of officers and up-date it through continuous research programmes.
In due course of time, with the emergence of new operational challenges in conventional
warfare, the scope of the institute’s charter was further expanded.
During this period, Gardner Murphy, a noted psychologist, visited India and held
discussions with the then Prime Minister, Pt. Jawaharlal Nehru on the emerging operational
challenges in conventional warfare and the scope of the institute's charter. Thus, in 1962,
Psychological Research Wing was re-designated as Directorate of Psychological Research
(DPR) to take on new areas of research related to morale, ideological convictions group
effectiveness, leadership behaviour, job satisfaction, high altitude effects, motivation,
attitudes, anthropometrics, civil-military relations and other problems related to Armed
Forces. Meeting these challenges successfully, Directorate of Psychological Research (DPR)
grew into a full-fledged Institute as Defence Institute of Psychological Research (DIPR)
in 1982. Since then the institute has endeavoured to fulfil the on-going requirements of Indian
Armed Forces along with expanding its horizons to other emerging psychological areas of
interest and requirement for the Indian Armed Forces. The research carried out by the
institute has started giving spin off for other organization of the country.
The application of psychological principles in the selection of Armed Forces personnel has
evolved as a gradual process. Today, the application of psychological tools as assessment
aids for selection as well as placement in the specific jobs in military population has led to
the flourishing discipline of military psychology. The tools used for selection with
innovative psychological methods had a permanent effect and even today most of the nation’s
apply psychology in adequate level for the recruitment and placement of personnel for a wide
variety of jobs.
The Institute has its own vision and mission. It targets to provide psychological support to
Armed Forces in selection, training, effective man-machine interface and motivation to

enhance mental health and operational efficiency. The institute is the only psychological
research institute in the country. In the recent past, the role and charter of duties of the
institute have increased manifold. It has played a vital role in strengthening the human
resources and development of the country by extending its expertise to paramilitary and
public-sector undertakings.
Ever since the introduction of psychological selection system in the Armed Forces, DIPR has
acted as a nodal agency for the recruitment of psychologists at various Services Selection
Boards (SSBs) and Air Force Selection Boards (AFSBs). One of the charters of duties of
DIPR is to select and train the psychologists for various SSBs and AFSBs.
The institute conducts courses to impart training to Interviewing Officers up to the rank of
Major General and equivalents, Group Testing Officers and Psychologists/Technical
Officers. The Institute has also been imparting training to Junior Commissioned
Officers/Senior Sailors and Senior Non-Commissioned Officers in the tester's course. The
following are the technical activities being carried out by the DIPR:
 All-India standardisation exercise to calibrate selection system

 Instructor cadre course at NDA, IMA, OTA, AFA and AFTC
 Technical inspection of SSBs
 Language aptitude testing for school of foreign languages
 Personality assessment for screening of Chief of Army Staff bodyguards, National
Cadet Corps best cadet, Armed Forces Medical College cadets, Religious Teachers,
National Security Guards (NSG) and Cabinet Secretariat appointments.
 Consultancy services to Indian Coast Guard.
 Counselling of Naval officers.
 Stress-management workshop for Naval officers.
 Combat stress management training programmes for field commanders.
 Self-development and stress-management programme for Directors and senior
scientists of DRDO.
 Pre-retirement planning of DRDO employees.
The Institute also provides field/training manuals for combat stress management, coping with
daily stress, deception detection/ interrogation, suicide/fratricide, military leadership, military
morale, conflict management and character-building.

Many military and civil organisations like Army, Navy, Air Force, Sainik School, Military
Schools, Cost Guard, para-military forces, Cabinet Secretariat security force, state police
force, NSG, Human Rights Commission, Army officers in other countries and Institutes of
national repute are the major beneficiaries of this Institute.
To its credit, the Institute has developed a state-of-the-art Computerised Pilot Selection
System (CPSS) which would assess the cognitive as well as psychomotor capabilities of a
potential pilot. The CPSS is presently undergoing field trials and would be implemented
shortly. The Institute, on request of Army HQs, is at present developing a system so that
intelligence, personality and aptitude of the recruits are adequately tested before they are
recruited and allotted a specific trade.
Excellence of an institution depends on its interaction and responsiveness to other centres of

learning. To achieve this, the academic support and intellectual exchanges have been
extended by DIPR to various institutions and centres including Delhi University, IITs, IIMs,
NCERT, Department of Science and Technology, Institute for Human Science and Services,
DRDO laboratories and various other institutes of national repute.

AREAS OF WORK IN DIPR
DIVISIONS
Human engineering
Personality
Strategic behavior
Mental health
Intelligence and aptitude
Organizational behavior
Technical coordination and administration
Training school
JCO instructors

THE INTERNSHIP JOURNEY
(FIELD TRAINING)
The Learning Begins.
First Impression and Key Observations about the Organization:
Before becoming a part of DIPR as a summer trainee, I had tad knowledge about the
organization, its culture and its working. But what preconceptions and notions I had about
governmental organizations, vanished when I got the taste of this organization for the first time.
The organization was rather quick and swift in their working that too in a stunning disciplined
manner. Because it was a defense organization I had thinking in mind that I should have a
proper understanding of defense related terms so that I could understand what the hierarchies of
army are and how Indian army ultimately works.
There was no strict dress code; however, it is implicit that the employees shall come in formals.
I could sense that nothing was casual here. People were serious about their work and focused
primarily on tasks to be completed. They had a strong future orientation. Another thing which
grabbed my attention was setting up the deadlines. Every work which they performed was done
under some time constrains in a bounded time. This reminded me of the goal setting theory
which claims that goals are good and are rather better if they are time bound. This culture
excited me because I like to work with deadlines that too challenging tasks.
Then I was reminded of a very special feature which I read in Shein’s research on
organizational culture. This was the ‘rite of passage’ which I thought was acting upon me. My
supervisor helped me in moving into new role. This started right from my entry into a new
organization. My supervisor had a pronounced rapport formation with me so that I could feel at
ease.
The climate and environment of social circle was very friendly especially with the people I
worked with. Everyone was approachable, responsive and highly dynamic in suggesting new
ideas and paths to carry out the same work in an altogether different way. Also the way they
encouraged team work reminded me of the highly popular Japanese culture through which
that nation introduced new ways to enhance performance through team building and group
work.

WEEKLY DIARY
FIRST WEEK
I was made familiar with several concepts related to defence and army because initially I was
having a little bit problems grasping what my supervisor discussed. The lexicon and dictum
they used was primarily related to defence. After a bit of hesitation I straightway requested my
supervisor to make me well verse in some concepts which would help me engulf at a greater
pace. Soon my supervisor planned a discussion with me along with two other military
psychologists who were major and … in rank.
They and my supervisor bombarded me with a lot of information which reduced my

uncertainty. They distinguished between field posting and peace posting. They told me
specifically what are advantages and disadvantages in serving both the service postings. Then
they talked about daily routine of jawans, rifleman, and hawaldaars right from physical
training in the morning to the deep sleep. After this they introduced concepts namely ‘sainik
sammelan, roll call, briefing etc.
Then my supervisor told me about the target population of our study. She introduced me with
the acronym JCO. Junior commissioned officer (JCO) is a term describing a group of
military ranks found in the Indian Army, Pakistan Army, Bangladesh Army and Nepal Army.
Those soldiers holding JCO rank receive a commission from the President with commanding
power. Senior non-commissioned officers are promoted to JCO rank on the basis of merit and
seniority, restricted by the number of vacancies. Junior commissioned officers are treated as a
separate class, and hold many additional privileges. Due to their long years of service and
experience, officers accord JCOs great respect and influence, especially in cases involving the
enlisted ranks, their welfare and morale. Another custom religiously followed is that a JCO is
never addressed using just his name or rank. The word Saheb (master) is added as a suffix (e.g.:
Subedar Saheb or <<Name>> Saheb). It is said that even the President of India has to follow
this tradition. The JCO ranks in the Indian Army / Pakistan Army (from highest to lowest) are:
1) Subedar Major, 2) Subedar 3) Naib Subedar.

SECOND WEEK
In the 2nd week I was more focused towards the formation of my objectives. I had a lengthy
discussion with some JRF’s already pursuing research in DIPR. Moreover, Devesh sir was
always inspiring and a motivating force which always compelled me to work harder and
harder. He often came into our room and instilled me with ideas and thoughts which in turn
provoked some new insights upon which I could work.
But my supervisor Dr. Sandhya Verma had a very healthy conversation with me so as to
arrive at some objectives during which we prepared a problem statement. This was possible
because I had developed a good rapport with my supervisor and we both were very frank in
speaking out about any topic we felt like. Upon deliberations and thought provoking talks
with her I was able to make up my mind to work with something which was in my interest
area. I had various consultation sessions with her so as to work in a parallel fashion with
coherence in my assigned work. She did best to narrow down my project ideas. She also
regulated me when I roamed in vague and haphazard manner about my project objectives.
I thought I would read a little more about the organization in the library which would enrich
me with the unspoken values it holds. I also thought how I as a psychologist can help
improve the army by focusing on some problems encountered by the jawans. My supervisor
Dr. Sandhya Verma told me various factors or agents which could be potential stressors and
could even produce strain. She explained me about military life and what upon what
dimensions we can work so that army personnel use their cognitive appraisal to respond.

THIRD WEEK
In the third week, I developed a comprehensive understanding of how to function. I had one
vital thing in my mind. I wanted that I do a project in which I interact with jawans directly i.e. I
wanted my sample population targeted towards them. Having developed a proper understanding
I went to articulate my work which was to be done in coming days and which will certainly add
to my understanding and training in the organization.
This was the ripe time when I and my supervisor collaboratively discussed, debated and
formulated the blueprint of my field training. After a healthy discussion my supervisor told me
to conduct a cost benefit appraisal of military life. After she briefed me about what was to be
done against backdrop of theoretical knowledge I soon went in a vigorous working mode. I read
a bit about cost benefit analysis method, which was actually a method borrowed from
economics. The basic aim of any cost benefit analysis was to provide data which clearly
explains any appraisal or evaluation done by an individual upon various variables as he or she
perceives them. But I soon realized that it is of foremost importance that I segregate some
variables which are highly pertinent in military life. I then framed some broad dimensions
under which I placed some variables and factors having significance in military life. In this
process my supervisor also helped me by providing a layout. After a lot of deliberations my
dimensions plus variables were freezed by peer review process. I also got an idea about my
target population. It was basically divided into three parts
i. Jawans
ii. Junior commissioned officers (JCO’s)
iii. Retired army personnel
FOURTH AND FIFTH WEEKS
I was then told to develop a semi structured interview schedule so as to tap personal feelings
about some qualitative variables. Up to this point everything was smooth until when my
supervisor directed me to develop the schedule in a Hindi format. It was the need of the hour
because most fresh recruits in army are not proficient in English. Rather they are also not highly
equipped in Hindi even. This posed a challenge for us. Then we decided to develop a schedule
in Hindi which is clear, easily understood and making use of words which are already known to

jawans. Personally speaking my Hindi was satisfactory! It was neither not too bad nor too good.
I had a moderate level of Hindi speaking capacity. But translation of psychological terms was a
problem and a challenge possible because the main aim was that the jawans should understand
the language as they use them in their daily life and routine activity. This reminded me of a
saying ‘to translate is to betray’.
I tried to develop an interview schedule and a psychological scale. In the first place we set out
to develop these in English medium. But after a lot of deliberations and considering our target
population it was decided that both the interview schedule and the psychological test will be
developed in Hindi so that jawans in army can understand in better. Moreover emphasis was
made upon the routine language used by army personnel so that they can grasp and
comprehend easily.
This was a sort of challenge to me. Because preparing English version was comparatively
easy for me. But translating everything into Hindi proved a challenging and stimulating task
altogether. It was not less than round table conferences which I was a part of. I used the term
round table because I was guided my many scientists including my supervisor. This was the
time when team work was at its pinnacle. This zenith of group culture taught me how
performance can be enhanced and the output can be made more efficient. Ari Sudan Sir and
Devesh sir helped me drafting the exact language which could solve the purpose of making
the language more comprehendible to the jawans.

SIXTH WEEK
After the semi structured interview and scale was prepared and I was asked to print a final draft.
It was already peer reviewed but the final print was also re-checked for some errors and then I
was told to collect the data at a personal level through links and snowballing. They also
suggested that it would be better that if I go into the cantonment areas of nearby cities of Delhi.
I decided to take up this challenging task with a firm determination. I knew somehow that it
would be time taking and a tedious process. Through my personal friends and some contacts
and in turn by their snowballing I decided to visit a few places near to NCR region. I visited
Meerut cantonment, Agra cantonment, and lastly Delhi cantonment. Other than this I also tried
contacted places like Assam and Kashmir but I could not get much help, in time. But I
interviewed many jawans and army personnel from Jaipur, Kashmir, Guwahati, etc as they had
come to Meerut cantonment for some training purpose. Convincing the army personnel for such
personalized interview was also a task a tough job. But I managed well at the end.
Data collection was indeed a challenging and adventurous task. It was the time when my
conscience felt that I am immersed in the matrix of in real ‘field training’. Moving into the
cantonment areas was an extraordinary experience. The social fabric of cantonments is entirely
different from civilians. Their culture and especially their modus vivendi was a distinguishing
characteristic feature.
Last Days:

CHAPTER 4
PROJECTS UNDERTAKEN
DETAILS OF THE PROJECT
Name of the organization: Defence Institute of Psychological Research (DIPR)
Circle/Location: Timarpur, New Delhi.
Department/Vertical: Organizational Behaviour (OB) division
Project Title: Cost benefit appraisal of military life
KEY OBJECTIVES
 To carve out pertinent and relevant variables of military life
 To develop a semi structured interview schedule (in Hindi medium) to study
qualitative variables
 To develop a scale (in Hindi medium) to tap quantitative variables
 Conducting a comparative cost benefit appraisal between military life and any other
hypothetical job

CHAPTER 5
EXPERIENCES AND LEARNING THROUGH THE

TRAINING
SELF-REFLECTIONS
The whole experience of the summer training affected me in so many small and big ways that
sometimes I feel it has changed me a bit (for the better I hope). The experience of being labeled
as a person who goes to office, sits at her desk and drinks huge amounts of coffee was very
different then just attending the classes and giving assignments. It is often said that the real
essence of having gone through a true experience can be done only through self-reflection of
the various events, occurrences, feelings, actions and emotions in abstraction, to the maximum
possibility. Thinking about the summer training from such a perspective, I draw up the
reflections in the following words.
The question that first comes to my mind is why I chose to work in Delhi instead of my
hometown Lucknow. The answer is very simple, my personal orientation plus dedication.
Though, I missed my family but ‘work’ is also my priority. Another reflection that hit me is
that one should always go by one’s instincts. It taught me that your expectations do not always
pen down in reality and I should try to be more practical in life. Taking one step at a time,
instead of sprinting might lead to better results. Being outspoken and saying what you really
wish to say or ask does not hurt you at all. This is one thing that I knew but never practiced and
now that I think about this field experience, I think it taught me to do it practically.
I dreamt that I shall do something for the army at an early age and it proved true. For this I truly
thank my academic supervisor for providing me the strength and guidance. The unconditional
support and esteem guidance to young students would be a source of motivation for young

minds like us. Your wizardry of thoughts and expressions would serve as stimulating source to
my psychic library.
The other important value I imbibed was time management. Any person connected with army
knows the real price of time and how to manage it. But we rather spend that time being lazy,
getting tired easily or just being caught up with our gadgets and forgetting how much we can
make use of the 24 hours provided to us. I learnt how to make use of every minute efficiently
and how we should ‘not waste our time’.
Moreover, I saw very less, almost negligible amount of conflict among employees. The way
they negotiated was unprecedented. This was indeed appreciable as it not the case with Indian
organizations. Communication was of all the kinds including upward, downward, lateral, and
external. Grapevine was prevalent but I missed most of them it as I was a boy and most of the
JRF’s were girls. But hearing the gossip here and there was indeed hilarious at times!
Punctuality and regularity was also a key to success. I saw that each and every one is cautious
about time and punctuality. A subconscious awareness of time was ‘visible’.
Canteen was also a place where all kind of round table conferences transpired. People in
search of food were usually busy in chit chats that they were devoid of at the time of duty
hours.
When thinking about the projects I undertook, I have sort of mixed feelings. My project on
military life and routine activities was very fruitful to me though I understood so much about
the advantages and disadvantages of these activities both to the employees and the
organizations. I comprehended as to how army as an organization provides certain benefits and
also gauged about the cost employees have to pay.
I guess that’s human tendency and points to Darwin’s view, “Struggle for existence, survival of
the fittest”. This axiom best suits the army personnel. The fit is who, survives.
Furthermore, I found some great people during the internships. I keep in touch with most of the
interns that I spent so much time with and who made me so comfortable even though I was new
to the organization. They showed me around and made sure I faced no difficulties as such. Dr.

Sandhya verma was a real friendly and approachable person and taught me so much about the
work and discipline. Your expertise oxidized my rusted head. Dr. Devesh Nath Tripathi guided
me a lot in every possible manner he could and imparted his practical experience and
knowledge. Dr. Ari Sudan Sir, a very polite and humble person, also helped in drafting of the
semi structured interview schedule and all the Hindi language portion of my assigned task.
With deep reverence I shall acknowledge the precious interaction which I had and will be
cherished lifelong.
I think I have said a lot about the internship and the two months of summer training. I knew I
had experienced a lot of things, but penning them down like this has made me more aware of
them. I guess knowing and being aware are two different things. For this I wish to thank my
academic supervisor, who helped me in exploring myself with this field report. Without this
whole writing, this field report would just have been a bunch of pages with research work (it
requires work I am sure but can be done by everyone from the various sources). It is the
experience and the reflection part that changes your whole perspective and makes you realize
how much who have grown as a person within a period of two months and how much you can
reflect about it. (I didn’t know I would be able to write so much till the time I came to the end).
PROBLEMS ENCOUNTERED
As I mentioned earlier, no ride is a smooth one and even this learning journey had its own share
of problems and troubles. Firstly, I want to admit that the conditions were sometimes really
boring and monotonous at times. Secondly, I felt that the environment sometimes was not as
stimulating as I would have liked it.
Data collection was at a personal level hence, it was challenging. People in army think high
of themselves and feel that civilians try to intrude their life for no concrete reasons. Through
snowballing of my personal contacts I tried my level best to get in touch with those people
who are associated with army so that they could help me out in authentic data collection.
One of my friends who is currently the PA of army officer (rank concealed) in Sena Bhawan
helped me a lot (identity concealed). His ‘conditions’ were primarily concerned with the
concealing of information about the particulars of jawans and army personnel. He said

confidentiality was a major issue. He was fair enough. I agreed to keep the personal
information of jawans confidential as it was ethical and the way for proper action.
Then I contacted one of my junior in psychology, as his father retired from army few days
back. He also helped me in data collection. On a personal level he tried to help me in every
possible way.
Then, I went to Meerut and Agra cantonments area where my relatives are being currently
serving the army. I requested my relative to help me out in data collection. He agreed to my
request and contacted some of his friends which could assist me in collection of data.

FINAL WORDS
Having already said a lot about my field training, I would just like to end it with the words that
I hope whoever reads this reports has as much fun reading it as I had writing it. I hope I have
been able to put something new with the words, the reflections and the feelings that I had
something that has not been said before about it already (which seems completely impossible,
with so many students penning their thoughts about the internship). The experience of the
summer training has helped me a lot as a person and I would cherish the knowledge attained
forever…….
This knowledge transfer can be beneficial for both sides and for the organizations in the end.
Also my crude and rustic attachment to my nation is fortified and strengthened. I can say that
due to this field training “today I am a changed person.”

Introduction

I like to see a man proud of the place in which he lives.
I like to see a man live so that his place will be proud of him.
~Abraham Lincoln
INTRODUCTION
Employee-Organization Linkage
Organizations are driven by its employees. It can be considered a dynamic system which is in
direct interaction with the employees based on exchange relationships. Organizations form
different degrees of social and economic exchange relationships with their employees. Social
exchange theory (Blau, 1964) has been considered one of the “most influential conceptual
paradigms in organizational behaviour” (Cropanzano & Mitchell, 2005). It has been used to
explain employee commitment, task performance, and organizational citizenship behavior
(OCB) in response to perceived organizational support (Eisenberger, Huntington, Hutchison,
& Sowa, 1986), psychological contracts (Rousseau & Parks, 1993), and the employee–
organization relationship (Tsui, Pearce, Porter, & Tripoli, 1997).
(Army)
Employees organization
social
exchange
Employee–organization relationships as represented by social exchange theory

Exchange theory specifies that employees respond to their employer differently depending on
the treatment they receive. Such treatments could create either a social exchange
relationship— characterized by trust and diffused obligations involving socio-emotional
resources with a relatively long-term orientation—or an economic exchange relationship—
characterized by a highly circumscribed, short-term exchange involving economic or
materialistic resources (Blau, 1964; Foa & Foa, 1980; Shore, Tetrick, Lynch, & Barksdale,
2006).
Social and Economic Exchange in Employee-Organization Linkage
The employee–organization linkage is in essence an exchange relationship (Blau, 1964).

When one party (the employer) provides the other party (the employee) with a particular
benefit (e.g., wages), the other party feels an obligation to reciprocate (Gouldner, 1960). Blau
(1964) identified two kinds of exchange relationships: social and economic. In a social
exchange, the focus is on socio-emotional resources over a lengthy period. In an economic
exchange, the focus is on short-term exchanges of material or economic goods. An
organization can define the nature of the exchange relationship with its employees explicitly
or directly through the formal employment contract. The organization can also convey the
nature of this relationship implicitly or indirectly through its organizational culture or
leadership behaviour. In this study, we focus on organizational-level exchange mechanisms
in influencing employees’ affective (e.g., patriotism) and behavioural (e.g., performance)
responses through the type of exchange relationship (either social or economic) as perceived
by employees.
Cost Benefit Analysis/appraisal
Cost-benefit analysis is a decision-making technique that involves explicitly considering the

position outcomes (benefits) as well as the negative outcomes (costs) of different decision
alternatives. It is used to make decisions more consistently, systematically and correctly. It is
also useful in communicating about decisions with others. The difference between the
benefits and costs indicates whether the planned action is advisable. The real trick to doing a
cost benefit analysis well is making sure you include all the costs and all the benefits and
properly identify them. In this investigation the researcher offers support for cost-benefit

analysis, not from the standpoint of conventional economics, but on grounds associated with
cognitive psychology and behavioural economics. My basic suggestion is that cost-benefit
analysis is best defended as a means of overcoming predictable problems in individual and
social cognition. Most of these problems might be collected under the general heading of
selective attention. Cost-benefit analysis should be understood as a method for putting “on
screen” important social facts that might otherwise escape private and public attention. Thus
understood, cost-benefit analysis is a way of ensuring better priority-setting and of
overcoming predictable obstacles to desirable regulation, whatever may be our criteria for
deciding the hardest questions about that topic.
Cost-benefit analysis begins with the decision. It requires thinking and capacity of decision
making. It focuses on determining which alternative is the best resource investment by
specifying the alternatives to be considered, the resources each alternative requires, and the
likely changes in work force value that each alternative will produce. Thus, cost-benefit
analysis focuses on the decisions to be made, and their effects on a dynamic work force,
rather than on procedures for estimating the value of human assets at one point in time. Cost
benefit analysis can also be used to enhance cognitive schemas about various issues which
could broaden the horizons of mental framework of an individual. This qualitative study
project is a ‘cost benefit analysis’ which will try and analyse the Indian frame of mind of
army personnel including the benefits and perks they are bestowed upon. The field report will
also investigate problems faced by army personnel that too at very personal and
psychological levels.
PILOT STUDY
The semi structured interview schedule and scale which was developed by consulting subject
matter experts (SME’s) and was vigorously peer reviewed by various scientists. Only then
it was carried out for a pilot study so that the actually robustness of the tool can gain shape.
The pilot study may, therefore, provide vital information on the severity of proposed
procedures or treatments.
A pilot project or study as an experimental, exploratory, test, preliminary, trial or try out
investigation. Pilot study is a 'small study for helping to design a further confirmatory study'.
A pilot, or feasibility study, is a small experiment designed to test logistics and gather

information prior to a larger study, in order to improve the latter’s quality and efficiency. A
pilot study can reveal deficiencies in the design of a proposed experiment or procedure and
these can then be addressed before time and resources are expended on large scale studies. A
good research strategy requires careful planning and a pilot study will often be a part of this
strategy.
MILITARY LIFE: A COST BENEFIT APPRAISAL
iQk;ns vkSj uqdlku dk ewY;ka du
These are the various dimensions and variables which were segregated and carved out
depending upon the deliberations between me and my supervisor. After various
categorization and segregation process it was acknowledged that the variables which were
carved out were sinking into two broad categories of quantitative and qualitative. Therefore,
primarily it was observed that the variables were falling into two broad categories i.e.
quantitative and qualitative. They are as follows
MONITORY (quantitative variables)
Salary (payment) osru
Loan ( yksu)
Insurance ( chek)
Concessional travel (warrant) ( fj;k;rh njks ij ;k=kk @ Vªsoy okjaV)
FACILITIES (lqfo/k,¡)
Medical facility (fpfdRldh; lqfo/k,¡)
Free accommodation ( vkoklh; @ jgus dh lqfo/k,¡)
Rehabilitation after injury ( iqufuZos'ku)

Uniform (dress code) ( onhZ @ ikS'kkd)
Food and nutrition ([kku iku@ jk'ku)
WORK RELATED FACTORS ( dk;Z lEcU/h rRo)

Working hours (duty time) (dk;Z ds ?k.Vs @ fM;wVh VkbZe)
Rest breaks (rest time) ( jsLV VkbZe)
Working conditions ( dk;Z ifjfLFkfr;k¡)

Transfers (posting) or temporary duty ( LFkkukUrj.k @ iksfLVax)
Training/skill development ( dkS'ky fodkl)
Job security ( ukSdjh lqj{kk)
Study leave ( vè;;u vodk'k)

Promotions (inksUufr)
Additional responsibilities (vU; ftEesnkfj;k¡)
PSYCHOLOGICAL / EMOTIONAL BENEFITS (qualitative variables)
Social status (lkekftd Lrj)

Self-esteem (vkRe&lEeku)
Self-worth (vkRe&ewY;)
Patriotism (ns'kHkfDr)
Sense of pride (xoZ dh Hkkouk)
FAMILY LIFE (ikfjofjd thou)
Time spend with family (ifjokj ds lkFk le; O;rhr djuk)
INTERPERSONAL RELATIONSHIPS (vU; yksxksa ds lkFk lEcU/)

Relationship with seniors ( lhfu;j ds lkFk lEcU/)
Relationship with peers ( lgdkfj;ksa ds lkFk lEcU/)
Method

The love of one's country is a splendid thing. But why should love
stop at the border?
-Pablo Casals
METHOD
The present study falls under the canopy of qualitative research methodology. A personal
data sheet has been developed to obtain basic demographic background information of
respondents. It also facilitates in categorizing armed forces personnel into different groups
according to their, number of years of military service, and rank status etc.
After various categorization and segregation process it was acknowledged that the variables
which were carved out were falling in two broad categories of quantitative and qualitative.
Variables like self-esteem, social status, patriotism etc. were indeed qualitative and thus semi
structured interview schedule was finalized as a qualitative tool to tap these personal
variables. Thus for the purpose of this investigation, in-situ semi structured interviews
schedules were used for data collection. (APPENDIX I)
Other than the qualitative factors, there were some quantitative variables which were tapped
through their relative numerical value. For these variables a scale was constructed based on
values which ranged from -100% to +100% (APPENDIX I)
SAMPLE
Data has been collected from army personnel from various cities namely Agra, Meerut, New
Delhi.
The armed forces fraternity was divided into three categories (total N = 45)
i. Jawans (27)
ii. Junior commissioned officers (JCO’s) (11)
iii. Retired army personnel (7)

PROCEDURE
Rapport was established with individuals and their consent to voluntarily participate was
confirmed. Importance of their sincere and honest responses has been stressed upon to all
individuals. Confidentiality of their responses has been assured and a request has been
reiterated to all individuals to be as sincere and truthful as possible in responding, especially
since there were no correct or incorrect responses.
At first, respondents filled the personal data sheet. All doubts have been clarified personally
by the researcher and it has been ensured that instructions were clear and have been
understood. Most respondents verbally reported that these tests were generating food for
thought and led to a lot of introspection since this has been a unique participation they have
never experienced before. Though procedure was a bit lengthy but was spaced out during 14
days. Respondents have been very enthusiastic in answering each question. Two personnel
below officer rank could not complete all tests due to their sudden departure of cantonment
on account of various reasons like death in family, temporary duty etc. As such their
incomplete tests have been rejected.

Results and discussion

In war, there are no unwounded soldiers.
~ José Narosky
RESULTS AND DISCUSSION
Comparative cost / benefit analysis between military life and any other hypothetical job
Content analysis was performed upon the data collected. Responses which were distinct,
pertinent or having higher frequency was sliced out as rich and ‘thick descriptions’ about the
variable which was inquired. Content analysis was performed manually though the data was
large. Content analysis grids (given below) provide crisp responses which were highly
relevant. Predominantly, there were responses in which the respondent took time to think,
decide and appraise the benefit and cost. These responses are also provided within the grid
which shall facilitate a robust and comprehensive understanding, holistically.
The first question which was posed inquired as to where jawans would have worked, had they
not been in army.
(1) ;fn vki iQkSt esa ukSdjh u dj jgs gksrs rks dgk¡ dke dj jgs gksrs\ (APPENDIX I)
Interestingly, diverse sort of responses where noticed. Majority of jawans would have
preferred farming, agriculture or any other govt. job. It was seen that their aim was not too
high and their need for achievement was relatively low.
JCO’s preferred decent jobs like engineering, banking etc. JCO’s had their current rank in
their mind and perhaps that is the reason which holds them accountable for preferring jobs
which have good social status.
Retired army personnel preferred posts and positions which were relatively prestigious such
as IPS officer, politician, own business, preacher etc. They were more or less concerned to
influence the society and masses.

Jawans JCO Retired
farming Interior decorator CBI officer
Any govt. job Private job Private business
labour engineer IPS rank officer
agriculture banking politician
Work on farmland PSU’s preacher
Police inspector Some accounts service teacher
horticulture Marine engineering Social service
athlete Civil services
Delhi police
agriculture
Software engineer
The second question which was asked inquired as to from where fauji’s had drawn their
inspiration to join the Indian armed forces. In addition to this they were also asked whether
any of their family members served the army earlier or not.
(2) vkidsk iQkSt esa vkus dh izsj.kk dgk¡ ls feyh\ D;k vkids ifjokj dks dksbZ lnL; iQkSt esa Fkk\
Most of the jawans were the first in their family to join armed forces but most of them said
that their close friend or relative who gave motivation to join the armed force. The urgent
need for a secure govt. job was also clear. A raw attachment to one’s country was also a
motivating force for them which were prominent.
JCO’s were primarily inspired by some of the family members which served the nation
earlier especially father. Other than this, a sacrificing attitude and moral obligation was also
quoted as an inspiring force. Param vir chakra was also quoted as a potent reinforcer.
Retired personnel basically derived inspiration from abstracts intangible psychological

constructs which were primarily associated with a sense of patriotism, responsibility and
fearless determination to protect the nation, family legacy etc.
Jawans JCO Retired
Intrinsic motivation Father (ex-army personnel) Esteemed opportunity

Desh prem Older brother Adventure and being fearless

Need for any govt. job Param vir chakra Sense of patriotism
Serve the nation Inner motivation responsibility
Friend as an inspiration sacrifice Duty towards nation
Love for ‘dharti maa’ Nation building emotional bond with nation
Milkha singh Moral obligation Serve the nation
Life style of army personnel Family legacy
The third question asked was about the issue of social status and perception of being
proud.
(3) vkids iQkSt esa ukSdjh djus ds dkj.k vkidh lkekftd izfr"Bk ij fdl izdkj dk izHkko (bt+kiQk
;k deh) iM+k\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrh\
JAWANS
ARMY ANY OTHER HYPOTHETICAL JOB
Swabhimaan mila Itna atma samman nahi milta kahin aur
Army is itself a symbol of respect Ghar wale hi kam respect dete
Character ki vajah se ijafa hua status me Shayad Desh k liye waqt nahi nikal pata
Samaj me kaafi naam hua
Pratitshta badhi h q ki desh ko apni zindagi
se upar samjhta hu
Bohot honour mila
JCO’s
Unique identity (Alag pehchaan mili) Would have doubted in my capabilities
Self-esteem and confidence is enhanced Identity crisis ho sakti thi
Feel Socially elevated
RETIRED
Distinguished identity Relatively less respect from others
People see me as a role model Self-interest so less respect
Respect due to self-less dedication
Sense of pride
Every army personnel cultivate a sense of pride just because he has joined the Indian army
rather than being a civilian. His sense of pride can boost his self-worth and self-regard which in
turn enhances his performance. Everyone has a sense of pride, and should be, if one fights for
the sake of the own mother land. It’s the only moment of life, when you directly contribute

“yourself” for the need of the nation. Isn’t it great to dedicate one’s own life to the security of
own mother land?
It’s the civilians, for whom the army fights. Civilians usually feel proud or sense of proud if
they do something for the society, but it’s very rare sight of civilian performing activity for the
sake of the nation specially “without the fear of death”
The fourth question was asked to tap the impact on family life.
(4) vkids iQkSt esa ukSdjh djus ds dkj.k vkids ikfjokfjd thou ij fdl izdkj dk izHkko iM+k\
vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrk\
JAWANS
Parents are happy May be better
Secured job Ghar ki yaad kam aati
less time for wife, children and relatives Contact rehne se jyada khush rehte sab
Dependent upon buddy system for support Zarurat padne par turant madat karne me
saksham hota
Marital problems sometimes
Aksar Biwi rooth jati hai!
Baccho k liye kam waqt nikal pata hai
JCO’s
Unstable family due to different postings Family would have been more stronger
Disturbed due to separation Emotional attachment would have been more
Bachhe emotionally hurt hote honge Would have spent quality time with family
But Most schools prefer army kids
Kids are disciplined
little involvement with family
RETIRED
Family existence and legacy is maintained Family k bare me sochna ka waqt nahi mila
Facilitated children’s education Care aur warmth jyada kar pata
Girl child is as strong as my son
AWWA organization is an initiative
The fifth question which was asked was how the interpersonal skills have been influenced.
Their relationship with peers and seniors was also gauged.

(5) vkids iQkSt esa ukSdjh djus ds dkj.k vkidh ikjLifjd laca/ksa dh dq'kyrk fdl izdkj izHkkfor
gqbZ\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrh\
JAWANS
Gussa a jata hai aksar Jyada dost hote
Aggressive approach hai dusro ki taraf Baat karne ka Lehzaa behtar hota
Problem of trusting others Man mutabik social hota
Less friends now
Samaj ka jyada anubhav nahi
Paryapt Training honi chahye sahi se
Kushalta me kami hai
Senior se baat karne me hichak mehsus hoti h
JCO’s
Ekdum Social cut off Social circle kaafi bada hota, aur dost hote
Confident in conversations Apnapan hota dusro se baat karte waqt
Not friendly with juniors sometimes More harmony and better relationships
Reluctance in talking with civilians Will feel sense of brotherhood
Less cohesion and solidity Relationships better handle kar pata
Less empathetic
RETIRED
Only choice buddy system Choice of so many more friends
I have long lasting impressions on others More serious in relationships
Good regards towards people while conversing Deserve more trust
Team spirit enhance skills
(6) iQkSt esa ukSdjh djus ds dkj.k vkidks fdl izdkj ls xoZ vksj vkRe&lEeku dh vuqHkwfr gksrh
gS\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks vki dSlk vuqHko djrs\
JAWANS
Isse jyada samman aur garv nahi milega Garv itna na hota
PM is jyada gaurav mehsus hota hai Garv tab hota jab desh k liye kuch karta
Meri aatma mera samman karti hai
Garv ek uplabdhi se kam nahi
Ijjat kamne honesty se kamai hai

JCO’s
Civilians honour us Existence hi jab jati
Salute ka matlab hi respect hota h
Atma samman se compromise nahi kar sakta
RETIRED
Very high on pride Garv ki bhawna sirf military me hoti
Glory and respect
Extremely proud but yet humble
We have a different aura altogether

The seventh question posed was to enumerate various perks and benfits army personnel are
bestowed upon.
(7) vius vuqHkoksa ds vk/kj ij iQkSt esa ukSdjh djus ds iQk;ns crkb,A
JAWANS
Housing (accommodation) facility
Medical facility (Free medicines) (PRERNA organization)
Habit of hard work in routine activities
Free uniform dress and pride of it
Sports facility (physically fitness and exercises)
Canteen facility (food and nutrition), mess (bada-khana)
Kisi bhi Pressure me kaam kar sakta hun
Expectation se jyada Samman mila samaj se
Bhinna sehero me ghoomna duty pe (nayi jagah ka ehsaas hota hai)
Army schools (e.g. ASHA)
Chutti ki bhi payment milti hai
Aatma vishwaas se paripoorn hun
Pension and gratuity
AAHWAN organization
JCO’s
Mental agility
Transport facilities
Reservation in army schools and ASHA schools
Identity and image formation
Can handle difficult situations which may demand even life
‘Nativeness’
Increased life span
RETIRED
Financially sound
Developed Leadership qualities
Handle any difficult and situation and circumstances which demand mental strength
Esteemed opportunity to serve the nation/ inculcate patriotism

Efficient decision making capacity
Can think out of the box for better output
Life in army
While joining the Indian Army doesn’t need astute academic calibre, but you need to have
extremely high level of physical endurance and mental agility. Also it demands a different
kind of a commitment and dedication from you. You can join as an officer or lower down in
the hierarchy as a junior commissioned officer (JCO) or as a soldier. You can also be selected
through various national exams for commissioned ranks. The Indian Army has over a million
active personnel.
Apart from the obvious advantages of patriotism and serving the nation, joining the Army has
the following benefits - job security, economic stability and the possibility of promotions, all
of which have tangible values and are possible even in other spheres of employment.
However joining the Army also advances social status and quality of life apart from allowing
one to experience thrills and a sense of adventure which few other professions can compete
with.
A Day in Life
Peace time routine is different from routine during war-like situations or on border posts;
however the general routine remains the same across all ranks and in all commands. The day
usually starts after daybreak with physical exercise or activity. This physical training might
also include yogasana and meditation. Another training session occurs after breakfast. All
assemblies are preceded by a ‘fall in’. During ‘fall in’ the men and their equipment to be used
for training is inspected.
A games session in the evening is usually followed by a roll call. During this period the day’s
activities are reviewed and the next day’s activities are shared with the men. Any important
news is also communicated at this point. The period following this is relaxation time with no
structured activity scheduled. Sometimes a religious parade is organised when the entire
group irrespective of religious denomination visits a place of worship. This could be a
temple, mosque, gurudwara or church. Dinner is followed by ‘lights out’ by 10 pm.

Usually they have a fix daily routine which is properly maintained because the body gets into a
natural cycle called circadian rhythms with increase in life span of individuals.
Housing (accommodation) facilities

Having well-constructed homes provided by government with eminent facilities like power,
water supply etc. Having the same gentry makes work more efficient whenever problem
occurs. The soldiers posted on fields have some problems regarding accommodation but the
army as always provides them with every possible lodging systems.
Mostly civilians have their own houses on rent. Have to go through a wide range of process
for the accommodation and after that regular monthly job of billing of electricity like
amenities. They usually face the problem of gentry.
Uniform (dress code)

The army supplies proper uniform till the rank of JCO’s without any cost. Officers higher in
rank have to get stitched their own dress. Uniform in army has a very significant role to play.
It segregates the army personnel from the common man. Moreover it provides the intra-
differentiation of various posts held within the army. Other than this, the specific dress code
provides a sense of worth, pride and value to each and every army personnel.
Usually there is no precise outfit or specific uniform for civilians. According to the need,
likeliness and preference of individual dress code is decided. Fashion is also taken into
account as it prevails in the society as a collective behavior.
Food and nutrition

Napoleon did say an ‘army marches on its stomach.’ JCO’s have a separate mess to take care of
their proper and healthy diet. Many military farms have been developed which produces dairy
and milk related products. Bada-khana is a feast which happens at the platoon, company and
battalion in a unit, to mark a celebration, event or a festival, with food drink and singing and
entertainment.
Payment

All army personnel get decent pay even in times of recession and other economic crisis. Almost
all army personnel were more or less satisfied. But jawans categorically maintained that the
payment was a bit less for the hard work they have to go through daily.
Physical exercises
Right in the morning exercising session is held called physical training (PT). All PT and
exercises, including PT games, yoga, carried out as part of a soldier's training during parade
hours under a PT instructor or a platoon or company commander are compulsory. Games and
sports out of parade hours are not compulsory, but if organised by or with the approval of
military authorities will be regarded as PT. Injuries sustained by officers, JCOs ,WOs and OR
including NCs(E) taking part in such parades, games and sports, or deaths arising from these
injuries will be considered to have occurred while on duty. For example PT programme at NDA
includes a combination of physical training, building of physical and mental endurance and fine
balance of swimming training with some flexibility that permits cadets to pursue interests and
aptitude in sports. The curriculum provides a sound foundation for both physical fitness and
professional development including mental agility.
Family planning (AWWA)
A voluntary organization AWWA (The Army Wives Welfare Association) aims at the holistic
development and well-being of army wives and children, as well as the rehabilitation of war
widows and differently abled. AWWA supplements the official welfare efforts of the Indian
Army. A strong sense of responsibility for the well-being of the soldier and his family
constitutes a pivotal and sacrosanct aspect of army life at all levels of military.

LOGO OF AWWA (THE ARMY WIVES WELFARE ASSOCIATION)
ASHA SCHOOLS
AWWA runs 36 ASHA Schools for the differently abled children. This pioneering effort was
started in 1991. AWWA's National Committee for Asha Schools management was established
in 2005. The committee has standardized the documents and procedures of all Asha Schools.
In April 2006, AWWA joined hands with the Rehabilitation Council of India for a Continued
Rehabilitation Education (CRE) Programme. Every year AWWA & RCI conduct refresher
training CRE workshops for the Asha School teachers. The Asha Kiran Centre at Delhi has
been merged with Asha School.
AWWA runs and manages 36 Asha Schools for differently abled children which are located
in almost all major cantonments in the country. They seek to provide specialized care for
disabled children, with a view of making them physically self-sufficient, developing
vocational skills, and releasing their latent potential to the fullest degree possible. Amongst
some of the disabilities managed at these schools are: Cerebral palsy, muscular dystrophy,
mental retardation, speech and hearing impairment, autism, learning disabilities and polio
affected. AWWA provides special physiotherapy equipment, wheel chairs, hearing aids,
callipers, crutches, and artificial limbs etc as per the requirements of the children at each
station.
The specific facilities and activities provided at the Asha School are:-

Physical Training, physiotherapy, group & speech therapy and communication skills, medical
examination, self-help skills and occupational therapy. They also include edcational tours &
pre-vocational classes, dancing, music, singing and poetry. Proper training and counselling
sessions of parents by experts is also part of their facilities. They also emphasize on regular
parent/teacher meetings and frequent home visits. Lastly, painting competitions are held
amongst all Asha Schools. Holistically, the syllabus for Asha Schools have been standardised
to enable smooth and better learning and empowerment.
AAHWAN
AAHWAN, located at Delhi Cantonment has been exclusively created for employment, welfare
and training of war widows (Veer Naaris). The project is one of its kinds in the Army,
committed towards empowerment of Veer Naaris and making them self-reliant. It is a
subsidiary of Army Wives Welfare Association and functions as an independent and self-
accounting unit.
The earnings out of the sales are utilized for the welfare, upliftment and rehabilitation of Veer
Naaris. At Aahwan, the Veer Naaris are trained and employed for the manufacture, quality
control, packaging and marketing of Varieties of Candles, Cloth merchandise in block printing,
screen printing, batik printing, Handicraft items (lampshades and paper bags) and also stitching
accessories
‘PRERNA’ is a Cancer Support Group at R & R Hospital, New Delhi, which is giving valuable
emotional support and guidance to the Cancer patients. Prerna committee members provide
emotional support to cancer patients by sharing their grief’s and sorrows. The committee
celebrates festivals with them to create cheerful and homely environment in the hospital.
Free medical services

Having well established Army Medical Corps. Specifically for the army purpose/ personal’s.
Free treatment and medical services even for retired personals / family members
Travelling allowances

Pension
Pension is a retirement benefit for government employees governed by a Pension scheme where
in a recurring monthly payment for life and a lump sum gratuity is given at the time of
retirement. The quantum of Pension and Gratuity is determined with reference to the length of
service and last pay drawn. Pension has great significance since it is a measure of socio-
economic justice and brings economic security in the fall of life when physical and mental
prowess tends to ebb.
Judicially, Pension is defined as a stated allowance or stipend made in consideration of past
service. In the event of death, spouse of pensioner gets a monthly payment for life whereas
other beneficiaries get such payment for limited period or for life subject to certain conditions.
Gratuity
Gratuity means a onetime reward given by the employer for the past services rendered. All
service which qualifies for pension of an officer shall also qualify for gratuity. The reckonable
emoluments for gratuity are same as for pension. However, gratuity will additionally include
DA also.
Patriotism
Patriotism is a cultural attachment to one's homeland, excluding differences caused by the
dependencies of the term's meaning upon context, geography and philosophy. In a generalized
sense applicable to all countries and peoples, patriotism is a devotion to one's country. Military
trains their personnel in such a way that they develop a natural aptitude to contribute towards
the nation.
Readiness
They are inclined in such a way that in any emergency situation any order can be imposed on
them and they have to be ready to face any challenge.
Adaptability
Army personnel inculcate in themselves a great capacity to adjust and adapt in the prevailing
environment. They are being flexible to ever changing dynamic circumstances. Thus their

behaviour is contingent upon the context still maintaining the daily routine and aversive to
change it. They have tough determination to perform the best in each and every circumstance.
Not easily adoptable to every circumstances and situation. It’s about the society. Not being well
trained or tough enough to be adoptable neither physically nor mentally.
Sports activities
PTT offers a range of sporting activities for cadets, encouraging them to compete against and
become involved with local organizations. Elaborate assessment process in Physical Training
ensures that those who are intellectually, physically and physiologically fit and motivated are
selected to be moulded into potential officers of the Armed Forces. At the diversity level, this
team offers Karate, Tae Kwon Do, Gymnastics, Yoga, Basketball, Volleyball, Hockey,
Football, Handball and Swimming for those with the right skills and aptitudes. With rigorous
training and stringent sport activities, over the years, the Indian Army has given to the country,
a fairly good number of world-class sportspersons. Lt Col Rajyavardhan Singh Rathore is just a
tip of an iceberg. During a field posting, these sports help in a major way to de-stress. Most of
these activities are monitored and powered by the Indian Defence Ministry providing the
adequate facilities. Milkha singh, the flying Sikh, was also quoted as an inspiration to join
armed force as an athlete.
These are not compulsory to the normal citizens. With loads of activities around, people
choose to de-stress themselves not only by sports activities. It all depends upon the individual
to look for the interest in sports. Though a sport is vital for daily curriculum, but people
(civilians) rarely follow this with discipline due to hectic life.

(8) iQkSt esa ukSdjh djus ds dkj.k D;k vkids thou esa dqN phts+ NwV x;ha \ mudk fooj.k
dhft,\
JAWANS
Very less holidays
Andruni boundation of army
Very less quality time spent with family
Ekaantvaas (confined life)
Chuttiyan radd hona (cancellation)
Away from village/ hometown
Can’t express personal views openly
Orders hamare upar thop diye jaate hain
Apne kuch armaano ko maarna padta hai
Bohot hi jyada transfers
Abusive boss
JCO’s
Adjustment problems in early days
Samaj se direct sambandh nahi raha
Away from society
No pertinent social activity we are involved in
No liberty, freedom, personal bubble
RETIRED
No intermingling with civilians
Social cut off
Less entertainment
Self-education halts
Fewer friends, small social circle outside army
Shahid fauji ko sahi se samman nahi milta jo voh deserve karta hai

Social cut off
The jawans explicitly told that the buddy system is the only option available for support and
assistance when required. They felt a social cut off from external world. The buddy system
serves the fulfilment of social circle. They say that
Cancellation of holidays
The holidays sanctioned to army personnel are less and upon that sudden cancellation of
holidays produces sense of frustration among them.
Abusive supervision
Abusive supervision is defined as ―subordinates’ perceptions of the extent to which their

supervisors engage in the sustained display of hostile verbal and nonverbal behaviours, excluding
physical contact (Tepper, 2000). This abusive supervision remains a latent reality of Indian army.
It silently breeds to Suicide and fratricides. There are several governmental reports on this issue
raising concerns. Even Raksha mantri A. K Antony in 2011 requested DIPR to study this issue of
stress level and suicides in March 2011(The Hindu).
IMAGE BUILDING AND PERCEPTION MANAGEMENT OF INDIAN ARMY
The crucial point of cost benefit analysis is that it is done at micro level that is individualistic
perceptions are known through the appraisal which he indulges in. thus this report on
appraisal can be extended to study and formulate plans which could raise the image of Indian
army holistically. A good image of the Army is in the interest of the country. There is lot of
negative reporting on certain issues like the misunderstanding between the Army and the
MoD, procurement delays, slow pace of Army modernisation etc.
As part of perception management, what needs to be conveyed is that the Indian Army is
professionally competent, dependable, honourable, apolitical and transparent in its
functioning. This is no more than the truth.
The majority of civilian people and the youth have a high regard for the Army. The Army
comes across to the people as an organisation which defends the country and is the last
bastion against all manners of threats. However, there is a very slight dip in the popularity
rating of the army as compared to the previous years, which needs to be looked into.

The Army is held in high esteem by other countries for its professionalism and dedication.
They however do express surprise at the Army’s exclusion in the decision making process
war as The Indian Army is perhaps the only Army which is so placed.
To improve the self-image of Indian Army there is a need for synergy in perception
management. Presently there is no perception management policy at national and armed
forces levels. The second issue is accountability and prompt response. The third issue is the
need for more interaction with media. This is now being propagated by the Army. The Army
also needs to keep pace with new communication means such as the social media. Army has
to develop balanced focus on international, national and regional media and indulge in image
building through documentaries, films, TV shows, radio, books etc.
India as country has not projected its war heroes properly. It is disheartening that most of
army war heroes/ important battle histories are not known to army personnel also. It is
recommended that their life history and heroic deeds must be included in the school
curriculum.

The second part of the data collection was accomplished via a scale which was prepared and
validated through peer review processes and also ratified by subject matter experts (SME’s).
The negative value of any variable suggests that the amount of this variable would have been
received in less amount had the fauji worked at any other hypothetical job.
The positive value of any variable suggests that the amount of this variable would have been
received in more amount had the fauji worked at any other hypothetical job.
 Salary/ payment (osru)

 Loan ( yksu)
 Insurance ( chek)
 Concessional travel (warrant) (fj;k;rh njksa ij ;k=kk @ Vªsoy okjaV)
 Medical facility (fpfdRldh; lqfo/k,¡)
 Free accommodation (vkoklh; @ jgus dh lqfo/k,¡)
 Rehabilitation after injury ( iqufuZos'ku @?kk;y gksus ds i'pkr iwoZ voLFkk esa ykuk)
 Uniform (dress code) ( onhZ @ iks'kkd)
 Food and nutrition ([kku iku@ jk'ku)

 Working hours (duty time) (dk;Z ds ?k.Vs @ M~;wVh VkbZe)
 Rest breaks (rest time) ( jsLV VkbZe)
 Working conditions (dk;Z ifjfLFkfr;k¡)

 Transfers (posting) or temporary duty( LFkkukUrj.k @ iksfLVax)
 Training/skill development ( dkS'ky fodkl)
 Job security ( ukSdjh lqj{kk)
 Study leave( vè;;u vodk'k)

 Promotions (inksUufr)
 Additional responsibilities (vU; ftEesnkfj;k¡)

-100 -80 -60 -40 -20 0 20 40 60 80 100
Salary/ payment
Loan
Insurance
Concessional travel (warrant)

Jawans
Medical facility JCO's

Retired
Free accommodation
Rehabilitation after injury
Uniform (dress code)
Food and nutrition
Working hours (duty time)
Rest breaks (rest time)
Working conditions
Transfers (posting) or temporary duty
Training/skill development
Job security
Study leave
Promotions
Additional responsibilities

Appendix

APPENDIX I (Semi structured interview schedule)
(BACKGROUND INFORMATION)
i`"BHkwf e C;kSj k @ fooj.k
1) Gender (fyax)…… ……………………………………………….
2) Rank (Js.kh)………… …………………… ……………………..
3) Marital Status (oSokfgd fLFkfr)…… ………… …………………........
4) No. of Children ( cPpksa dh la[;k) …………………………………...
5) Place of Current job posting (orZeku ukSdjh dk LFkku) )… …………............
6) Distance from home (?kj ls nwjh) )………………………… ……….....
7) Tenure of Service (lsok vof/)……………………………………......

Part I
funsZ'k
ukSdjh fdlh Hkh O;fDr ds thou dk vge fgLlk gksrh gSA gekjs thou dk T;knkrj le; ukSdjh djrs
gq, O;rhr gksrk gSA ukSdjh ds nkSjku gesa rjg&rjg ds vuqHko gksrs gSaA gj ukSdjh gesa dqN ykHk nsrh gS
vkSj dHkh&dHkh gkfu igq¡pkrh gSA vDlj gesa ;g yxrk gS fd vxj ge ;g ukSdjh u djds dksbZ vkSj
ukSdjh djrs rks 'kk;n vPNk gksrkA
uhps dqN iz'u fn, x, gSa ftudk mís'; iQkSt esa ukSdjh djrs gq, vkids rjg&rjg ds vuqHkoksa dks
tkuuk gSA vuqHko dHkh xyr ;k lgh ugha gksrs blfy, bu iz'uksa ds mÙkj vki vius vuqHkoksa ds vk/kj
ij fu%ladksp nsaA vkids mÙkjksa dks iw.kZr% xksiuh; j[kk tk,xk vkSj budk mi;ksx dsoy 'kks/ ds mís'; ls
fd;k tk,xkA
(1) ;fn vki iQkSt esa ukSdjh u dj jgs gksrs rks dgk¡ dke dj jgs gksrs\
…………………………….……………………………………………………………………………………….
(2) vkidsk iQkSt esa vkus dh izsj.kk dgk¡ ls feyh\ D;k vkids ifjokj dks dksbZ lnL; iQkSt esa Fkk\

(3) vkids iQkSt esa ukSdjh djus ds dkj.k vkidh lkekftd izfr"Bk ij fdl izdkj dk izHkko (bt+kiQk
;k deh) iM+k\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrh\
iQkSt esa ukSdjh dgha vkSj ukSdjh djus dh fLFkfr esa
(4) vkids iQkSt esa ukSdjh djus ds dkj.k vkids ikfjokfjd thou ij fdl izdkj dk izHkko iM+k\
vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrk\

(5) vkids iQkSt esa ukSdjh djus ds dkj.k vkidh ikjLifjd laca/ksa dh dq'kyrk fdl izdkj izHkkfor
gqbZ\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks ;g fdl izdkj izHkkfor gksrh\
(6) iQkSt esa ukSdjh djus ds dkj.k vkidks fdl izdkj ls xoZ vksj vkRe&lEeku dh vuqHkwfr gksrh
gS\ vxj vki dgha vkSj ukSdjh dj jgs gksrs rks vki dSlk vuqHko djrs\

(7) vius vuqHkoksa ds vk/kj ij iQkSt esa ukSdjh djus ds iQk;ns crkb,A
(8) iQkSt esa ukSdjh djus ds dkj.k D;k vkids thou esa dqN phts+ NwV x;ha \ mudk fooj.k
dhft,\

Part II (Scale)
funsZ'k
uhps fn, x, iz'uksa ds mÙkj vkidks viuh orZeku iQkSt dh ukSdjh vkSj fdlh vU; ukSdjh esa feyus okyh
lqfo/kvkas ds rqyukRed ewY;kadu ds vk/kj ij nsus gaSA vkidks ;g crkuk gS fd fdlh vU; ukSdjh esa
gksus ij vkidks ;g lqfo/k,¡ iQkSt dh ukSdjh dh rqyuk esa de feyrha] cjkcj feyrha ;k T;knk feyrhaA
vki vius mÙkj rhu Jsf.k;ksa esa ns ldrs gSa%

(1) de (0 ls -100)% ;fn dgha vkSj ukSdjh djus dh fLFkfr esa vkidks ;g lqfo/k orZeku ukSdjh
ls de feyrhA
(2) cjkcj (0)% ;fn dgha vkSj ukSdjh djus dh fLFkfr esa Hkh vkidks ;g lqfo/k orZeku ukSdjh
ftruh gh feyrhA
(3) vf/d (0 ls +100)% ;fn dgha vkSj ukSdjh djus dh fLFkfr esa vkidks ;g lqfo/k orZeku
ukSdjh ls vf/d feyrhA
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
mnkgj.k%
(1) ;fn vkidks yxrk gks fd dgha vkSj ukSdjh djus dh fLFkfr esa vkidks orZeku ukSdjh ls 30
izfr'kr de osru feyrk rks vki 'kwU; ls ck;ha vksj -30 ij  dk fu'kku yxk nsaA
(2) ;fn vkidks yxrk gks fd dgha vkSj ukSdjh djus dh fLFkfr esa vkidks orZeku ukSdjh ftruk gh
osru feyrk rks vki 0 ij  dk fu'kku yxk nsaA
(3) ;fn vkidks yxrk gks fd dgha vksj ukSdjh djus dh fLFkfr esa vkidks orZeku ukSdjh ls 30
izfr'kr vf/d osru feyrk rks vki 'kwU; ls nk;ha vksj +30 ij  fu'kku yxk nsaA

Salary/ payment (osru)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Loan ( yksu)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Insurance ( chek)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Concessional travel (warrant) (fj;k;rh njksa ij ;k=kk @ Vªsoy okjaV)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Medical facility (fpfdRldh; lqfo/k,¡)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Free accommodation (vkoklh; @ jgus dh lqfo/k,¡)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Rehabilitation after injury ( iqufuZos'ku @?kk;y gksus ds i'pkr iwoZ voLFkk esa ykuk)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%

Uniform (dress code) ( onhZ @ iks'kkd)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Food and nutrition ([kku iku@ jk'ku)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Working hours (duty time) (dk;Z ds ?k.Vs @ M~;wVh VkbZe)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Rest breaks (rest time) ( jsLV VkbZe)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Working conditions (dk;Z ifjfLFkfr;k¡)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Transfers (posting) or temporary duty( LFkkukUrj.k @ iksfLVax)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Training/skill development ( dkS'ky fodkl)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%

Job security ( ukSdjh lqj{kk)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Study leave( vè;;u vodk'k)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Promotions (inksUufr)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%
Additional responsibilities (vU; ftEesnkfj;k¡)
-100% - 90 -80 -70 -60 -50 -40 -30 -20 - 10 0 +10 + 20 +30 +40 +50 +60 +70 +80 + 90 +100%

References

REFERENCES
Blau, P. M. 1964. Exchange and power in social life. New York: Wiley.
Cropanzano, R., & Mitchell, M. 2005. Social exchange theory: An interdisciplinary review. Journal of
Management, 31: 874-900.
Defence Institute of Psychological Research. (2005). Development of computerised pilot selection

system. (DIPR Technical Report). Delhi: DIPR.
Defence Institute of Psychological Research. (2007a). Development of a comprehensive battery of

cognitive abilities for selection of candidates for commissioned ranks in the Armed Forces. (DIPR
Technical Report). Delhi: DIPR.
Defence Institute of Psychological Research. (2008a). Development of new psychological test battery
for the selection and trade allocation of other ranks in the Indian Army. (DIPR Technical Report).
Delhi: DIPR.
Foa, U. G., & Foa, E. B. 1980. Resource theory: Interpersonal behavior as exchange. In K. J. Gergen
& M. S. Greenberg & R. H. Willis (Eds.), Social exchange: Advances in theory and research: 77-94.
New York: Plenum.
KamaRaju, M. S. V., & Singh, N. P. (2006). Combat Stress Behaviours in LIC Environment:
Principles and Management. Delhi: DIPR.
Katz, D. & Kahn, R. L. (1978). The Social psychology of organizations, 2nd edn. New York: Wiley.
Kilmann, R. H., Pondy, L. R., & Slevin, D. P. (1976). The management of organization design.
Amsterdam: North-Holland.
Mangelsdorff, D. A. & Gal, R. (1991). Overview of Military Psychology. In R. Gal & D.A.
Mangelsdorff (Eds.) Handbook of Military Psychology (pp. xxv-xxxvi). John Wiley & Sons Ltd.

Miller, L. (2008). METTLE: Mental toughness training for law enforcement. Flushing, NY: Looseleaf
Law Publications
Misra, N., Asnani, V. & Archana. (2006). Manual on Stress and its Management. Delhi, DIPR
Pandey, J. (2001). (Ed.). Psychology in India Revisited: Developments in the Discipline. New Delhi:
Sage.
Status of Military Psychology in India: A Review Swati Mukherjee, Updesh Kumar, and Manas K.
Mandal (2009) Defence Institute of Psychological Research, Journal of the Indian Academy of
Applied Psychology .July,
Steege, F. W., & Fritscher, W. (1991). Psychological assessment and military personnel management.
In R. Gal, A. D. Mangelsdorff, & D. L. Dolgin (Eds.), Handbook of military psychology (pp. 7-36).
New York: John Wiley
Stephenson, J. A., & Staal, M. A. (2007). Operational psychology: What constitutes expertise?. The
Specialist, 26, 30-31.
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. 1997. Alternative approaches to employee-
organization relationships: Does investment in employees pay off? Academy of Management Journal,
40: 1089-1121.

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MILITARY LIFE

A COST BENEFIT APPRAISAL

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This qualitative investigation focuses upon a comparative cost benefit appraisal

Keywords: cost benefit appraisal, army personnel.

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I wholeheartedly thank my academic supervisor Prof. Anand Prakash who enriched me

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Start of the Internship Journey:

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DEFENCE RESEARCH AND DEVELOPMENT ORGANIZATION

About The Organization

LOGO OF DEFENSE RESEARCH AND DEVELOPMENT ORGANIZATION

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Different labs of DRDO have mushroomed over time.

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The various labs working under DRDO are:

Aeronautical Development Establishment (ADE), Bangalore

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Defence Institute of Psychological Research (DIPR) is a premier research laboratory of

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Support in selection and training Enhance mental health

Effective man-machine interface Operational efficiency

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Military Psychology includes a vast array of activities in psychological research, assessment,

Military Psychology in India

Military Psychology is a relatively recent development in the context of India. Psychology

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DIPR: Dedicated to Military Psychology

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The institute functions with a vision to emerge as a Centre of Excellence in Military

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Personnel Selection Research involves development of Personality, Intelligence and Aptitude

 Design, development and evaluation of a comprehensive personnel selection system.

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Enhancing the Human Capital: Behavioural Issues in the Organisation

 Training modules for enhancement of leadership effectiveness, motivation and

Military is a very big and complex organisation characterised by a complex structure,

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Optimising the Human Capital: Man-Machine-Environment Interface

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Dr K. Ramachandran, Scientist 'G' (Director DIPR)

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 All-India standardisation exercise to calibrate selection system

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