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Personnel Administration

9. Backdrop 

In the VUCA (Volatile, Uncertain, Complex and Ambiguous) world public servants' expectations are growing day by day that range from e-governance and citizen-centric delivery to maintaining constitutional morality. The significance of Personnel Administration has gone up manifold tin the recent years than ever before. For future civil servants, grasping this subject would not only ensure better performance in the exam but also lay the foundation for a career grounded in service, ethics, and impact. This chapter would throw light on how public servants are shaped, guided, and empowered to serve the nation. 

This chapter aims at exploring different topics that comprise Personnel Administration viz. recruitment and training, promotion and performance appraisal, career advancement, discipline and code of conduct, pay and service conditions, employer employee relations, grievance redressal mechanisms, and the rising significance of administrative ethics. Each section is structured to blend theoretical frameworks with contemporary administrative developments, so that conceptual clarity of aspirants is developed. Furthermore, latest case studies and examples have also been incorporated, such as the reforms in civil services recruitment by the UPSC, and recent ethical challenges faced by public officials. This would help illustrate how theory meets practice in modern-day administration. Insights have been drawn from previous year UPSC Mains previous year question papers as well so as to ensure that aspirants can directly relate their understanding to the demands of the examination. For UPSC Civil Services Examination aspirants, the mastery of this subject is not just about getting ready for a part of the syllabus, but learning the human machinery behind the Indian administration.

9.1 Introduction to Personnel Administration

The Indian bureaucracy, often referred to as the steel frame of the nation, plays an indispensable role in maintaining the unity, integrity, and continuity of governance. However, this steel frame is only as strong as its parts i.e the civil servants, their training, recruitment, discipline, motivation, and ethical compass. Personnel Administration delves into how these individuals are selected, trained, promoted, disciplined, and retained, and how their service conditions are regulated to ensure optimal performance in public service. In the vast landscape of Public Administration, Personnel Administration stands out as one of the most vital pillars that directly influences the efficiency, ethics, and responsiveness of governance. Personnel Administration pertains to managing the human resources of the government i.e the individuals who translate policy into practice, decisions into action, and constitutional ideals into daily reality. 

9.2 Transition from Personnel Management to Human Resource Management 

Over time, the personnel management diversified from its initial welfare-based concern into broader fields such as Industrial Relations (IR), Personnel Administration, and subsequently Human Resource Development (HRD). In the 1980s, Human Resource Management evolved to become an organizational development instrument. Professional organizations like the National Institute of Personnel Management (NIPM) contributed significantly towards this development. Post-independence saw HRM grow from being a conventional personnel management function to focusing on organizational effectiveness and empowering employees. Scholars like T.V. Rao and Udai Pareek brought about HRD as a developmental intervention.

9.3 Significance of Human Resource Management (HRM)

Human resource management (HRM) is the process of recruiting, training, performance appraisal, and compensating employees, and of addressing their labor relations, health, safety and equity issues. HR helps to ensure that results are achieved through people. Because of global competition, technological advances, and economic turmoil, that statement has never been truer than it is today. Human Resources Management is a holistic perspective towards managing the individuals available within an organisation that contribute towards achieving organisational goals. Human Resource Development (HRD) describes the model of facilitating the workers in the process of acquiring and upgrading skills, knowledge, and competencies in order to raise organisational performance. It includes training, career development, performance management, and organizational development. Human Resource Management (HRM) is indispensable in surmounting governance challenges in civil services by setting the goals of employees in accordance with organizational goals. The transition from traditional rule-based personnel administration to competency-based HRM is an indication of emphasis given on improved performance and effective delivery of services.

Recruitment in Civil Services

Recruitment of Civil Services describes the methodical process of attracting, appointing, and selecting suitable personnel to administrative positions in the government.  It ensures meritocracy, transparency, and inclusivity while maintaining governance standards. In India, recruitment is primarily conducted by constitutional bodies like the Union Public Service Commission (UPSC) and State Public Service Commissions (SPSCs).

The Higher Civil Service recruitment is done under the authority of the Union Public Service Commission (UPSC), a standalone constitutional body founded under Article 315 of the Indian Constitution. The UPSC is tasked with holding competitive examinations and recruiting candidates based on interviews. It also advises on promotion, transfer, disciplinary action, and recruitment policy. Articles 315 to 323 of Part XIV of the Constitution define its composition, role, and powers. Working independently, the UPSC submits its reports to the President of India, whose advice is advisory and not binding. The UPSC Secretariat ensures administrative effectiveness, compliance with constitutional requirements, and transparency in public service recruitment.

Types & Forms of Recruitment

i. Direct Recruitment

Competitive Examinations:

o UPSC Civil Services Examination (CSE): Three-stage process (Prelims, Mains, Interview).

o State PSC Exams: For state-level administrative services.

Rivalry Method: Open competition among candidates.

ii. Indirect Recruitment

Promotion: Internal elevation based on seniority and performance (e.g., IAS officers promoted from State Civil Services).

Deputation: Hiring experts from other government departments or private sector for specialized roles.

iii. Special Recruitment

Reservation Policies: Constitutional quotas for SCs, STs, OBCs, EWS, and PwDs.

Lateral Entry: Domain-specific appointments (e.g., Joint Secretary-level posts).

Real-World Illustrations

UPSC Civil Services Examination: Over 10 lakh applicants compete for around 1000 vacancies annually.

Lateral Entry Scheme (2018): It was launched with the aim to infuse private sector competence into bureaucracy.

Reservation Effect: 27% OBC quota increased representation 

Reforming Civil Service Recruitment

• Challenge: UPSC recruitments being urban-biased (90% recruits from urban origins).

Reforms Proposed

Early Induction: Training candidates at 16–18 years to instill grassroots sensitivity.

Language Inclusivity: Reducing English dominance in exams to level the field for rural candidates.

Curriculum Revamp: Aligning syllabus with India’s socio-economic realities (e.g., agrarian issues & local governance etc).

Relevance for Civil Services Exam

Governance: Recruitment impacts administrative efficiency and policy implementation.

Social Justice: Reservations address historical inequities (Article 16, Constitution).

Ethics: Transparency in recruitment reduces corruption (e.g., K. D. Jadhav vs. UPSC case).

Current Affairs: Lateral entry debates, exam language reforms, and diversity in bureaucracy.

Previous Year Questions 

1. The Indian civil service system is based on the principle of meritocracy, yet it faces criticism for elitism. Discuss. 2021 Mains (GS-II)

2. Examine the role of UPSC in ensuring a fair and transparent recruitment process for civil services. 2019 Mains (GS-II) 

3. How does the reservation policy promote social equity in civil services? Illustrate with examples. 2017 Mains (GS-IV)

Training 

Training is a vital part of Human Resource Development (HRD) in public administration. Training, as understood in the context of Personnel Administration, means the organized development of knowledge, skills, and attitudes necessary to execute administrative duties successfully. It ensures that civil servants remain competent, ethical, innovative, and responsive to citizens' needs.

Importance of Training in Civil Services

Enhances administrative efficiency and effectiveness

Prepares officers for changing governance challenges (e.g., digital governance, climate change)

Strengthens ethical values and public service motivation

Equips officers with policy formulation and implementation skills

Aids in career development and succession planning

Previous Year Question (UPSC Mains, GS-II, Public Administration Paper)

“Training is not merely a service function. It is an integral part of the whole management process.” Discuss. 

Objectives of Training

1. Skill Enhancement: Technical, managerial, and behavioral skills.

2. Orientation to Roles: Sensitizing officers about their administrative, legal, and ethical responsibilities.

3. Capacity Building: Preparing officers for higher responsibilities.

4. Change Management: Equipping them for reforms and innovations.

5. Citizenship Training: Building empathy, inclusiveness, and constitutional values.

Types of Training in Civil Services

Institutional Framework for Training in India

Mission Karmayogi: A Paradigm Shift

Launched: In 2020, by the Government of India

Objective: Shift from “rule-based” to “role-based” HR system

Key Features:

o iGOT Karmayogi platform: digital learning environment

o Competency Frameworks for each role

o Continuous performance-linked training

Significance: Brings a holistic, citizen-centric, and adaptive training culture.

UPSC Relevance: Questions on Mission Karmayogi have appeared in GS-II and Public Administration.

Challenges in Training System

Lack of need-based training modules

Low motivation among officers for mid-career training

Resource constraints in State ATIs

Gap in evaluation and feedback mechanisms

Limited integration with career progression

Recommendations for Reform

Link training with promotions and performance appraisal

Need assessment for tailored training programs

Strengthen state-level training institutes

Encourage cross-sectoral learning (e.g., collaboration with academia and private sector)

Promote experiential and field-based training

Case Studies for Enrichment

Sevottam Model Training: Used in capacity building for improving citizen service delivery.

MCTP (Mid-Career Training Programme): Focuses on leadership, innovation & global best practices.

District Collectorate Training (IAS probationers): Combines field experience with theory.

Training is the bedrock of a responsive and ethical bureaucracy. With the rise of complex governance challenges, the emphasis on continuous learning and behavioral transformation has become imperative. UPSC aspirants must view training as an administrative tool that not only enhances competence but also shapes a citizen-oriented and reform-driven public administration.

9.4 Career Advancement 

Career advancement in the Indian civil services refers to the structured progression of officers through hierarchical ranks, governed by a hybrid system of seniority and merit-based evaluations. It encompasses trainings, promotions, empanelment for key roles (e.g., Joint Secretary), and specialization in governance. The system is designed to balance efficiency, equity, and responsiveness to administrative needs.

Types & Forms

i. Promotion Systems:

o Time-bound promotions: Automatic elevation after fixed tenures (e.g. IPS officers moves to SP rank).

o Merit-based empanelment: Competitive selection for senior roles (e.g., Joint Secretary).

ii. Career Phases:

o Budding Phase: Induction training (LBSNAA), field postings, and cross-cadre exposure.

o Blooming Phase: Managerial roles, specialization (e.g., finance, rural development etc).

o Full-Bloom Phase: Policy formulation (e.g., Secretary-level roles).

iii. Position Classification:

o All India Services (IAS, IPS, IFS).

o Central Civil Services (Group A / B).

o State Civil Services.

Real-World Illustration

IAS Officer’s Trajectory:

o Starts as SDM → District Magistrate → Empanelment as Joint Secretary (Centre) → Secretary (highest rank).

Challenges: Urban-centric postings (e.g., Delhi) favor certain cadres, while others face slower growth.

Case Study: Empanelment Reforms

Issue: Perceived favoritism in central postings.

Reform: Department of Personnel & Training introduced transparent empanelment criteria (2015) with clear performance metrics.

Outcome: Improved trust but lingering disparities in cadre representation.

Relevance to UPSC Exam

GS Paper II: Governance, accountability, and institutional reforms.

Essay Topics: "Merit vs. Seniority in Bureaucracy" or "Balancing Equity and Efficiency in Civil Services."

Ethics (GS IV): Challenges like favoritism, ethical decision-making in promotions.

Previous Year Questions

1. The Indian civil services system is often criticized for its rigidity. Suggest reforms to make it more dynamic and performance-oriented. (GS II, 2020).

2. Discuss the role of lateral entry in infusing fresh talent into civil services. (GS II, 2021).

3. How does position classification ensure equity in civil services? (GS II, 2019).

Key Challenges & Reforms

Position Classification in Indian Civil Services

Position classification in the Indian civil service is a basic structural model created to systematically categorize government jobs according to their particular duties, responsibilities, and qualifications required. Classification is the basis for the successful implementation of a rational plan for disposing of India's vast bureaucratic hierarchy of personnel. It involves thorough analysis of each job profile on the basis of its objectives, decision-making function and specialised qualification. 

9.5 Distinctive Features of the Classification System

The Indian civil service classification system contains a number of unique characteristics which make it more efficient. These are Comprehensive Job Analysis, Equity and Uniformity and flexibility.

Operational Structure of the Classification System

The classification system operates by means of well-established categories:

- All India Services: Includes high-profile jobs like the Indian Administrative Service (IAS), Indian Police Service (IPS), and Indian Forest Service (IFS).

- Central Civil Services: Encompasses Group A and Group B services responsible for managing central government matters.

- State Civil Services: Handles administrative posts at the state level, which typically serve as feeder services to All India Services.

The system divides technical, administrative, and specialist positions in order to respond to the separate needs of every profession. With this structured approach, it is simpler to undertake significant human resource activities such as recruitment, promotion, setting of compensation, and career development. 

9.6 Evolution and Contemporary Relevance

India's position classification system has always developed to meet modern needs in public administration while maintaining its core principles. The recent reforms have sought to make the system more responsive to new needs, especially for specialist technical and multi-disciplinary skills. Even as these reforms were being made, the system still lags behind to balance standardized classes with necessary flexibility to permit special or new jobs in public administration. 

Previous Year Question (UPSC MAINS GS Paper II-2019) Elucidate the significance of position classification in public administration.

Discipline 

Discipline is the core of any effective and moral system of administration. It is a foundational value that sustains the integrity, accountability, and trustworthiness of the civil services. Being custodians of public interest and constitutional values, civil servants should demonstrate the best possible standards of professional behavior. Discipline helps in ensuring that public officials discharge their duties with a sense of accountability, within legal limits, and in accordance with the objectives of good governance. For aspirants preparing for the Civil Services Examination, understanding the concept of discipline in public services is significant not only from a theoretical standpoint but also in light of real-world administrative challenges and reforms. This section delves into the types, frameworks, mechanisms, and changing practices concerning upholding discipline in public administration, with modern examples and last year UPSC questions. 

9.7 Discipline in Public Services

Discipline in the civil services means following prescribed codes of conduct, service rules, and official orders. It encourages:

Systemic operation of administrative systems

Accountability to both the government and the public

Consistency in decision-making

Upholding ethical standards and minimizing arbitrariness.

In a way, discipline protects the institutional integrity and prevents civil servants from abusing the discretion and power vested in them.

Types of Discipline

1. Preventive Discipline

Preventive discipline encompasses proactive measures taken to cultivate a culture of responsibility, awareness, and ethics before any misconduct occurs. These are designed to educate and sensitize public servants to the expected standards of behavior.

Key Tools

Orientation and Induction Training

Service Rule Manuals and Awareness Workshops

Preventive Vigilance workshops arranged during Vigilance Awareness Week

Ethical Decision-Making and Leadership Seminars

Contemporary Example

In the beginning of 2025, the Department of Personnel and Training (DoP&T) launched a compulsory online refresher course on ethics and discipline for all Group A officers. The module consisted of interactive case studies, situational judgment tests, and video lectures on professional conduct and disciplinary protocols. This move reflects the growing emphasis on preventive strategies to instill a culture of integrity.

2. Corrective Discipline

Corrective discipline is initiated after a violation or misconduct has taken place. It includes formal procedures to detect misconduct, fix responsibility, and impose the correct penalties.

Common Disciplinary Measures are:

Verbal or written warning

Denial of promotion or increments

Suspension from service

Demotion or compulsory retirement

Dismissal or removal from service

9.8 Real-World Illustration

In January 2025, one senior IAS officer in Maharashtra was suspended upon findings of misuse of office by an internal investigation in the transfer of government land to private groups. This reflected the intolerance of the government toward administrative wrongdoing and increasing institutional resistance.

Legal and Institutional Framework for Ensuring Discipline

To ensure discipline is enforced fairly and without bias, the Indian administrative system is backed by a robust legal and institutional framework:

1. Constitutional Safeguards – Article 311

Protects civil servants from arbitrary dismissal, removal, or reduction in rank.

Ensures due process, including the right to a hearing and appeal.

Balances discipline enforcement with security of tenure to prevent political or personal victimization.

2. Central Civil Services (Classification, Control, and Appeal) Rules, 1965

Commonly referred to as CCS (CCA) Rules.

These rules lay down the procedures, authorities, and appeal mechanisms for initiating and concluding disciplinary actions.

Ensure uniformity and objectivity across departments and services.

Mechanisms to Maintain and Enforce Discipline

1. Vigilance Commissions

Central Vigilance Commission (CVC) and State Vigilance Commissions are responsible for watching over corruption and malpractices in public offices. 

Take a proactive part in advising departmental investigations and proposing policy changes.

2. Departmental Inquiries and Audits

Fact-finding procedures carried out internally under CCS rules.

See that disciplinary action is evidence-based and procedural justice.

3. Technology-Based Monitoring

Biometric attendance systems, GPS-based field monitoring, and online record-keeping tools have increased transparency and accountability.

Decrease occurrences of habitual absence and facilitate real-time monitoring of delivery of service.

9.9 Contemporary Example: Disciplinary Action in Toll Contract Scam

In February 2025, the Ministry of Road Transport and Highways took swift disciplinary action by suspending two officials following a Central Vigilance Unit probe that exposed procedural violations in the allocation of toll plaza contracts. This case exemplified:

Prompt disciplinary response

Effective use of institutional checks (vigilance and auditing)

Reinforcement of public trust through visible accountability

Previous Year Question (UPSC MAINS GS Paper II-2019) "Examine the mechanisms available to enforce accountability and discipline in public services in India. Illustrate with examples."

This question reflects the UPSC's interest in understanding a candidate’s ability to connect theoretical frameworks with practical governance realities.

Discipline in public services is not merely about compliance with rules it is about building a culture of ethical commitment, public accountability, and professionalism. In a time when civil servants are under greater public, media, and oversight scrutiny than ever before, the necessity for a principled and disciplined administrative cadre has never been more urgent. Candidates for the civil services should not only master the regulations for disciplinary procedures but also absorb the essence of them so as to serve with dedication, honesty and integrity.

Performance Appraisal 

Performance Appraisal in Indian Civil Services refers to a structured evaluation process that assesses an officer’s work performance, productivity, and potential. It aims to align individual roles with organizational objectives, provide developmental feedback, recommend training, and facilitate career progression. The system is designed to be objective, transparent, and merit-based, though challenges like subjectivity and bias persist.

Types & Forms of Performance Appraisal in Indian Civil Services

Annual Confidential Reports (ACRs): This is a traditional method where supervisors evaluate subordinates based on predefined parameters. This method is prone to bias due to lack of transparency.

Performance Monitoring and Evaluation System (PMES): Introduced in 2009, focusing on results-based assessment with clearly defined objectives and periodic reviews.

360-Degree Feedback Mechanism (Proposed Reform): Multi-rater feedback involving peers, subordinates, and external stakeholders for holistic evaluation is being proposed.

Key Performance Indicators (KPIs): These are used to measure performance in governance models and administrative effectiveness.

Real-World Illustrations

IAS Promotion Hierarchy:

o Under Secretary → Deputy Secretary → Director → Joint Secretary → Additional Secretary → Secretary → Cabinet Secretary.

o Promotion Constraints: Only 20% reach Additional Secretary, and 5% reach Secretary level due to intense competition.

CAG Audits & PMES:

o CAG’s performance audits in 2008 reviewed only 14 schemes with significant delays, highlighting inefficiencies in real-time monitoring.

o PMES aimed to streamline evaluations but faced resistance due to bureaucratic inertia.

Case Study: Implementation Challenges of PMES

Problem: Fragmented oversight (Parliament, CAG, investigative agencies) and delayed reporting reduced accountability.

Reform Attempt: PMES introduced data-driven assessments, but non-standardized KPIs and supervisor bias in ACRs weakened its impact.

Outcome: Partial success due to lack of institutional commitment and resistance to change in the civil services.

Previous Year Questions

1. Discuss the challenges in the performance appraisal system of Indian civil services and suggest reforms. (UPSC Mains 2020, GS-II)

2. Evaluate the efficacy of the Performance Monitoring and Evaluation System (PMES) in improving governance accountability. (UPSC Mains 2018, GS-II)

Proposed Reforms & Way Forward

Implement 360-Degree Feedback to minimize supervisor bias.

Digitize KPIs to track in real-time.

Strengthen PMES with independent audit mechanisms.

Balance objectivity & developmental objectives to guarantee impartiality while promoting skill development.

Promotion in Civil Services

Promotion is one of the most important functions within the domain of Personnel Administration. It is not only a reward for performance and length of service but also a way to maintain organizational efficiency, morale, and continuity of leadership. In the context of civil services, where the bureaucracy is intended to act as a neutral, professional, and administrative arm of the state, promotions have to be viewed both as a motivational device and an instrument of human resource management. For UPSC aspirants, understanding the promotion system is essential, not only as a part of the syllabus but also as future public administrators who may be responsible for ensuring fairness, transparency, and meritocracy in service matters. This section explores the types of promotion, criteria, recent developments, and challenges in the promotion system, with recent examples and case studies to keep your preparation contemporary and exam-ready.

9.10 Definition of Promotion

In administrative terms, promotion refers to the elevation of a government employee to a higher post which typically comes with:

Greater responsibilities

Improved pay and allowances

Higher authority and status

It represents career progression which is crucial for maintaining employee motivation, productivity, and a sense of recognition within the public service system.

Types of Promotion in Civil Services

1. Seniority-Based Promotion

Promotions are granted primarily based on the length of service.

Practiced largely in Group B and Group C services.

Ensures stability, predictability, and avoids internal conflicts.

Advantages

Objective and easy to administer

Avoids favoritism and politicization

Limitations

May demotivate high performers

Can lead to inefficiency if underperforming officers rise purely by tenure

2. Merit-Based Promotion

Promotions are granted based on performance indicators, achievements, and contribution to service goals.

Common in higher administrative and policy-making roles, especially in Group A services.

Advantages

Encourages innovation and efficiency

Aligns individual performance with institutional goals

Limitations

Subjectivity and bias in performance evaluation

Risk of favoritism without transparency in criteria

3. Seniority-cum-Merit (Hybrid Model)

Most widely followed system in the Indian bureaucracy, particularly in Group A services.

Balances stability (seniority) with performance (merit).

Promotes fairness while acknowledging competence.

Example

In the Indian Administrative Service (IAS), promotions to senior positions such as Joint Secretary or Additional Secretary often follow this balanced approach, where Annual Performance Appraisal Reports (APARs) and seniority both are considered.

9.11 Recent Developments and Reforms (2025)

In accordance with need for enhanced performance management and accelerated career development for high-impact officers, the government brought in the following major reforms in 2025.

1. Fast-Track Promotions through Lateral Review Boards

A government proposal had brought in Lateral Review Boards to accelerate promotions for outstanding performers. The aim is to identify and promote officers who have significantly contributed to flagship missions or reform programs, irrespective of the traditional time-bound promotion cycle.

2. Digitalization of Promotion-Related Records

A major reform included the AI-enabled digitalization of APARs, with error detection and fraud prevention capabilities. As per the DoP&T Circular of March 2025, all ministries were directed to process promotions through a centralized, transparent digital dashboard integrated with employee records, vigilance status, and training history.

Promotion Criteria in Practice

1. Annual Performance Appraisal Reports (APARs)

Evaluates performance based on work output, behavior, punctuality, initiative, and integrity.

Assessed by the reporting and reviewing officers.

Weighted heavily in DPC deliberations.

2. Departmental Promotion Committees (DPCs)

Constitutionally mandated bodies that examine the eligibility, records, and suitability of candidates for promotion.

Include senior officers, subject experts, and representatives from DoP&T or UPSC (for central services).

3. Vigilance Clearance and Integrity Certificate

Promotion cannot be processed without a clean vigilance record and certificate of integrity.

Ensures that only officers with unblemished records are elevated.

Challenges in the Promotion System

Despite reforms, several bottlenecks remain:

Delays in Promotions due to pending vigilance cases or court litigations.

Subjectivity in APARs, where performance assessments may be influenced by personal bias or outdated evaluation metrics.

Inadequate linkage between output and career progression, particularly in field postings where measurable impact is high but often under-recognized.

Case Study: Promotion Based on Measurable Performance (April 2025)

In a significant development, the Income Tax Department promoted several senior officers in April, 2025 following the successful execution of Project “TaxEase” which was a digital initiative that reduced tax return processing time by 60%. Following points made this promotion notable:

The basis was measurable impact (KPIs and timelines), not just tenure.

It was a model for performance-based promotions under the new fast-track policy being tested in financial departments.

This case illustrates an increasing trend away from time-based promotions to results-based advancement, supporting the notion that effective service is being rewarded more and more.

Previous Year Question (UPSC GS Paper II-2017)

"Examine the importance of performance management in public administration and the need for merit-based promotions in India’s civil services."

This question emphasizes UPSC's concern with comprehension of how promotion, motivation, and performance appraisal intersect to form a responsive civil service.

Promotion is not merely a personnel issue but indicates the government's values toward efficiency, fairness, and institutional excellence. While seniority provides stability, merit brings in energy and innovation into public administration. As India's administrative systems adapt to address the needs of a dynamic democracy, civil services also need to adopt data-driven, performance-based, and digitally streamlined promotion processes. As prospective civil servants, candidates need to imbibe not just the prosaic details but also the ethos of fair and meritorious service, wherein recognition goes hand in hand with accountability and excellence.

Pay and Service Conditions

Pay and service conditions constitute the cornerstone of human resource management in civil services. They not only determine the financial well-being of civil servants but also play a pivotal role in shaping their morale, motivation, productivity, and commitment to public service. In the context of a welfare state such as India, bureaucratic effectiveness has implications for citizens' satisfaction, equitable and progressive remunerations. Compensation package design, allowance structures, and terms of service need to ensure balance between state financial viability and proper incentivization of the staff. This is especially critical given the changing expectations from the bureaucracy in a digital, fast-paced, and citizen-centric governance environment.

Definition

Pay and Service Conditions refer to the comprehensive set of benefits, entitlements, and employment-related provisions available to civil servants. These include:

Basic Pay and periodic increments

Allowances like Dearness Allowance (DA), House Rent Allowance (HRA), Transport Allowance (TA)

Non-monetary benefits such as subsidized housing, medical facilities, and Leave Travel Concession (LTC)

Job security, pension benefits, and retirement policies

Leave structure including casual leave, earned leave, study leave, and maternity/ paternity leave

These elements collectively influence job satisfaction, and employee retention, and the appeal of civil services as a career option.

9.12 Pay Commissions and Their Role

Pay commissions in India are periodically constituted to review and revise the salary structure of central government employees. These commissions assess the cost of living, inflation, job roles, and parity across departments.

Eighth Pay Commission (2025) recently constituted has proposed a forward-looking approach, emphasizing performance-linked pay and flexibility in compensation models tailored to digital-era governance challenges.

Earlier commissions, particularly the 6th and 7th Pay Commissions, introduced radical changes such as the shift to Pay Bands and Grade Pay, and later to Pay Matrix Levels for simplification.

Key Components of Pay and Benefits

1. Basic Pay and DA (Dearness Allowance): DA is revised periodically to counter inflation, and together with basic pay, it forms the core income.

2. Allowances

HRA depends on the city category (X, Y, Z classification).

TA and other allowances (special duty, hardship area) ensure mobility and accommodation during postings.

3. Non-Monetary Perks

Government quarters or leased accommodation

Central Government Health Scheme (CGHS) facilities

LTC for domestic travel with family

4. Pension and Retirement Benefits

National Pension Scheme (NPS) for those joining post-2004

Gratuity and leave encashment

Pension benefits are now under discussion for intra-department mobility

Emerging Issues and Challenges

1. Wage Disparity

There's a significant pay gap between central services and many state services, leading to demotivation and frequent requests for central deputation.

2. Low Motivation at Lower Ranks

Constables, clerks, and field staff often face stagnant pay, fewer allowances, and limited promotional avenues despite being the first point of contact for citizens.

3. Inflexible Structure

Uniform pay increments fail to reward high performers or penalize underperformers, limiting the scope for performance culture.

9.13 Recent Developments (2025)

The Union Budget 2025–26 has proposed linking 10% of DA to Key Performance Indicators (KPIs) in ministries such as Power, Agriculture, Urban Development, and Health. This is a significant shift towards variable pay systems, aligning incentives with measurable impact.

Case Study: Ministry of Agriculture – PM-Kisan Digitization Pilot

In March 2025, the Ministry of Agriculture launched a performance-based allowance for Krishi Mitras under the PM-Kisan scheme. Those who digitized more than 90% of farmer records in their jurisdictions within the first quarter received a 10% bonus allowance. This enhanced digital compliance, public data integrity, and staff motivation. It is being reviewed by the Department of Expenditure for possible replication in other departments as well.

Previous Year Question (UPSC GS Paper II – 2020)

"Motivation and efficiency of civil servants largely depend on the conditions of service. Discuss in light of recent reforms in public service delivery."

1. Performance-Linked Incentives

Widen the scope for variable pay based on KPIs and peer reviews, especially for leadership roles.

2. Uniform Allowance Structure

Rationalize and standardize allowances across ministries to avoid anomalies and promote fairness.

3. Pension Portability Reform

Facilitate seamless transfer of pension benefits from one department/ ministry to another for lateral entrants.

4. Difficult Posting Incentives

Special allowances in North-East, LWE area, and area of conflict zones to bring talent and avoid burnout.

5. Digital Wage Monitoring

Combine AI-based error tracking in the salary disbursing systems in order to avert delays as well as introduce transparency.

Employer-Employee Relations

In the context of personnel administration, employer-employee relations are the foundation of a healthy and effective administrative system. In the case of civil services, where the "employer" is the State and the "employee" is the civil servant, this relationship goes beyond hierarchy. It is an expectation rooted deep in loyalty, discipline, performance, and mutual respect. Sound employer-employee relations contribute directly to:

Workplace morale

Organizational commitment

Efficient policy execution

Ethical conduct and trust in governance

In contrast, strained relations can lead to inefficiencies, attrition, industrial disputes, and a breakdown in institutional trust, severely impacting public service delivery.

Definition

Employer-Employee Relations refer to the formal and informal dynamics between the administrative authority (government/employer) and its employees (civil servants). It encompasses aspects such as:

Workplace communication

Grievance redressal

Welfare and recognition mechanisms

Trust, engagement, and satisfaction levels

It is not only about rules and frameworks but also about the emotional and psychological contract between the bureaucracy and the State.

9.14 Institutional Mechanisms for Managing Relations

1. Joint Consultative Machinery (JCM)

Established in 1966 to facilitate constructive dialogue between civil servants and the government on service matters.

Consists of representatives both from official and staff sides, and works at national, departmental, and regional levels.

2. Staff Welfare Committees

Present across ministries to look after employee well-being, recreation, and non-work stressors.

Organize health camps, cultural programs, and welfare activities.

3. Feedback Mechanisms and Surveys

Regular employee engagement surveys are being institutionalized, especially post-pandemic.

Provide valuable data on morale, job satisfaction, and organizational challenges.

9.15 Contemporary Issues (2025)

Despite institutional efforts, several pressing issues challenge employer-employee relations in civil services today which are given below:

1. Lateral Entrants and Cultural Misfit

Most lateral entry professionals who are, inducted to provide domain knowledge, suffer from alienation as a result of exclusion from bureaucratic culture. They suffer from exclusion from internal decision-making, lack of transparency in promotion routes, and unresolved grievances.

2. Transfer and Posting Grievances

Mid-level officers frequently express dissatisfaction over non-transparent and arbitrary transfers, particularly in politically sensitive postings. This erodes trust in the system and diminishes performance incentives.

3. Lack of Recognition Mechanisms

Many departments lack formal systems to reward and recognize outstanding contributions at the individual or team level.

9.16 Best Practices and Innovative Initiatives

In response to these challenges, several innovative reforms have been initiated such as “Harmony@Work" Program (Launched by DoP&T in 2025). It is a technology-enabled, monthly sentiment analysis tool based on anonymous employee feedback. It Generates a Happiness Index for each ministry and department, highlighting areas needing intervention. It aims at Promoting emotional intelligence-based governance and empathy-driven or compassionate leadership.

Case Study: Ministry of Electronics – 3-Tier Grievance Redressal Platform

In January 2025, the Ministry of Electronics introduced an integrated grievance and feedback system with:

Local resolution units

Departmental review boards

Anonymous suggestion boxes with AI tagging

Within three months, an internal audit report showed a 30% rise in satisfaction scores due to faster redressal, direct supervisor accountability, and transparency in follow-ups.

Previous Year Question (2022 – GS Paper II)

"Trust between the employer and employee is critical for effective administration." Discuss with reference to recent trends in Indian bureaucracy.

Key Reforms and Way Forward

1. Transparent Postings and Transfer Policies

o Introduce AI-based, merit-sensitive transfer portals with minimal manual discretion.

o Clear guidelines for tenure security in sensitive postings.

2. Employee Recognition and Appreciation

o Annual "Public Service Excellence Awards" at departmental and district levels.

o Use of digital dashboards to track and reward performance metrics.

3. Grievance Advisory Boards

o Independent committees to examine unresolved grievances and suggest systemic reforms.

o Quarterly reports to be placed before the Cabinet Secretariat for consideration.

4. Mentorship for Lateral Entrants

o To Pair them with experienced bureaucrats to facilitate integration and minimize attrition.

5. Data-Driven Engagement

o Leverage AI and sentiment analysis to identify early warnings of discontent or burnout.

Strong employer-employee relations are not a luxury but a necessity in the modern administrative state. As public services expand their scope and complexity, it is critical to ensure that civil servants feel valued, heard, and supported. Administrative reforms should not only focus on structures and policies but also on the people aspect of governance. The UPSC aspirants need to understand that effective governance is just as much a matter of implementing policies as it is a matter of people who carry out these policies. A harmonious, trust-based working environment gives way to a responsive and citizen-

Jain Neetu • 2 months ago
IIPA Governance & Polity • 2 months ago

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Financial Administration and Management in India

Understanding the distinction between financial administration and management is crucial for comprehending how government finances are structured and managed, ensuring both accountability and efficiency in the use of public funds. 

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Seamless End-to-End Service Delivery by New Delhi Municipal Corporation (NDMC)

The digital revolution has fundamentally transformed the landscape of public administration, giving rise to e-governance as a pivotal approach for enhancing government-citizen interactions.

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349
IIPA into Governance & Polity
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Sarvodaya Se Antyodaya through Inclusive Education Policy

The National Education Policy (NEP) 2020 marks a significant transformation in India's education system, replacing the NPE 1986 with a more inclusive, holistic, and multidisciplinary approach. 

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417
IIPA into Governance & Polity
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Governance and Characteristics of Anti- Corruption Policy in Korea and Mongolia

As an initial output of the joint research between the Korean Institute of Public Administration (KIPA) and the National Academy of Governance (NAOG), this article provides overviews of the Korean and Mongolian legislative environment, governance and characteristics of the anti-corruption policies.

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368
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Techniques of Administrative Improvement

Administrative improvement is a strategic necessity in a fast-paced world. Techniques like O&M, Work Study, management aid tools such as network analysis form the cornerstone of efficient governance. MIS, PERT, and CPM tools equip administrators with the ability to anticipate challenges, and drive organizational success in an increasingly complex environment.

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1
IIPA into Governance & Polity
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PM Street Vendors Atmanirbhar Nidhi (SVANIDHI) Yojana and its Implementation: A Case Study of Varanasi

Street vendors are an integral part of the urban informal economy in India, providing essential goods and service that cater to the diverse needs of city residents. They operate in various capacities, from food vendors to artisans, and play a crucial role in enhancing the vibrancy and accessibility of urban life.

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Communication in India’s Growth: Navigating the Digital Age

This paper examines the critical role of communication in driving India's economic growth within the context of its diverse societal structure and the rapidly evolving information age. It argues that effective communication is not merely a tool for disseminating information but a fundamental force shaping development trajectories.

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874
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Mongolian Civil Service and Human Resource Management: Reforms and Challenges

This article outlines the stages of civil service reform in Mongolia and evaluates the specific activities implemented during each stage, along with their characteristics and outcomes.

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626
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Public Policy

One often wonders ‘what the government does’ and ‘why the government does what it does’ and equally importantly ‘what it does not do and why so’. According to Thomas R. Dye “public policy is whatever government chooses to do or not to do”, implying that government's actions and inactions both come into the realm of public policy. 

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Mission Ragi and Economic Benefits to Farmers - A Case Study of Gumla District

Millets, often referred to as "smart grains," have been integral to traditional diets in India for centuries. Among these, Ragi (finger millet) stands out due to its exceptional nutritional profile and adaptability to diverse climatic conditions.

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924
IIPA into Governance & Polity
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Reimagining Sarvodaya for Contemporary Challenges

Amidst escalating climate crises, technological upheavals, and growing socioeconomic disparities, this paper delves into the timeless relevance of Gandhian Sarvodaya ("universal welfare") as a guiding framework for tackling 21st-century issues.

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713
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Administrative Reform in Mongolia: Stages, Lessons Learned

This paper aims to present insights, results, and stages of administrative reform in Mongolia over the past 30 years.

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307
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Har Ghar Jal' Scheme: A Comparative Study of Kancheepuram and Pudukkottai Districts

Access to safe drinking water is not merely a fundamental human right; it is a cornerstone of public health, economic development, and social equity. In rural India, where water scarcity and inadequate infrastructure pose significant challenges, the quest for reliable water supply becomes even more critical.

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493
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Democratising Finance: India's Path to Inclusive Banking

This paper explores the growing inclusiveness of India's banking sector, tracing its transition from a primarily government-controlled model to a more open and technologically advanced system.

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350
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Civil Service Training and Development: Historical Aspects and Challenges

This paper outlines the century-long history of Mongolia’s civil service training institution, the National Academy of Governance (NAOG), which plays a crucial role in meeting the contemporary needs of training and developing human resources within the civil service sector.

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469
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Development Dynamics : Building Inclusive and Sustainable Development

India stands at a crucial juncture in its quest for inclusive development that will bring prosperity across the spectrum. Large amounts of public funds are spent to address these issues, but their implementation and the quality of services delivered leave much to be desired.

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442
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One Nation One Ration Card: Impact Assessment in Rural India

The "One Nation One Ration Card" (ONORC) scheme, launched in 2020 under the National Food Security Act (NFSA), represents a transformative shift in India's public distribution system (PDS). 

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Communication: The Missing Catalyst in India's Growth

India has committed to achieving developed nation status by the centenary of its independence, leveraging cutting-edge technologies including AI tapping into its vast human capital, and implementing policies that foster high growth while addressing enduring social and economic inequalities.

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490
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Political Value and Tradition of Mongolian Civil Service

This article explores the value and statehood of Mongolia by utilising Woodrow Wilson’s categorisation of “Judging by the constitutional histories of the chief nations of the modern world, there may be three periods of growth through which government has passed in all the most highly developed of existing systems, and through which it promises to pass in all the rest. 

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408
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Comparative Public Administration

Comparative public Administration focuses on comparing administrative structures, procedures, policy-making organs, the role of bureaucracy in different countries, the political executive, and control over bureaucracy.

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Comprehensive Study on Inclusive Education and Project PATHA

Education stands as the bedrock of human development, a force capable of unlocking individual potential and driving societal transformation.

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437
IIPA into Governance & Polity
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Talent: Catalyst for India's Economic Ascendancy

This paper examines India's economic trajectory through the lens of its demographic dividend a substantial youth population exceeding 50% under age 25 within its 1.4 billion citizens. While this demographic advantage offers unprecedented economic potential, its promise is threatened by systemic challenges including inadequate education access, limited skill development, and employment scarcity, particularly in rural areas.

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478
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The Federal Ministerial Bureaucracy, the Legislative Process and Better Regulation

Over the last decades, Better Regulation has become a major reform topic at the federal and-in some cases-also at the Länder level.

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367
IIPA into Governance & Polity
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Administrative Law

Remarkable technological and scientific progress has made the modern democratic State not a mere watch-dog or a police institution but an active participant interfering in almost every sphere of individual and corporate life in society in the changed role of a service state and a welfare state

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2669
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Enhancing Quality Education through Samagra Shiksha Abhiyan: A Case Study on Inclusive Education in Chitrakoot District

Education has long been recognized as a cornerstone for societal transformation, serving as a powerful catalyst for economic growth, social cohesion, and the reduction of inequalities.

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438
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India’s Health Equity: Challenges and Global Insights

This paper explores India's journey towards achieving universal health coverage (UHC) and health for all, focusing on the challenges and strategies for integrating marginalized groups into the healthcare system.

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755
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Major Challenges Associated with Reform and Innovation of Leadership Training and Development (Ltd), and Some Proposed Solutions: Reflections on Ltd Practices of CELAP

Since the reform and opening up, China’s leadership training has experienced three stages of development: the initial stage of leadership training and development in the early period of China’s reform and opening up to the world (1978-2002), the rapid growing stage of leadership training and development in the period of fast growing economy and society (2002- 2012) and the innovative…

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376
IIPA into Governance & Polity
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Accountability and Control

Accountability and control are essential for efficient, ethical administration in public and private sectors. Accountability ensures officials answer for actions and resource use, while control involves mechanisms to monitor compliance with laws and goals, promoting responsibility and preventing misconduct. 

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1718
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Sotto Gujarat-Study of Enabling Factors in Deceased Organ Donation

Organ transplantation emerged as a critical intervention for patients suffering from end-stage organ failure, offering them a renewed chance at life. 

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448
IIPA into Governance & Polity
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From Clinic to Community: Empowering Rural India

Healthcare in rural India presents unique challenges and opportunities. While global health metrics emphasize indicators like life expectancy, mortality rates, and healthcare infrastructure, they often fail to capture the socio-cultural nuances of rural communities

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415
IIPA into Governance & Polity
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Small Steps to Big Achievements: Innovative Practice of “Internet Plus” Government Service of Local Government in China

The “Internet plus” government service reform in China has progressed through three stages, namely one-stop service, one-window service, and companion service. This reform has become a significant example of reshaping the relationship between the local government and the public.

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344
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Organisations

An organisation is a group of two or more people working to achieve a common objective. The objectives of the organisation can be achieved through different theories. 

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422
IIPA into Governance & Polity
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Planning and Implementation of Cowin Platform into National Covid-19 Vaccination Programme

The COVID-19 pandemic, which emerged in late 2019, has profoundly impacted global health systems, economies, and societies. 

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939
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Antyodaya: An Indo-American Perspective

This paper explores the evolution of Indian welfare philosophy from Gandhi's nonviolent resistance to contemporary governance. It traces how the sacrifices of Indian revolutionaries fostered Sarvodaya and Antyodaya ideals, examining the philosophical underpinnings of these concepts in Advaita and dualistic traditions.

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416
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Online Education and Community Participation in Bangladesh: Challenges and Opportunities to Ensure Inclusive Learning During COVID-19 School Closure

Like most other countries around the world, after the emergence of the COVID-19 pandemic, Bangladesh's education system has undergone a radical change from the beginning of March 2020 onwards. The study attempts to analyse teachers’, students’ and parents’ perceptions and experiences about the online education in the COVID-19 pandemic at the school level.

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416
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Administrative Behaviour

Administrative Behaviour is a fundamental area of public administration that focuses on comprehending how people behave in groups and within organizations to accomplish shared objectives. 

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888
IIPA into Governance & Polity
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Innovative Health Services in Latur: A Study of Primary Health Care Center Transformations

Health is a fundamental human right and a critical indicator of development. The 2030 Agenda for Sustainable Development emphasizes the importance of ensuring health and well-being for all individuals. A key objective of this agenda is to guarantee favorable health outcomes, underscored by the endorsement of a new declaration during the Global Conference on Primary Health Care held in Astana,…

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386
IIPA into Governance & Polity
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Transforming India: Policy Levers for Sustainable, Inclusive Growth

Despite its remarkable economic ascent, India's trajectory towards sustainable and inclusive prosperity is threatened by persistent economic inequalities, demographic pressures, governance constraints, and environmental degradation. 

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Realisation of Sustainable Development Goals Through Panchayati Raj Institutions

In this article, published reports have been used for analysing state-wise status of SDGs achievements and their correlations with attainments in areas of poverty-reduction and other developmental indicators. Also, progress made by GPs on various metrics related to SDGs has been corroborated with other relevant metrics

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447
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Institutional Dynamics of Governance Reform in India (1991–2016)

Loss of governance reform efficacy is an identified entrenched institutional problem in systems. Reform, anywhere, is a sticky material because holders of powers and their cronies have rarely shown altruistic intentions of relaxing their profiteering grips over resources.

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555
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Executive Summary

National Commission for Women (NCW) has entrusted the task to conduct a study on ‘Evaluation of the Impact of Mission Shakti in Women Empowerment in KBK Districts of Odisha’ to Indian Institute of Public Administration, New Delhi. 

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128
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Theme Paper on ‘One Nation, One Election’

"Democracy' and 'free and fair election' are inseparable. Elections are the centerpiece of democracy; it is difficult to visualize democracy without elections. Ensuring free and fair elections is the first prerequisite for the success of democratic process.

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1693
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Lateral Entry In Civil Services: Balancing the Demands for ‘Specialists’ and the Imperatives of ‘Social Justice’

The practice of bringing domain experts into the government is not new to India.

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1302
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Is the Idea of India’s One Nation, One Election A Miracle or A Disaster?

On September 1, 2023, a committee headed by former President Ram Nath Kovind explored the possibility of something called One Nation, One Election in India and ever since this thing has come out in public, political parties all across the country have been fuming with anger. 

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India's Endeavor towards Zero Hunger SUSTAINABLE DEVELOPMENT GOAL 2: Zero Hunger

The Sustainable Development Goals (SDGs) were adopted by the United Nations in 2015 as a universal call to action to end poverty, protect the planet, and ensure that all people enjoy peace and prosperity by 2030. 

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1696
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Collaborative Governance: The Indian Experience

This paper examines various initiatives taken by Government of India to promote collaborative governance in various sectors. With increasing needs and aspirations of the community for public services and the limited capacity of government to provide the same, the involvement of various stakeholders to deliver these services becomes important and necessity. 

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769
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Aspirational District Programme (ADP): A Comparative Study of Holistic Development in Baramulla and Bastar Districts

In the vast and diverse landscape of India, regional disparities in development have long posed significant challenges to achieving equitable growth and social justice. Recognizing the urgent need to address these disparities, the Government of India launched the Aspirational Districts Programme in January 2018. 

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2054
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Administrative Thought

A dynamic interaction between the recognition of human complexity in organizations and the pursuit of structural efficiency has shaped the evolution of administrative philosophy. The foundational works of Frederick W. Taylor, Max Weber, Mary Parker Follett, Elton Mayo, Chester Barnard, Rensis Likert, Chris Argyris, and Douglas McGregor are critically examined in this essay, which charts the shift from traditional administrative…

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New Challenges in Capacity Building of Civil Servants in Public Administration in India

In India, National Training Policy was formed in 2012, replacing the old policy of 1996. This was needed two reasons, new areas of administration given in the reports of second administrative reforms commission setup in 2005 and changing environment in different spheres of governance and new challenges of administration being faced by the civil servants.

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From Back Office to Boardroom - The Service Sector Leap

India's emergence as a global services powerhouse in the 21st century marks a profound and transformative shift. This evolution, far from a mere economic change, is a strategic leap driven by its demographic dividend, technological advancements, and the burgeoning global demand for specialized services.

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491
IIPA into Governance & Polity
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Excellence in Administration

Public administration, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed. 

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478
IIPA into Governance & Polity
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Public Administration: Meaning, Nature, Scope and Significance

Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.

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Tribal Development through Evidence-based Policy

Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources

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1566
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The Revenge of Geography

As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain

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457
IIPA into Governance & Polity
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Trinity of Citizen, Society and State

With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services. 

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362
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Reimagining Institutions

"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…

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335
IIPA into Governance & Polity
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Income & Employment Intensive Growth Agenda

Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.

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452
IIPA into Governance & Polity
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Social Security: Reality & Reforms

An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…

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667
IIPA into Governance & Polity
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Digital Innovations in Social Protection

Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.

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562
IIPA into Governance & Polity
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Justice Delivery: Issues and Prospects

Access to justice is a fundamental tenet of the rule of law. It is paramount to enable people to exercise their rights, confront prejudice, make their voices heard, and hold decision-makers responsible. 

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1484
IIPA into Governance & Polity
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Policing: Reality & Reforms

One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing. 

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Public Health & Nutrition Security

India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty. 

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386
IIPA into Governance & Polity
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School Education & Building Blocks

Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools. 

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2020
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Social Development and State Effectiveness

Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development. 

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340
IIPA into Governance & Polity
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Federal Finance and Macro Economic Management

India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…

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990
IIPA into Governance & Polity
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Public Service Delivery

Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…

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Strategic Human Resource

This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.

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535
IIPA into Governance & Polity
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Data Dissemination and Governance

Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…

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430
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Local Self-Governments

In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100.  The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.

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5203
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Creative Bureaucracy

In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…

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994
IIPA into Governance & Polity
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Governance and Electoral Politics

This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…

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545
IIPA into Governance & Polity
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Sankalp of Viksit Bharat

With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…

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Viksit Path: Kartavya Path

The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.

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