Professional Documents
Culture Documents
candidates, if join the Govt., can raise the weak. Hence, there is a
need to economically empower Government servants.
2. International comparisons
2.1 Some countries have raised civil service pay scales almost to levels
prevalent in the private sector on the hypothesis that a well-paid
bureaucracy is likely to be honest and diligent. To what extent would
such a hypothesis be valid and how far would such a course of action
be desirable?
2.1 Answer: The hypothesis may be valid. But it has to be qualified by the
often observed phenomena that corruption is driven by ‘greed’ and not
‘need’. The Government shall have to ensure by effective control &
monitoring mechanisms that a well-paid bureaucracy remains honest,
i.e. after paying the Government servants well, stringent punitive
sanctions be envisaged to weed out unhealthy practices/ corrupt Govt.
servants.
4. Salaries
4.1 Answer: This reply is basically concerned with the overall structure
and not the basic pay of a single post. Though having a contractual
tenure looks attractive and professional in theory, in practice, such a
contractual tenure can be used by politicians and others to pressurize
senior officers. Keeping in view the socio- political environment
prevailing in the country, it is not desirable to have contractual
appointment of secretaries. It would further tilt the balance of power
against bureaucracy. More often than not, it may not deliver desired
outcomes as probability of such contractual appointees succumbing to
the irrational desires of political masters and other extraneous centers
of power in order to enjoy their contractual tenure peacefully or may be
to get it extended is very high. However, for some technical/specialized
short term assignments, where the outcomes are quantifiable,
appointment can be done on contractual basis.
4.2 What should be the reasonable ratio between the minimum and the
maximum of a pay scale?
4.2 Answer: The concept of maintaining ratio between the minimum pay
scale and the maximum pay scale is outdated in the present
environment of globalization. There is a need for efficient, responsive
Government, which is sensitive to the requirement of the citizens. The
job content, skill set required, performance parameters required at the
lowest level and at the highest level are very different. The
compensation level has to be linked to the contribution of the post in
terms of productivity and contribution made to the performance of the
organization. There is no such ratio in the private sector. The job
content, skill set required and responsibility attached to the post of
CEO is very high, hence presently the pay scale/compensation, at the
higher levels is very high and is no way linked to the lowest level of
posts.
5. Relativities
5.1 Answer: These factors are no longer valid today. There should not be
any discrimination between field level and Secretariat level offices as
they are performing the same kind of job.
6. Group-A Services
6.1 Is there a case for a Unified Civil Service, merging therein all Central
(both technical and non-technical) and All India Services, allowing
vertical and horizontal movement ? Or should there be two distinct
streams, one embracing all the technical services and the other for
non-technical services?
6.1 Answer: There is a case for Unified Civil Service and thus unified pay
scales and perks to all Group ‘A’ officers. All group ‘A’ officers who
come through UPSC, be merged to a single service. The reasons are
as follows:
i) They are recruited through the same body.
ii) hold mainly administrative/managerial/policy formulation
involving assignments from middle management level
onwards in their departments.
iii) They are involved in policy formulation of the Government.
Such a step would allay misgivings among services – It is the first step
to end perceived disparity among services and render equal treatment
to all the services. However, the need for specialization can not be
ignored and therefore based on their academic background and
experience they can be deployed cutting across sectors for middle
level/senior level general assignments.
6.2 Do you feel that the pattern of pay scales for all Group A Services
should be redesignated so as to attract candidates of the requisite
caliber? Keeping in view some of the compensation packages being
offered to fresh professionals by the private sector, what emoluments
would you suggest for an entrant to a Group-A Service in
Government?
To attract and retain talent, along with salary, there should be built-in
incentives for highly qualified people to join the Civil Services. Professionally
qualified people joining the Services are an asset to the government and add
to their value and profile. Towards this end, the government can consider give
an incentive in the form of increments for professionally qualified people
joining the Civil Services. Recognised professionals like
doctorates/doctors/engineers/lawyers/CAs/ICWAs etc. from recognized
Universities should attract 2 increments in their scale of pay. This should be
continued in their entire service life so that the government can retain talent. It
should be restricted to 2 such professional qualifications (i.e. 4 increments) at
the entry level. As an incentive for them to continue their education and
acquire knowledge in public interest, like MBA, masters in Public Affairs, PhD,
etc,2 more increments could be given to each of the additional qualification so
acquired. However it should be restricted to 6 increments in total. This will
goad the employees to acquire more qualifications and broaden their
perspective and deepen their understanding in their fields. A similar system
exists in academics, where lecturers with PHD qualifications get 4
increments to be continued throughout their career.
7. Professional personnel
8. Classification of posts
8.1 Presently, civilian posts in the Central Government are classified into
four Groups (‘A’, ‘B’, ‘C’ & ‘D’) with reference to their scales of pay. The
Fifth Central Pay Commission had recommended their reclassification
into Executive, Supervisory, Supporting and Auxiliary Staff. Would you
suggest any changes in the existing classification or should the
classification recommended by Fifth Central Pay Commission be
adopted with/without modifications?
8.1 Answer: The existing classification is fine enough. (To be read along
with 9)
9. Restructuring of Group ‘C’ & ‘D’ posts
9.1 Should all lower Group ‘C’ functionaries in the Secretariat be replaced
by multi-functional Executive Assistants, who would be graduates and
well versed in office work, secretarial skills and use of modern office
equipment including computers? Should Similar arrangements can be
evolved for Group ‘C’ posts in other organisations of Government?
This will do away with the present day system of LDC, UDC,
Stenographers, PAs etc. Such classifications are counter-productive as
people refuse to accept the totality of functions in a unit. An
arrangement of having multifunctional Executive Assistants will make
the office premises healthy, functionally vibrant and above all, oriented
towards service delivery. It will bring in responsive administration.
Similar arrangements should be made Group ‘C’ in other organizations
of the Government as well.
This will also rationalise multiple pay scales, and attendant issues of
fixation etc. It will also do away with the need of cadre
review/restructuring at regular intervals, which is a time consuming
exercise..
11. Increments
11.1 What should be the criteria for determining the rates and frequency of
increments in respect of different scales of pay? Should these bear a
uniform or varying relationship with the minima and/or maxima of the
scales?
12.1 Is there any need to revise the pay scales periodically especially when
100% neutralization for inflation is available in form of dearness
allowance?
In cities like Bangalore, Pune etc. the house rent is very high, and the
HRA provided is hardly sufficient. A reclassification of cities should
also be done for HRA based on region specific, city specific inputs.
14.1 What should be the basis for determination of pay scales for Armed
Forces Personnel? What percentage weightage should be assigned to
(i) parity with civil services, (ii) comparison with private sector, (iii)
special and hazardous nature of duties, (iv) short career span and (v)
restricted rights?
14.2 How should the pay of a soldier, sailor and airman be determined?
How should it relate to the minimum wage in Government and the pay
of a constable in paramilitary or internal security forces?
15.1 Should all vestiges of feudalism in the country like huge residential
bungalows sprawling over several acres, large number of servants’
quarters, retinues of personal staff, bungalow peons, use of uniformed
personnel as batmen or on unnecessary security or ceremonial duties
etc. be abolished? Please make concrete suggestions.
(2) Unified Civil Service merging therein all the Services as mentioned
in 6.1 above will ensure that papers/files don’t move for cadre
management/ review etc
(3) Having mainly 3 scales for the entire Govt. Service as outlined in
10.2 and delinking pay from promotion can reduce files moving for
promotions.
17.2 Answer: Yes, they should be introduced. Biometric entry /exit will
ensure discipline at all levels of Government servants.
17.5 Answer: No, existing Govt. servants should not be allowed to shift on
contract basis. Instead of ability and hardwork, this could lead to a
situation where pay is determined by one’s negotiating skills and
subjective considerations.
18.1 Answer: No. ACR should not be an open document, as this could
lead to further pressure on reporting and reviewing officers, and lead to
a situation where honest appraisal will be impossible. However, if the
assessment/grading obtained by an officer shall come in the way of his
future career progression, it should be mandatory to communicate it.
Supreme Court had decided in the case of UP Jal Nigam that where
ACRs are below the bench mark for next promotion and where there is
a downward trend in the performance, it should be communicated.
18.2 How far has the introduction of self-assessment helped in the process
of appraisal?
18.3 Should appraisal be done for an entire team instead of for individuals?
19. Holidays
19.2. What do you think is the state of work ethics and punctuality in
Government offices? Kindly suggest ways of improving these.?
19.2 Answer: In attached and subordinate offices, wherever possible,
punching biometric attendance machines can be introduced. Every
Ministry/Department should identify their subordinate offices where
punching system can be implemented. Biometric entry /exit will ensure
discipline in all levels of Government servants.
People should be enthused to be punctual and adhere to work ethics.
Employees should be goaded to achieve their targets and adhere to
the ethics. Higher compensation, better facilities, career advancement
opportunities, deputation, and a feeling that they are working for the
state and society at large rather than any particular, petty sectoral
interest can achieve this. It is a caring Government that can ensure
this.
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