0% found this document useful (0 votes)

63 views50 pages

Block 1

Personal administration

Uploaded by

Rudraksh rastogi

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

0% found this document useful (0 votes)

63 views50 pages

Block 1

Personal administration

Uploaded by

Rudraksh rastogi

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 50

BPAC-105

PERSONNEL
ADMINISTRATION

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

MAIDAN GARHI, NEW DELHI-110068
EXPERT COMMITTEE
Prof. C.V. Raghavulu, Prof. C. Venkataiah, Dr. Prof. Rajvir Sharma
Former Vice-Chancellor of B.R. Ambedkar Open Maharaja Agrasen
Nagarjuna University, University, Hyderabad Institute of Management
Guntur (A.P.) Studies, Delhi
Prof. G. Palanithurai
Prof. Ramesh K. Arora Department of Political Prof. Sanjeev Kumar
Former Professor of Public Science and Development Mahajan
Administration Rajasthan Administration, Department of Public
University, Jaipur Ghandhigram Rural Administration, Himachal
University, Ghandhigram Pradesh University, Shimla
Prof. O.P. Minocha Former
Professor of Public Prof. Ramanjit Kaur Johal Prof. Manoj Dixit,
Administration Indian University School of Open Department of Public
Institute of Public Learning Panjab Administration, Lucknow
Administration, New Delhi University, Chandigarh University, Lucknow
Prof. Arvind K. Sharma Prof. Rajbans Singh Gill Prof. Sudha Mohan,
Former Professor of Public Department of Public Department of Civics and
Administration Indian Administration, Punjabi Politics, University of
Institute of Public University, Patiala Mumbai, Mumabi
Administration, New Delhi
Prof. Manjusha Sharma IGNOU Faculty
Prof. R.K. Sapru Former Department of Public Prof. Pardeep Sahni
Professor Public Administration Prof. E. Vayunandan
Administration Panjab Kurukshetra University, Prof. Uma Medury
University, Chandigarh Kurukshetra Prof. Alka Dhameja
Prof. Dolly Mathew
Prof. Sahib Singh Bhayana Prof. Lalneihzovi
Prof. Durgesh Nandini
Former Professor Public Department of Public
Administration Panjab Administration Mizoram Consultants
University, Chandigarh Central University Dr. Sandhya Chopra
Dr. A. Senthamizh Kanal
Prof. B.B.Goel, Prof. Neelima Deshmukh
Former Professor of Public Former Professor of Public Conveners
Administration Panjab Administration, Prof. Dolly Mathew
University, Chandigarh Rashtrasant Tukadoji Prof. Durgesh Nandini
Maharaj Nagpur
Prof. Ravinder Kaur
University
Department of Public
Administration Osmania
University, Hyderabad

Course Coordinator: Prof. Pardeep Sahni, School of Social Sciences, IGNOU, New Delhi

COURSE PREPARATION TEAM

BPAC-105 Personnel Administration Course Preparation Team
Block I Personnel Administration
Unit 1 Concept, Nature and Scope Shri Bata K.Dey, Consultant,
of Personnel Administration MTNL, New Delhi
Unit 2 Functions, Significance and
Classification of Personnel Prof. J. L. Seth,
Administration Department of Public,
Unit 3 Public Services and their Administration, Lucknow University
Role in Administrative System
Block II Civil Services in India
Unit 4 Civil Service in the
Changing Context Shri Bata K.Dey, Consultant,
Unit 5 Personnel Agencies/ MTNL, New Delhi
UPSC/SPSC/SSC
Unit 6 Central and State Training Prof. J. L. Seth,
Institutions Department of Public
Unit 7 Central and State Administration, Lucknow University
Administrative Tribunals
Block III Personnel Management Policy & Practices
Unit 8 Personnel Policy Dr. P.M.Bora, Marathwada University,
Unit 9 Recruitment Aurangabad
(Reservation in Services) Shri Bata K.Dey, Consultant,
Unit 10 Promotion MTNL, New Delhi
Unit 11 Training Prof. M.R. Acharya, S.V. University,
Unit 12 Salary Administration Cudappha, Andhra Pradesh
Unit 13 Performance Dr. Sandhya Chopra, Consultant,
Management Faculty of Public Administration,
SOSS, IGNOU
Block IV Personnel Management Policy & Practices
Unit 14 Employee Unions Prof. V. Bhaskara Rao, Kakatiya
Unit 15 Rights of Public Servants University, Warangal
Course Revision Team (BPAE-104): Prof. Dolly Mathew (Course Coordinator),
Prof. Pardeep Sahni, Prof. E. Vayunandan, Prof. Uma Medury, Prof. Alka Dhameja,
Prof. Durgesh Nandini, Dr. Sandhya Chopra, Dr. A. Senthamizh Kanal
Course Revision Team (BPAC-105): Prof. Pardeep Sahni, Dr. Sandhya Chopra,
Dr. A. Senthamizh Kanal

PRODUCTION TEAM
Mr. Tilak Raj, Ms. Sumathi Nayar
Assistant Registrar (Publication) Section Officer (Publication)
MPDD, IGNOU MPDD, IGNOU
November, 2020
© Indira Gandhi National Open University, 2020.
ISBN:
All rights reserved. No part of this work may be reproduced in any form, by mimeograph or any
other means, without permission in writing from the Copyright holder.
Further information on the Indira Gandhi National Open University courses may be obtained
from the University’s office at Maidan Garhi, New Delhi-110 068 or the official website of
IGNOU at www.ignou.ac.in.
Printed and published on behalf of Indira Gandhi National Open University, New Delhi by the
Registrar, MPDD, IGNOU
Composed & Print by : Hi-Tech Graphics, D-4/3, Okhla Industrial Area, Phase-II, New Delhi-20
Course Contents
Introduction Pages

BLOCK 1 PERSONNEL ADMINISTRATION

Unit 1 Concept, Nature and Scope of Personnel Administration 13
Unit 2 Functions, Significance and Classification of Personnel Administration 25
Unit 3 Public Services and their Role in Administrative System 37

BLOCK 2 CIVIL SERVICES IN INDIA

Unit 4 Civil Service in the Changing Context 51
Unit 5 Personnel Agencies/UPSC/SPSC/SSC 66
Unit 6 Central and State Training Institutions 78
Unit 7 Central and State Administrative Tribunals 91

BLOCK 3 PERSONNEL MANAGEMENT POLICY & PRACTICES

Unit 8 Personnel Policy 103
Unit 9 Recruitment (Reservation in Services) 115
Unit 10 Promotion 136
Unit 11 Training 153
Unit 12 Salary Administration 173
Unit 13 Performance Management 193

BLOCK 4 EMPLOYER-EMPLOYEE RELATIONS

Unit 14 Employee Unions 209
Unit 15 Rights of Public Servants 222

1.2 CONCEPT OF PERSONNEL ADMINISTRATION

The development and welfare tasks of government have led to the expansion of its
administrative machinery. As the responsibilities and activities of organisations, whether
public or private multiply, the demands on personnel, in terms of efficient discharge of
their duties also rise. Thus, the risk of personnel administration is to assure a steady
source of people who can contribute to the success of an organisation and meet the
growing demands of clientele, customers, users and people in the society. To understand
the concept of personnel administration, it is essential to first understand the meaning
and nature of the term.

1.2.1 Meaning of Personnel Administration

Personnel administration is of crucial importance to every organisation and every type
of organisational endeavour. Personnel administration is concerned with people at
work and their relationships within an organisation, and also with other organisations.
It refers to the entire spectrum of an organisation’s interaction with its human resource;
from recruitment activity to retirement process. It involves personnel planning and
forecasting, appraisal of human performance, selection and staffing, training and
development; as well as maintenance and improvement of performance and productivity.
Personnel administration is closely related to an organisation’s overall effectiveness.
There is no standard definition of the term ‘personnel administration’. However, there
is a widespread unanimity among writers on its meaning, scope and purpose. According
to Edwin B. Flippo (1984), “personnel function is concerned with the procurement,
development, compensation, integration and maintenance of the personnel of an
organisation for the purpose of contributing toward the accomplishment of that
organisation’s major goals and objectives. Therefore, personnel management is planning,
organising, directing and controlling the performance of those operative functions”.
Dale Yoder (1972) uses the term “manpower management” instead of “personnel
management” and includes both labour relations and personnel administration within
its ambit. According to him, “the term effectively describes the processes of planning
and directing the application, and development and utilisation of human resources in
employment”. The employers, employees, unions and public agencies; all have
important roles to play in these processes.
According to Thomas G. Spates (1965), “personnel administration is one of the ways
of organising and treating individuals at work so that they will each get the greatest
14 possible realisation of their intrinsic abilities, thus attaining maximum efficiency for
themselves and their group and thereby giving to the enterprise of which they are a Concept, Nature and
part, its determining competitive advantage and optimum results”. Scope of Personnel
Administration
Michael J. Jucius (1973) defines personnel administration as “the field of management,
which has to do with planning, organising, and controlling various operative functions
of procuring, developing, maintaining and utilising a labour force in such a way that the:
i. Objectives and interest for which the company is established are attained
economically and effectively; and
ii. Objectives and interest of all levels of personnel are served to the highest possible
degree”.
The Institute of Personnel Management (1963) in U.K. defines personnel management
as “that part of the management function, which is concerned with the relationships
within the organisation. Its aim is to bring together and develop into an effective
organisation the men and women who make up an enterprise and having regard to the
well-being of an individual and working groups, to enable to make their best contribution
to its success”.
In particular, personnel management is concerned with the development of policies
governing:
• Manpower planning, recruitment, selection, placement and termination;
• Education, training and career development;
• Terms of employment, methods and standards of remuneration;
• Working conditions and employees’ services;
• Formal and informal communication and consultation, both through the
representatives of employers and employees, and at all levels throughout the
organisation; and
• Negotiation and application of agreements on wages, working conditions and
procedures for the avoidance and settlement of disputes.
Thus, we can say that personnel administration deals with the recruitment, placement,
training, disciplinary measures, monetary and non-monetary incentives and retirement
benefits of the personnel within an organisation. It also deals with the nature of human
relationships in an organisation; interaction between the human beings within an
organisation and interaction of human beings with the organisation. Personnel
administration includes all activities and functions relating to policy formulation, planning,
policy implementation, social change, modernisation, administrative reforms and public
relations in an organisation. It aims at optimum utilisation of human resources in order
to achieve maximum results with minimum wastage of funds and technology.
Personnel administration is variously known as ‘personnel management’, ‘labour
relations’, ‘manpower management’, ‘human resource management’ and ‘labour
welfare management’. However, the term ‘personnel administration’ connotes a wider
meaning; it includes both personnel management and industrial relations. Many a time,
the term labour relations and industrial relations are used interchangeably with personnel
administration, but it is always better to distinguish between them. The term ‘labour
relations’ refers primarily to the relation between management and organised labour. 15
Personnel It includes negotiations of contracts with the unions. It deals with handling of differences
Administration with the unions and business agents. Some organisations have a labour relations officer
or director whose primary task is to advise and assist top management in their dealings
with the union representatives. This official may or may not report to personnel
administrator. In an unionised organisation, where there is no labour relations officer
or director, the personnel administrator performs the task of labour relations officer.
Thus, personnel administration aims at:
• Effective utilisation of human resources.
• Desirable working relations among all members of the organisation.
• Maximum development.
• Meeting the organisation’s social and legal responsibilities.
According to Michael J. Jucious (1973), personnel management should aim at:
a) Attaining the organisational goals; both economically and effectively;
b) Serving the individual goals to the highest possible degree; and
c) Preserving and advancing the general welfare of the community.
To obtain these objectives, personnel administration is concerned with the activities of
‘POSDCORB’ namely planning, organising, staffing, directing, coordinating, reporting
and budgeting and controlling the cooperative efforts of individuals within an
organisation.

1.2.2 Nature of Personnel Administration

Personnel function is crucial to any administrative organisation. The organisation cannot
afford to ignore it. Hence, it becomes the basic responsibility of the management, be
it in the government or in semi or non-government organisations. The changes in the
socio-economic environment have their effect on management. The management
environment keeps changing due to the changes that occur in the total socio-economic
environment. The political environment also affects the work environment in an
organisation. Such changes get reflected in personnel administration. These changes
can be:
i. Changing mix of personnel entering government service organisations;
ii. Changing values of personnel;
iii. Increasing expectations of the government from their employees; and
iv. Increasing expectations of the people from the government at different levels.
Thus, management is affected by the changes in the social, economic and political
scenario. In fact, it has to keep up with these changes. A higher number from schedule
castes, tribes and other economically backward classes are joining the government
service. A greater number of people with higher education, technical skills are joining
the government service. The number of women in public services is also on the increase.
This has really changed the ratios of working force. With the proliferation of activities
under ‘development’ and ‘welfare’ programmes, the employees are now expected to
16 be more competent and efficient. People at large expect the administration to be
efficient, effective and sympathetic. People’s involvement in administrative activities is Concept, Nature and
increasing. Due to the constant demands on administration, the role of personnel Scope of Personnel
Administration
administration is also changing.
Personnel are required to perform ‘line’ and ‘staff’ functions. Activities directly related
to the primary objective of an organisation are called ‘line’ functions. The ‘staff’
functions are those, which facilitate and assist the performance of the line work. They
are in the nature of secondary activities and enhance the effectiveness of the line agencies.
For example, assistance in processing and supplying the required number of personnel,
as well as training and development of personnel are essentially staff functions. An
organisation cannot function without the assistance of line and staff personnel. At the
same time, personnel functions cannot be isolated from the rest of the administrative
functions. Personnel functions include both line and staff activities in an organisation.
Personnel administration is not always a part of a formal organisation. No organisation
can solely run on the basis of formal rules and regulations. It comprises human beings
who are structured in an authority and responsibility network in order to carry out the
tasks and activities for the fulfilment of organisational objectives. This formal structure
is supplemented, supported or obstructed at times and even taken over by the informal
organisation, which grows within the formal organisation. It is a natural phenomenon
and is based on social and cultural relations among the personnel of formal groups.
Political, economic and psychological factors also contribute to the growth of the
informal organisation.
The functions of personnel administration are becoming more complicated day by
day. The problems of personnel administration differ from one organisation to the
other. Big organisations have more tasks to perform, as they employ more people and
serve varied objectives. The tasks of personnel administration in such organisations
become more intricate. As personnel administration deals with human beings all the
time, the crucial functions of motivation and morale of employees have to be
systematically performed by it. It has to meet the growing needs of the people, as well
as satisfy the increasing expectations of its employees.
Check Your Progress 1
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) What is meant by personnel administration?
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) Discuss the nature of personnel administration.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
17
.....................................................................................................................
Personnel
Administration 1.3 PERSONNELADMINISTRATION: EVOLUTION
AND DEVELOPMENT
While the evolution and development of personnel administration in the U.K. and the
U.S. has been largely voluntary, in India, the growth of personnel administration can
be attributed to the systematic efforts made by the government. While in the West, the
pioneering work in the field of personnel management has been motivated by the
managerial preoccupation with the concept of welfare, in India, unsystematic recruitment
practices, growing labour unrest and loss of production have initiated a lot of interest
in personnel management.
In the U.K., personnel administration has had its origin in the concept of welfare as
propounded and practiced by some of the enlightened entrepreneurs, who have sought
the establishment of modern personnel administration. The term personnel management
actually originated in the U.S.A. Frederick Winslow Taylor’s scientific management,
has, in fact, laid the foundation for the development of personnel administration. Taylor
emphasised on scientific selection and systematic training and development of the
individual worker. H.L. Gantt, a close associate of Taylor, in scientific management
movement, foresaw the need for obtaining the willing cooperation of the worker. In
his view it is not enough to tell the worker how to do a job, but it is also necessary to
promote the ability and willingness to do a job. Mary Parker Follet also laid stress on
training and development aspects of management. The pioneers of scientific
management, apart from increasing efficiency, aimed at fighting fatigue and monotony
among the workers.
Most important breakthrough for personnel administration has come from Elton Mayo’s
Hawthorne Experiments and the Human Relations Movement. These experiments
have paved the way for using the disciplines of sociology, psychology, industrial
psychology, and social psychology, with a view to understanding employees and
organisational behaviour and influencing them through a motivational approach. All
this has led to the gradual evolution and development of a theory and practice of
personnel management.
There have also been other events and influences, which have led to the growth of
personnel management. Various revolutionary concepts like mass production, mass
distribution and mass financing were evolved by industrial and business empires. The
labour shortages during the World Wars and various labour problems posed a challenge
to management. With the setting in of the Great Economic Depression in 1929, big
business suffered a severe setback. The State, the public and the trade unions, aimed
at efficient professional management. Their demands revolved around elimination of
waste and maximum utilisation of resources, particularly human resources.
All these developments in the USA have emphasised the fact that management of
people or personnel is just as important as the management of production. Thus, we
can see that the entrepreneurial interest, apart from other events in the sphere of worker
welfare, provided the source of inspiration for the evolution of modern dynamic
personnel administration.
The history of the evolution and growth of the personnel management in our country is
not very old. It was the Royal Commission on Labour, which recommended the
18
appointment of Labour Officers to deal with the recruitment of labour to settle their Concept, Nature and
grievances in 1931. The industrial disputes of 1920s forced the government and Scope of Personnel
Administration
business people to think in terms of labour problems and promotion of personnel
management. The recognition of trade unions in India gave a new perspective to the
employer and employee relationship. Entrepreneurs like the Tatas, Calico Mills, British
India Corporation etc., had appointed Welfare Officers as early as 1920s. These
Labour Welfare Officers performed the functions of redressal of employees’ grievances
and promotion of industrial harmony.
In Bengal, on the suggestion of the Government, the Indian Jute Mills Owners’
Association appointed a Labour Officer in 1937 to bring about a settlement of
employees’ grievances with the Mills and by 1939, five more Labour Officers were
appointed. Other Employers’Associations like Indian Engineering Association, Indian
Tea Association, the Engineering Association of India etc., also followed the example
of Indian Jute Owners’ Association in appointing labour officers. In 1941, the
Government of India initiated the Triparite Labour Conference with the representatives
of Government, labour and employees in order to promote uniform labour legislation
determine a procedure to settle industrial disputes, and promote consultations in
industrial matters affecting the country. Now, they have become permanent and regular
features of labour policy. In 1948, the Rules of the Factories Act laid down the
appointment, duties and qualifications of a new statutory officer in industry called the
Welfare Officer. The following years saw the emergence of yet another officer called
the Personnel Officer. The Personnel Officer deals with labour welfare, industrial
relations and personnel administration. Many companies in India now have specialised
personnel departments and full-time Personnel Officers in charge.
Now, the number of personnel is increasing, and the expenditure on personnel is also
increasing correspondingly. As per the Report of Civil services Survey 2010, around
6.4 million employees are working for All India Services, Central as well as State
Services. The number is on the increase in the last five years. There has also been a
trend with regard to the diversification in the personnel, as more and more specialists,
experts and technicians are being appointed in government departments, public as
well as private organisations. Contemporary personnel aim at achieving profits for the
organisation. The motive is to earn profits, as well as benefits for the organisation and
its employees.

1.4 SCOPE OF PERSONNEL ADMINISTRATION

Personnel administration incorporates all aspects of management of persons and groups
in an organisation. The primary objective of personnel administration, as we have
read earlier in the Unit, is to ensure effective utilisation of human resources in pursuit of
organisational goals. The personnel administration departments should design and
establish an effective working relationship among all the members of an organisation
by division of organisational tasks into jobs, defining clearly the responsibility and
authority for each job and its relations with other jobs in the organisation. Personnel
administration must try to enthuse among the employees feelings of commitment,
involvement and loyalty to the organisation. The aim is to establish cordial relations
among the employees and do away with frictional situations arising out of personal
jealousy, rivalries and prejudices. Personnel administration also has to curb unfavourable
practices like favouritism and nepotism in an organisation.
19
Personnel Personnel administration has to concentrate on various aspects of management like
Administration recruitment, training, promotion, conditions of service, employees’ welfare, employer-
employee relations and processes of morale and motivation. It has to develop links
with immediate, intermediate and external environment to make itself effective and
efficient.
As the tasks of organisation increase, accordingly the responsibilities of personnel
administration also increase. It is not possible to solve the inflated problems with one-
time and one-stroke decisions. Larger the systems more are the complexities. For
example, the Government of India, which is divided into ministries, departments,
divisions, units etc., is spread over the entire length and breadth of the country. Lakhs
of people work in it; they operate at different hierarchical levels and carry out a large
variety of functions. A number of services and their division into groups constitute the
entire workforce of the central government. Almost similar is the situation in each
state. Personnel administration has to cater to all these aspects. It requires continuous
and updated managerial inputs at all levels.
Planning and providing for the regular supply of the needed manpower for different
positions and in different numbers is an important task of the government. The process
of recruitment and utilisation of each micro-unit of human resources calls for effective
personnel administration. Similarly, creating and maintaining desirable working
relationships also call for a series of continuous efforts on the part of the personnel.
Those responsible for personnel administration have to work at improving it constantly.
The achievement of these two objectives become easier if the organisation provides
appropriate opportunities for individual development. These opportunities can be in
the form of training, internal and external mobility, promotion, recognition and reward.
They act as strong motivators and satisfiers. Besides, salary structuring of lakhs of
employees is a wholesome task because each category has to be adequately and
equitably compensated for the contribution it is expected to make towards an
organisation’s objectives. This is also a work of personnel administration. The working
force has to be subjected to a certain level of discipline in order to regulate proper
performance of duty. Framing of conduct rules, laying down procedures of disciplinary
action, enforcement of rules and adoption of appropriate procedures are also a part of
personnel administration.
Employer-employee relations, provision for Joint Consultative Machinery, establishment
of public service tribunals for adjudication, adoption of welfare measures and payment
of retirement benefits etc., to the employees are added responsibilities of personnel
administration. Trade unionism among government employees has increased during
the past few decades. Both employer and employee unions have come up. There is
now a dire need for expert skills to foresee personnel needs and problems and to plan
for their satisfaction and rectification. All this requires systematic personnel
administration. Thus, the scope of personnel administration is wide and varied;
moreover, it is continuously expanding with the changes in environment.

1.5 NEED FOR REFORMS IN PERSONNEL

ADMINISTRATION
The personnel in an organisation determine the quantity and quality of the performance
and output of an organisation. The contribution of money and material to the
20
performance of an organisation depends substantially upon their manipulation by the Concept, Nature and
human beings in an organisation. Even the poorly devised machinery may be made to Scope of Personnel
Administration
work if it is manned with well-trained, intelligent and imaginative staff. The best-
planned organisation may also produce unsatisfactory results if it is operated by
mediocre and disorganised staff. The personnel constitute an integral part of the
organisation. It is with their requisite skills, aptitude, integrity and organising capacity
that they can build the image of their organisations as effective institutions in nation
building. Efforts to this regard are on. There has been a shift of focus with the second
Administrative Reforms Commission (ARC) in 2005. Its emphasis on Right to
Information, human and social capital, local governance, capacity building, crisis
management and e-governance examines personnel administration within the ‘reforms’
framework. Instead of the usual concern of the first ARC of 1966 on public sector
undertakings, citizens’ grievances and planning machinery for reforms, the second
ARC’s endeavour to strengthen human resources in public services is a leap forward.
The Civil Services Survey 2010 has observed that “the State needs to focus on the
irreducible role of government that is required to fulfil human potential and promote
rapid economic growth”.
Personnel administration with its ever-increasing responsibilities has become an
indispensable part of management. There is a need for making personnel administration
responsible for bringing about innovative changes in the structure of organisation,
undertaking personnel research and conducting attitude surveys. There is also a need
for making personnel administration accountable for formulating cost-effective policies
and programmes, and establishing positive relationship between the organisation and
environment. A constantly changing scenario calls for better recruitment procedures,
newer training techniques, superior re-training methods, smoother coordination between
private and public welfare programmes, effective organisational development, better
performance appraisal methods and more useful leadership styles.
Check Your Progress 2
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) Write a note on the evolution and development of personnel administration in
India.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) Discuss the scope of personnel administration.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
21
Personnel
Administration 1.6 CONCLUSION
Personnel administration with its ever-increasing responsibilities has become an
indispensable part of organisations. The personnel need to innovate and take responsible
decisions for organisations. This is possible through systematic and newer recruitment,
training and career advancement techniques. Coordination between private and public
sector, better performance appraisal and effective leadership styles will go a long way
to improve public personnel administration. It is clear that no organisation can afford
to disregard the needs of its personnel. Every organisation has to keep its personnel
satisfied. Personnel are the means through which organisations develop and expand.
In this Unit, we have familiarised ourselves with the meaning and nature of personnel
administration. The Unit has highlighted the evolution and growth of personnel
administration in the western countries like U.K. and the USA, and brought out its
growth in India. The Unit has also discussed the scope of personnel administration and
the need for reforms in this area.

1.7 GLOSSARY
Joint Consultative : It is a consultative body, which consists of
Machinery representatives of both employers and employees.
This body meets at regular intervals to discuss
matters concerning the interests of employers and
employees, and arrive at certain agreed
settlements. Matters relating to conditions of
service of employees, welfare of staff, and policies
relating to improvement of efficiency, as well as
work standards are discussed by this Machinery.
Line Agencies : Line Agencies are directly concerned with the
execution or fulfilment of the primary objectives
of the government. They are responsible for
controlling, regulating, directing and commanding
the administration and also frequently come in
direct contact with people.
Staff Agencies : Staff agencies assist the line agencies in carrying
out their functions. They provide them with the
necessary assistance, advice, counsel, support,
information and statistics. .

1.8 REFERENCES
Arora, R. K. & Goyal, R. (2013). Indian Public Administration: Institutions and
Issues. New Delhi, India: New Age International.
Flippo, E.B. (1976). Principles of Personnel Management. The University of
California, USA: Mc Graw-Hill.
Goel, S.L. & Rajneesh, S. (2008). Public Personnel Administration (2nd ed.). New
Delhi, India: Deep & Deep Publications.
22 Government of India. (2010). Civil Services Survey. New Delhi, India: Ministry of
Personnel, Public Grievance and Pensions, Department of Administrative Reforms Concept, Nature and
and Public Grievances. Scope of Personnel
Administration
Institute of Personnel Management. (1963). Statement on Personnel Management
and Personal Policies. Cited in Tony Watson. (2013). The Personnel Managers: A
Study in Sociology of Work and Employment. Rutledge.
Jucius, M.J. (1973). Personnel Management. Homewood, Illinois: Richard D. Irwin,
Inc.
Riccucci, N.M. (2015). Public Personnel Administration and Labour Relations.
London: Routledge, Taylor & Francis Group.
Rudrabasavaraj, M.N. (2013). Dynamic Personnel Administration: Management
of Human Resource (3rd ed.). New Delhi, India: Himalaya Publishing Pvt. Ltd.
Sahni, P. & Vayunanadan, E. (2010). Administrative Theory. New Delhi, India: PHI
Learning Private Limited.
Sinha, V.M. (1986). Personnel Administration: Concept and Comparative
Perspective. Jaipur, India: R.B.S.A.
Singh, H. & Sachdeva, P. (2011). Public Administration: Theory and Practice.
New Delhi: Pearson.
Spates, T.G. (1965). Man and Management. Texas, USA: Guthrie Books.
Tripathi, P.C. (1980). Personnel Management: Theory and Practice. New Delhi,
India: Sultan Chand.
Yoder, D. (1972). Personnel Management and Industrial Relations. The University
of Michigan, USA: Prentice-Hall.

1.9 ANSWERS TO CHECK YOUR PROGRESS

EXERCISES
Check Your Progress 1
1) Your answer should include the following points:
• Personnel administration is that part of administration, which is concerned
with people at work.
• It deals with all aspects of administration of personnel from recruitment to
retirement.
• It relates to the functions of policy formulation, policy implementation, social
change, modernisation, administrative reforms and public relations. It is also
called ‘personnel management’, ‘labour relations’ and ‘manpower
management’.
2) Your answer should include the following points:
• The change in the socio-economic environment has its effect on personnel
administration.
• It is also affected by political environment. 23
Personnel • There has been a diversification in personnel functions and proliferation of
Administration personnel activities.
• Personnel are required to perform the line and staff functions.
• Personnel administration functions in both formal and informal organisations.
Check Your Progress 2
1) Your answer should include the following points:
• Royal Commission on Labour recommended the appointment of Labour
Officers in 1931.
• The industrial disputes of 1920s forced the government and business persons
to think in terms of promotion of personnel administration.
• The Tripartite Labour Conference in 1941 gave a boost to establishment of
cordial labour relations.
• The Factories Act of 1948 laid down the appointment, duties and qualifications
of Welfare Offices in industries.
2) Your answer should include the following points:
• Personnel administration incorporates all aspects of management of personnel
in an organisation.
• Personnel administration has to establish cordial relations among the employees.
• It concentrates on various aspects of management like recruitment, training,
promotion and employees’ welfare.
• It has to constantly interact with the changing social, economic and political
environment.

24
Functions,
UNIT 2 FUNCTIONS, SIGNIFICANCE AND Significance and
Classification of
CLASSIFICATION OF PERSONNEL Personnel
ADMINISTRATION* Administration

Structure
2.0 Objectives
2.1 Introduction
2.2 Functions of Personnel Administration
2.2.1 Manpower or Human Resource Planning
2.2.2 Recruitment, Training and Promotion
2.2.3 Salary Structuring
2.2.4 Employees’ Welfare
2.3 Significance of Personnel Administration
2.4 Classification of services – Meaning and Types
2.4.1 Meaning of Classification
2.4.2 Types of Classification
2.5 Conclusion
2.6 Glossary
2.7 References
2.8 Answers to Check Your Progress Exercises

2.0 OBJECTIVES
After reading this Unit, you should be able to:
• Discuss the various functions of personnel administration viz., manpower planning,
recruitment, training, promotion, salary structuring and employees’ welfare;
• Examine the significance of personnel administration in an organisation; and
• State the meaning and types of the classification services.

2.1 INTRODUCTION
As we have discussed in Unit 1, personnel administration is a crucial part of an
administrative system, as it sets for itself certain goals and objectives, which personnel
administration assists it to achieve. It performs various functions in order to fulfill
organisational objectives. The successful functioning of an organisation is dependent
on the effectiveness of its personnel system. The functions like recruitment of personnel,
upgradation of their skills, formulation of a sound promotion policy, maintenance of
25
*This Unit has been adopted from BPAE-104, Block 1 & Block 2
Personnel discipline in the organisation, classification of services, redressal of personnel grievances,
Administration improvement in working environment; all fall within the purview of personnel
administration. This Unit will try to highlight these functions.

2.2 FUNCTIONS OF PERSONNEL

ADMINISTRATION
2.2.1 Manpower or Human Resource Planning
Before the formal process of selection of personnel begins, an organisation has to
make an assessment of its requirements with regard to the number of personnel needed
for a job, the definition of a job, the skills and specialisation entailed in the job, the
duration for which personnel are required, the nature of work etc. Organisations,
whether large or small, whether public or private, are in constant need of manpower.
They require human resources at different levels and positions to perform different
kinds of jobs at different places and intervals. The number of personnel with defined
skills and specialisations needed at different periodic intervals have to be forecast.
Human Resource planning predicts the number of personnel an organisation has to
recruit, train and promote in a given period.
Manpower planning makes long-range estimates of the general and specific manpower
needs of the organisation for different activities. By anticipating the need for various
types of skills’ requirements and levels of personnel, well in advance, a manpower
plan is able to give adequate lead-time for recruitment, selection and training of such
personnel. Manpower planning controls the routine delays and is a very effective
device for developing the required sources from which the required personnel can be
made available.
The objectives of manpower planning are to:
• Ensure optimum use of human resources currently employed.
• Assess or forecast future skill requirements if the organisation’s overall objectives
are to be achieved.
• Make provision for control measures to ensure that necessary resources are
available, as and when required.
• Determine the recruitment level.
• Anticipate the weaknesses of organisational procedures and avoid unnecessary
dismissals.
• Gauge training levels.
• Provide a basis for management; and
• Assess future accommodation requirements.
Manpower or human resource planning lays down the goals explicitly. It determines
the quality and quantity of personnel needed for a specific job. The methods used for
this purpose are job analysis. Without effective manpower or human resource planning,
the other functions of personnel administration viz., recruitment, placement, training,
promotion and welfare of employees cannot be performed properly.
26
2.2.2 Recruitment, Training and Promotion Functions,
Significance and
a) Recruitment Classification of
Personnel
Once the human resource needs are determined, the recruitment and selection processes Administration
can begin. Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organisation. It is a positive function, which
aims at increasing the selection ratio (number of applicants per job opening). In contrast,
the selection process is a ‘negative’ function because it attempts to eliminate applicants
leaving only the best to be absorbed in the organisation. We will study the features and
process of Recruitment extensively in Unit 9.
Recruitment determines the tone and calibre of the service, whether public or private.
A faulty recruitment policy inflicts a permanent weakness upon the administration.
Not even an effective training policy can make unsystematically recruited persons
effective and efficient. The basic elements of a sound recruitment policy include:
• Discovery and cultivation of employment market for posts in the organisation.
• Use of attractive recruitment literature and publicity.
• Recourse to scientific tests for determining abilities of the candidates.
• Tapping of capable candidates from within the organisation.
• Placement programme, which assigns the right person to the right job; and
• A follow-up probationary programme as an integral part of the recruitment process.
b) Training
Training is a well-articulated effort to provide for increased competence in the service,
by imparting professional knowledge, broader vision, and suitable patterns of behaviour,
habits and aptitudes. It is, ideally, a continuous process in response to a continuously
felt need. Training helps the new entrants by including occupational skills and knowledge,
by making them familiar with objectives of the organisation; and their potential
contribution in the furtherance of organisational goals.
Training can be informal or formal. Informal training connotes training by doing and
learning from mistakes. It can also be termed as learning through ‘trial and error’.
The ultimate success of informal training depends upon the experience and seniority of
the senior officers and their interest in the new entrants. Whatever be the methods,
the basic aims of training centre around:
• Inculcating fresh knowledge among the employees.
• Upgrading their skills.
• Familiarising the inducts to the organisation’s environment, work conditions, rules,
norms and goals.
• Attuning the employees to the new needs of the organisation.
• Broadening the views and outlook of employees.
• Maintaining the morale of the employees.
27
Personnel • Developing novel attitudes; and
Administration
• Reducing waste, accidents, turnover and absenteeism.
Every administrative system must pay adequate attention to its training requirements.
Well-trained, well-aware and skilled personnel are at the very heart of an effective
personnel system. We will learn more about Training in Unit 11.
c) Promotion
Another vital function of personnel administration is promotion. The word ‘promote’
is derived from the Latin expression ‘promovere’; it means ‘to move forward’.
Promotion means ‘the advancement of an employee to a job better than the present
one in terms of greater responsibilities, more prestige or status, greater skills and
increase in pay’. The need for promotion arises from a variety of factors. An organisation
is able to retain the services of its personnel through promotion. Lower positions in
the organisation are able to attract competent persons, if the organisation makes
provisions for its personnel to move higher. A sound policy of promotion fosters a
feeling of belongingness in the personnel, contributes towards the continuity in policies
and practices; and leads to building up of traditions and conventions in the organisation.
According to W.F. Willoughby, a sound promotion should fulfil the following conditions:
i. Adoption of standard specifications, setting forth duties and qualifications required
for promotions in the government service.
ii. Classification of these positions into distinct classes, series, grades and services.
iii. Inclusion of all the higher administrative positions within this classification, except
those having a political character.
iv. Adoption, as far as possible, of the principle of recruitment from within, for filling
up of higher posts.
v. Adherence to the principle of merit in determining the relative qualities of employees
eligible for advancement.
The employees should be made aware of not just the opportunities for promotion
open to them, but also the definite lines along which such promotion is to be expected,
and the conditions that must be fulfilled by them in getting it. This means that there
should be a definite goal before them towards which they can work. We will study
more about Promotion in Unit 10.

2.2.3 Salary Structuring

Development of a sound salary system is an important function of personnel
administration. Salary has to be structured in such a way that the employees of the
organisation feel adequately rewarded and resources available to the organisation are
optimally utilised. Following are the requirements for the development of a sound pay
system:
i. The pay structure should be simple and rational.
ii. The pay of a post should be related to the duties and responsibilities attached to
that post.
28
iii. It should take into consideration the qualifications and experience prescribed. Functions,
Significance and
iv. It should be comprehensive and adequate to enable the employees to have a just Classification of
package of the total emoluments in order to maintain a certain standard of living; Personnel
Administration
and
v. It should take into account the comparable salaries paid in alternative occupations.
Comprehensibility and adequacy are the standard tasks of a sound pay structure.
Good compensation plans that are well-administered have a positive affect on the
entire organisation. With good pay packets, the employees are happier in their work,
cooperation and loyalty are higher, productive output is up and quality is better. We
will know more about the process and structure of the Salary administration in Unit
12.

2.2.4 Employees’ Welfare

The welfare of employees is one of the most important functions of personnel
administration. A good personnel system always gives topmost priority to the well-
being of employees. A sound personnel policy, proper recruitment and promotion
techniques, conducive training methods etc, prepare the employees in a certain physical
and mental manner, so necessary for good performance. Motivation of employees
and building up of their morale at different levels help in maintaining these physical and
mental conditions. All types of welfare programmes in an organisation could endeavour
to help in maintenance of these conditions in an organisation.
Employees’ benefit programmes create and stimulate morale, which contributes to the
environment. These programmes include fringe benefits such as holidays, different
types of leave entitlement, education facilities, canteen facilities, leave travel, fare
concession etc. The physical condition of employees is maintained through safety and
health programmes, group health insurance plans, regular medical examinations, and
proper working conditions like proper lighting, ventilation, space and equipment etc.
These are called the employees’ welfare measures.
Maintenance of discipline and following a code of conduct in the organisation also
helps in creating conducive work environment in the organisation, which is important
for employees’ welfare. Penalties for violation of rules, misperformance or non-
performance vary widely in severity. The more usual forms of disciplinary action are
warning or reprimand, reassignment to other duties, suspension from duty for a certain
period of time, demotion to a position of lower rank or grade and dismissal or removal
from the service. Strict disciplinary actions are very essential, as they increase the
efficiency of work, raise the morale of employees, and keep the inefficient personnel
out of the organisation.
A proper retirement scheme is also very essential for employees’ welfare. The
organisation needs to ensure for its employees a happy and self-sufficient life in their
old age. The age of retirement can be anywhere between 50 and 65. Proper retirement
benefits attract talented persons to the organisation and help to strengthen the system
of promotion. Through these benefits, efficiency of employees increases. Besides
pension, some other benefits such as allowances that take care of inflation, medical
facilities, provident fund, family pension, travel concessions are also provided to the
retired employees. The primary aim of all these benefits is to provide necessary means
of livelihood and freedom from certain worries to the employees in their old age. 29
Personnel Redressal of employees’s grievances is yet another important aspect of employees’
Administration welfare programmes. The interests of the employees and the employers should not be
in conflict. Over the decades, there has been an increasing consciousness about
common needs and interests of the employees. The employees’ associations have
become vocal and assertive. We will study more about the Employee Unions in Unit
15. Inculcation of necessary morals, which express themselves through right state of
mind, optimum level of loyalty, enthusiasm and cooperation, as well as pride in the
service and devotion to duty is the essence of effective personnel system.
Check Your Progress 1
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) What is meant by manpower planning?
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) Discuss the concepts of Salary structuring and Employees’ welfare
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................

2.3 SIGNIFICANCE OF PERSONNEL

ADMINISTRATION
The quality of organisation is dependent on the quality of its employees, that is, the
personnel it employs. With the development of science and technology and the growth
of welfare functions in order to meet the demands of expanding population, the
organisations, whether public or private, have to perform a large number of tasks,
varied and complex. It is only possible if the personnel engaged in the attainment of
objectives are efficient and sincere.
Among the three components required for development tasks-personnel, money and
material, it is the personnel or the human element, which determines the quality and
quantity of the organisational performance and output. Even the contribution of money
and material to performance depends substantially upon their utilisation by the human
beings in an organisation.
Walter R. Sharp (1961) has aptly remarked, “good administration is a composite of
effective organisation, adequate material facilities and qualified personnel…. Even poorly
devised machinery may be made to work if it is manned with well-trained, intelligent,
30
imaginative and devoted staff. On the other hand, the best-planned organisation may Functions,
produce unsatisfactory results, if it is operated by mediocre or disgruntled people”. Significance and
Classification of
As per Ferrel Heady (1979), “the importance of administration is almost universally Personnel
recognised amongst commentators on development. Visually, an effective bureaucracy Administration
is coupled with vigorous modernising elite as a prerequisite for progress”.
Thus, we can say that without efficient personnel, the organisational tasks can never
be fulfilled. The government can never make its plans and policies a success without
efficient bureaucracy. The performance of the organisation and growth of its personnel
is linked with the competence of personnel constituting the organisation. Human
resource development, as we have read in Unit 1, is the key to the efficiency of
personnel. No country should neglect the development of its human resources. There
is generally a complete wastage of human resources due to unemployment,
underemployment and misemployment. Positive steps have to be taken to remove
these problems. The increase in labour force must entail an increase in economically
active population. The greatest natural resource of a nation is its people. Investments
in developing human resources through training, career development, planning,
counselling, selection, job-enrichment programmes and designing suitable performance
appraisal and reward systems can go a long way in maintaining a high morale and
motivation amongst the personnel. These strategies consequently influence organisational
effectiveness.
The most important problem in public personnel administration is to ensure that vast
manpower resources employed in the state or public sector yield the best possible
returns. Efficiency of public employees or the effectiveness of personnel system depends
on several factors, such as:
i. The quality of talent attracted to and retained in the public service.
ii. Nature of training which the employees receive.
iii. Values and motivation of employees.
iv. Standards and norms set up by formal and informal work groups.
v. Effectiveness in interpersonal relationships.
vi. Styles of supervision and leadership, nature and adequacy of work tools, as well
as procedures of decision-making; and
vii. Character of interrelationship with the political process and social environment.
The Administrative Reforms Commission (ARC) had observed that “the present
personnel system does not make for a rational and optimum utilisation of human
resources within the civil service to the best advantage of the administration, as well as
the community”. For more than six decades, India has taken up massive developmental
responsibilities. This calls for an effective personnel system in order to formulate and
carry out organisational functions. Public as well as private organisations are growing
day by day. They both have a significant role to play in pursuit of developmental goals;
and it is only through the help of right personnel and management of the human resources
that these objectives could be realised.
31
Personnel
Administration 2.4 CLASSIFICATION OF SERVICES – MEANING
AND TYPES
2.4.1 Meaning of Classification
In simple words, classification is the process of division of things or persons on the
basis of common characteristics. In personnel administration, classification means
grouping of various positions on the basis of their duties and responsibilities. Positions
having similar duties and responsibilities are put together on one class. A class has
been defined by Stahl as “a group of positions sufficiently alike in their duties and
responsibilities to justify common treatment in various employment processes”. Marshall
E. Dimock defines classification as the systematic sorting and ranking of position in
hierarchy according to comparative difficulty and responsibility. According to
L.D.White, “In its final form, a classification plan consists of a number of classes
adequate to enable a place to be found for each existing position arranged in orderly
fashion with respect to each other, and supplemented by a set of rules and regulations
for its administrations, interpretations and amendment”.
The importance of classification of services cannot be over emphasised. Classification
brings some orderliness into the system and makes for uniform treatment of all the
people who are grouped together on certain criteria. It also makes possible justification
of differential privileges given to certain distinct categories. The duties, responsibilities,
qualifications requirements, eligibility conditions, salary, status, even authority to be
vested, all depend to a great extent, on the proper system of classification. Hence, it
has considerable functional value and validity. According to Finer, “upon proper
classification depends the efficiency of recruitment, the possibility of creating a rational
promotional system, and the equitable treatment of people working in different
departments”. Classifications of services are important because it determines the
operational jurisdiction of the services and the nature of the responsibilities to be
discharged as also the jobs to be performed by the incumbents of different groups
within the services

2.4.2 Types of Classification

a. Position Classification
The more sophisticated of the two types is the ‘position’ classification system. This
system is presently prevalent in the U.S.A, Canada, Philippines, Japan and Taiwan,
etc. Historically, the object of position classification has been to provide for fixing fair
pay for work performed for translating into action the principle of ‘equal pay for equal
work.’ Position connotes a group of current duties and responsibilities assigned by a
competent authority requiring the full time or part time employment of one person.
Thus in position classification, the position or the job to be performed by a person is
classified and is not done on the basis of a title a person carries.
In position classification, a person’s rank, salary, etc., depends on the functions of the
position and the duties and responsibilities attached to the job he/she performs. Hence
the duties and responsibilities which are attached to the job are more important than
the person discharging those duties.
In position classification, positions that are comparable are brought together into a
32
common group called ‘class’. The ‘class’ or ‘class of positions’ is made up of position Functions,
which are sufficiently similar in (a) kind of subject matter of work (b) level of difficulty Significance and
Classification of
and responsibility, (c) qualification requirements of the work, so as to enable similar Personnel
treatment in personnel and pay administration. So that is how a class is formed in Administration
position classification system.
Now there is one more term known as ‘grade’ and let us understand what it is. A
grade is used to denote all classes of positions which (although different with respect
to kind or subject matter of work) are sufficiently similar as to (a) the level of difficulty
and responsibility and (b) the level of qualification for the job (For example, civil
engineer, accountant, geologist, etc.). Hence in a grade, all classes are brought together
irrespective of the occupation, but those which are of comparable levels of responsibility.
Under the position classification system, each position should be placed in its appropriate
class. Each class should be placed in its appropriate grade. Thus, we bring together
positions which are alike or very closely related into a class. Positions which are in
one class are closely comparable in duties, responsibilities and needed qualifications,
and can be dealt with as a unit for personnel, budgetary and organisational purposes.
We bring together into class-series all the classes which are in the same occupational
group. Classes in a series form a logical occupational pattern and define the hierarchy
of responsibility for that occupational group. We have one more logical grouping, that
of grade. We bring together into a grade all classes, regardless of occupation, which
are of comparable responsibility. Hence grades form logical groups for the setting of
pay scales.
b. Rank Classification
This type of classification is followed in Britain, India, France, Malaysia, Pakistan,
Laos and Germany. This is the traditional way, in which public servants are classified
in a hierarchical order according to their rank, in a sense, as in the case of the Army.
The classification of the British “Treasury Classes” to which the Indian Public Services
is a close parallel, is a good illustration of classification by rank system. Here the
status and salary of a person are determined with reference to the service he/she is
assigned after recruitment. For example, a person belonging to the Indian Administrative
Service may serve either in the Secretariat, or in the field or in any Corporation, but
he/she would be drawing the same salary and holding the same status in each case.
Modern position classification does not accept the traditional notion that environmental
background and general education attainment makes a person qualified enough to
handle any and every kind of job in the government. It is thus a science of administrative
specification and requires that specific skills and knowledge be prescribed and accepted
for each ‘level’, ‘post’ or ‘position’ in the public service.
Position classification thus tries to classify public service on the basis of a uniform job-
language. In position classification, the main objective is to lay the foundation of
equitable treatment for the public service employees by the accurate definition, orderly
arrangement, and fair evaluation of positions of each employee in the public service.
Whereas rank classification is based on job-performance in respect of a cluster of
functional positions by a group of people, with diverse qualifications/ experience /
aptitude but of same or similar rank, as in Army or India’s cadre based services.

33
Personnel Check Your Progress 2
Administration
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) Bring out the significance of personnel administration.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) Discuss the types of classification.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................

2.5 CONCLUSION
Personnel administration is a very crucial part of an administrative system. The attitudes
of the work force have undergone a change over the last few decades. The age-old
employer-employee relationship of loyalty and commitment is no longer the only
important reason for effective functioning of a system. Employees’ expectations have
gone up due to greater democratisation, better employment opportunities, changes in
the technical environment and also in societal behaviour. The employees of today are
concerned more with challenging tasks. They are more inclined towards decision-
making and participation. They are now less concerned with job security, and also
give higher preference to leisure. Personnel administration has to thus reorient its
policies in order to meet the ever-changing and growing needs of the employees.
Employee development and welfare must now be an important activity of personnel
administration. More emphasis should be placed on orientation training and self-
development schemes. The functions of recruitment, training, promotion, salary
structuring and employees’ welfare also have to change according to the change in
time. The effective working of these functions is a must for the personnel system. As
all these functions are interdependent, which means that neglect of one function may
adversely affect the other function, the organisation has to give equal time and attention
to all these activities.
Success of any administrative system depends on how effectively it handles its personnel
functions. The growing significance of personnel administration calls for continuous
and systematic changes in personnel functions in order to fulfil the expanding needs of
the employees and the organisations. This Unit has familiarised us with the different
functions and classification of personnel administration, and their importance and
significance in an administrative system.

34
Functions,
2.6 GLOSSARY Significance and
Classification of
Man Power Planning : In the process of developing and determining Personnel
objectives, policies and programmes that will Administration
develop, utilise and distribute personnel or human
resources in an organisation so as to achieve
economic and other goals.

2.7 REFERENCES
Goel, S.L. & Rajneesh, S. (2008). Public Personnel Administration (2nd ed.). New
Delhi, India: Deep & Deep Publications.
Heady, F. (1979). Public Administration: A Comparative Perspective. New York,
USA: Marcel Dekker.
Puri, K.K. (1985). Public Administration: Indian Spectrum. Allahabad, India:
Kitab Mahal.
Rudrabasavaraj, M.N. (2013). Dynamic Personnel Administration: Management
of Human Resource (3rd ed.). New Delhi, India: Himalaya Publishing Pvt. Ltd.
Sachdeva, D.R. & Sogani, M. (1981). Public Administration: Concepts and
Application (Vol. 2). New Delhi, India: Associated Publishing House.
Sahni, P. & Vayunanadan, E. (2010). Administrative Theory. New Delhi, India: PHI
Learning Private Limited.
Sharp, W.R. (1961). Field Administration in the United Nation Systems. The
Conduct of International Economic and Social Programmes. New York.
Sinha, V.M. (1985). Personnel Administration: Concepts and Comparative
Perspective. Jaipur, India: RBSA Publishers.
Srivastava, L.P. (1987). Public Personnel System in India. New Delhi, India: Anmol
Publications.

2.8 ANSWERS TO CHECK YOUR PROGRESS

EXERCISES
Check Your Progress 1
1) Your answer should include the following points:
• Manpower or human resource planning is engaged with assessment of
requirements in an organisation in terms of personnel needed for a job, definition
of a job, duration of a job etc.
• It predicts the number of personnel that an organisation will have to hire, train
or promote in a given period.
2) Your answer should include the following points:
• Salary system is an important function of personnel administration.
35
Personnel • Employees of the organisation feel adequately rewarded and resources available
Administration to the organisation are optimally utilised.
• Good personnel system always gives topmost priority to the well-being of
employees.
• Sound personnel policy, proper recruitment and promotion techniques,
conducive training methods etc, prepare the employees in a certain physical
and mental manner, so necessary for good performance.
Check Your Progress 2
1) Your answer should include the following points:
• To meet the expanding demands of a large population, organisations have to
perform a number of tasks. The personnel thus have become a crucial part of
any organisation.
• Without efficient personnel, the organisational tasks can never be fulfilled.
• An effective personnel system is needed to formulate and carry out the
organisational functions.
2) Your answer should include the following points:
• Position Classification.
• Rank Classification.

36
Public Services and
UNIT 3 PUBLIC SERVICES AND THIER thier Role in
Administrative
ROLE IN ADMINISTRATIVE SYSTEM* System

Structure
3.0 Objectives
3.1 Introduction
3.2 Meaning of Public Services
3.3 Relationship between the Government and Public Services
3.4 Scope of Public Services
3.4.1 Transition from ‘Traditional’ to ‘Modern’ State
3.4.2 Growth in the Functions of Public Services
3.5 Role of Civil Services
3.6 Changing Complexion of Public Services
3.7 Conclusion
3.8 Glossary
3.9 References
3.10 Answers to Check Your Progress Exercises

3.0 OBJECTIVES
After reading this Unit, you should be able to:
• Discuss the meaning and importance of public services;
• Explain the relationship between the government and the public services;
• Bring out the scope and functions of public services; and
• Describe the different role-models for public services.

3.1 INTRODUCTION
If the ‘executive’ is one of the three organs of the government, the other two being
‘legislature’ and ‘judiciary’, the ‘public services’ form the arm of the executive. Their
function is to convert the goals and objectives of the government into reality. The
executive segment of the government needs the support of an organisation (Public
Administration) for the proper formulation and implementation of its programmes.
One of the important aspects of public administration is the ‘public services’, which
are instruments of regulation, development and change in administration. They are the
most essential and vital part of the administrative system. The role and functions of the
public services within the administrative system constitute an important focus of study.
This Unit highlights the role and importance of public services in the administrative
system. It explains the meaning of public services and its essence in the context of the 37
*This Unit has been adopted from BPAE-104, Block 1.
Personnel modern State. The central focus of the Unit is on the changing complexion of the
Administration public services.

3.2 MEANING OF PUBLIC SERVICES

‘Public Services’ generally connote the civil services constituted by the government
for translation of all its plans and programmes into implementable actions. In common
usage, civil services mean that branch of governmental machinery, which is concerned
not only with law making, but also with law enforcing functions. In the executive
branch of the government, there are two parts, the ministers and civil servants. The
civil servants carry out the orders of the ministers and advise them in policy formulation.
According to E.N. Gladden (1948), “civil service is the name of an important
government institution comprising the staff of central administration of the State. It
stands for a spirit essential to the success of modern democracy, an ideal vacation in
public officials who devote their lives to the service of the community”.
In administrative parlance, public services have a slightly wider connotation in the
sense that they are taken to cover, besides civil servants, extended group of employees
who may be working in public sector undertakings, nationalised banks and other quasi-
governmental organisations, funded wholly or partly by the government. While the
civil servants are the holders of civil posts, whose remuneration in India is paid out of
Consolidated Fund of India, extended public sector employees are not so paid. In
Britain, they are also accepted as “those servants of the crown, other than holders of
the political and judicial offices, who are employed in civil capacity, and of course,
remunerated through budget passed by Parliament”.
Public service is a blend of different features in relation to expertise, vitality and
leadership. This blend enables the public services to function in an independent and
efficient manner. In brief, as H. Finer (1949) stated, “civil service is a professional
body of officials, permanent, paid and skilled” and further, classified British Civil Service
into three categories: Administrative (policy formulation and execution); Technical
(scientific and specialised categories like doctors engineers, etc), and Manipulative
(executing orders of the first two classes). Public service is an important instrument of
political modernisation in the developing societies. Well-knit and well-organised public
bureaucratic structure precedes electoral democracy. It provides stability and continuity
to the system of government.

3.3 RELATIONSHIP BETWEEN THE

GOVERNMENT AND PUBLIC SERVICES
The art of governance and administration has been the integral feature of human society.
For governance, there has always been a government, whatever be its form and for
carrying out the objectives of the government, there has always been the public services.
These services have always been an important arm of the government for formulation,
implementation, monitoring and evaluation of its programmes. Thus, the character of
the public services would, no doubt, depend on the type of the government as well as
the nature and the scale of the task to be performed by it. As a consequence, whenever
and wherever, there is a change in the government, the public services also undergo a
change to some extent.

38 Public service employees possess more knowledge and experience than the politicians
even though both are actually dependent on each other. The relationship between the Public Services and
government and public services has provided that the dichotomy between policy thier Role in
Administrative
formulation and implementation can never be strictly maintained in practice. Experience System
has shown that this type of compartmentalisation between governmental and
administrative activities is partly, but not wholly true. It is very difficult for the government
to be only concerned with policy formulation and for the services to only deal with
administration of these formulated policies. Both in theory and practice, there is frequent
crossing of boundaries. As a result, a relationship of complimentarily, mutuality and
interdependence has developed between the two. The government sets the goals for
public services and makes it instrumental to achieve these goals.
Check Your Progress 1
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) What is meant by ‘Public Services’?
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) Bring out the relationship between the government and public services.
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................

3.4 SCOPE OF PUBLIC SERVICES

The role of public services is changing with time, as status-quo bound public services
can never solve the new and growing administrative problems. Public services have to
change in a way that is suitable for the development of innovative administrative
programmes and systematic progress of the country. Their scope is widening and one
cannot think of all-round development without effective public services.

3.4.1 Transition from ‘Traditional’ to ‘Modern’ State

With the growth in the functions of the State, increase in the expectations of people
and development of science and technology, the role of the government has also
undergone a substantial change. Governments, have to undertake the primary
responsibility of governance of their people. Governance involves multifaceted functions
in the political, social and economic areas. Law and order, internal security, defence
against external aggression are some of the sovereign functions of the State. As no
government can exist or acquire legitimacy in a political vacuum, the appropriate political
systems must necessarily be devised for survival and growth of the government.
Similarly, since people can’t live on politics alone, their socio-economic needs will 39
Personnel also have to be catered to. Thus, social, political and economic aspects of governance
Administration become critical areas of concern for the administration.
As the government grows and undertakes newer tasks and responsibilities,
administration also has to respond suitably and effectively. This administrative response
is possible only with a proper and rational organisation of the public services. The
administration will be reduced to nothing, if there are no competent public services to
assist it. When the State changes its ideological philosophy from the ‘traditional’ to the
‘modern’, the administration also undergoes a fundamental change. Thus, when the
State transcends itself from ‘warfare’ or ‘police’ to ‘welfare’, the administration undergoes
a transition in orientation, that is from ‘law and order’ to ‘developmental’. At present,
the State has also opened up to the new trends in Liberalisation, Privatisation and
Globalisation. As a result, the public services are also changing.
If development becomes the focus, planning becomes essential, for it is only through
systematic and scientific planning that the resource-mobilisation and input-utilisation
becomes possible within the shortest time. In order to attain optimal output,
administrative management and programme evaluation, this is really needed. For all
this, efficient and effective public services are required, since efficiency in the conduct
of the government business depends primarily on the ability of personnel employed by
the State. Government cannot afford to have personnel, who are not fit, meritorious
and competent. When the country adopts development-oriented goals and objectives,
the governmental duties become not only socio-economically compulsive, but also
acquire new dimensions.
This calls for efficient and qualified personnel. Plans for administrative reforms can
only be successful if they are accompanied by a heightened attitude and motivated
ability on the part of public personnel. A competent personnel system is thus the sine
qua non of an effective public service and the qualities that are sought for in public
personnel or public servants are integrity, creative and logical ability, dedication/devotion
to duty, intelligence and diligence.

3.4.2 Growth in the Functions of Public Services

The public officials are required to perform all the tasks and duties arising out of the
obligations of the government in rendering service to its people. Some of these tasks
are: advising ministers on policy issues, supervising all aspects of administrative, technical
and scientific programmes, economic and financial activities, and social welfare services.
They are also engaged with delegated legislation, administrative adjudication and public
relations.
With an increase in the welfare functions, the purpose and the scope of the administration
have been completely reoriented. The U.N. Handbook noted: “the State is expected
today to be the accelerator of economic and social change, and no longer the preserver
of the status-quo. And in its new role as the prime mover and stimulator of national
development, it is expected to spread the benefits of economic and social progress to
everyone. No longer dare a government indefinitely limit the enjoyment of the fruits of
the earth and of man’s labour and ingenuity to a small privileged class. Moreover, the
modern State is expected to achieve these purposes within the general framework of
the consent of the people, and with due regard to the rule of law and individual human
rights. It is difficult today to find a State, whatever its present structure that does not
40 call itself a democracy, a government of the people”.
A modern State may act as the director, entrepreneur or stimulator of private initiative, Public Services and
or indeed in all three capacities. In a socialist economy, practically all organised effort thier Role in
Administrative
is placed in the public sector and its entire management becomes the concern of the System
public services. Many countries because of their prevailing social and economic
conditions and availability of resources are committed to reserving the largest possible
sphere of activity to private enterprise and local initiative. But even in these countries,
increasing functions and activities concerning national level opinion are undertaken by
the government. The capitalist economies have witnessed an expansion of their public
services. In these countries, many such areas have come up that are solely under the
public sector, and where the private sector is not able to enter or play any primary
role.
The twentieth century witnessed an extension of governmental functions beyond all
limits. The concept of Welfare and Service State has been almost universally accepted.
Governments have taken up the responsibilities of utilisation of manpower/human
resources, natural resources and technology to create an environment conducive to
all-round economic development and social well-being. This has further strengthened
the role of public services. The demands of the people upon their government have
become insistent, the government is considered to be an agency to meet these urgent
demands and devise ways to overcome social and economic deficiencies in the
administrative system.
The civil servants, who are integral components of public services, perform a number
of important functions. These are:
Advice on Policy Formulation: The civil servants are actively involved in the
formulation and determination of public policy. Although policy formulation is the sphere
of the legislature, the technical demands of the government’s role call for the intervention
of public servants in the matters of policy formulation. The ministers being amateurs
cannot generally understand the complexities of the public policy and consequently act
on the advice of the civil servants. Therefore, the civil servants suggest alternatives to
policy, which are practically enforceable, as they know how the policy works in practice.
Implementation of Legislation and Policies: The civil servants execute the policies
passed by the legislature. The civil servants exercise a large sphere of direction in the
execution of laws and policies. They carefully weigh all the factors that may affect
implementation before taking an action or decision. They have to see whether the law
or policy is favourable and enforceable. They must act impartially and honestly
according to legislative standards and the Rule of Law.
Delegated Legislation: The civil servants also frame departmental legislation. The
legislature gives a broad outline of the legislation and delegates to the civil servants the
power to make details of that legislation. Delegated legislation has become very useful
because the legislature has no time to frame detailed rules and regulations and is not
familiar with the complexities of the modern legislation. The civil servants frame rules
and regulations and issue orders in accordance with the legislation passed by the
legislature. These rules are thus scrutinised by the legislature and then enforced by the
civil servants.
Administrative Adjudication: The civil servants exercise quasi-judicial powers also.
They determine the cases on issues involving the rights and obligations of private citizens
or parties. Some judicial powers have to be in the hands of civil servants in order to
41
Personnel secure public interest and protect the poor from exploitation. The growth of
Administration administrative adjudication is the result of the need to have responsible and speedy
justice in cases related to social enactments and cases involving technical complexities.
The civil servants enforce policies and therefore are able to give judgement according
to the requirements of the policies. Besides the routine functions of civil services include
licensing and inspection, regulation of government policies, collection of taxes, taking
note of working conditions and so on.
Thus, in brief, civil servants perform the functions of:
a) Advising the government regarding the programmes.
b) Providing the ministers with necessary information and statistics.
c) Implementing the plans, policies and programmes formulated by the government.
d) Monitoring and evaluating the programmes of the government.
e) Carrying out the tasks delegated to them by the government.
f) Determining cases on issues involving rights and obligations of private citizens and
parties.

3.5 ROLE OF CIVIL SERVICES

The civil services or public services perform various types of roles with regard to
policy making and execution. These roles can be summed up in the following categories:
a) Instrumentality Role
There is a general agreement that the civil services should basically play an instrumental
role in policy operation, in-as-much as it is not the master, but the agent of policy
formulation and execution. It is, therefore, almost universally expected and uniformly
accepted, that the services should be designed and structured so as to respond
systematically and willingly to the political leadership and policy parameters. This
essentially represents a philosophy of primacy of political control over administrative
system.
Despite their participative and pervasive presence in the policy programmes of the
State, the public services are not supposed to stray too much from their instrumentality
role to become the prime mover behind policy making. Fritz Morstein Marx(1957)
credits “merit bureaucracies even in Modern Nation States of the West as having
contributed substantially to the viability of the policy through professional outlook to
every conduct of governmental activities”. It is not the same thing to say that the public
services cannot, should not and need not, under any circumstances, involve themselves
into policy making process, but by and large, the civil servants should not involve
themselves in policy making full-fledgedly.
b) Neutrality Role
The neutrality role of the civil services is in consonance with its instrumentality role. It
is, thus, clear that if civil services have to perform, in the right spirit of their structural-
functional framework, they have to be “neutral” in their approach, outlook and activities.
No way should their political values or ideologies affect their conduct and behaviour.
42 Civil servants are the objective, dispassionate and non-partisan band of professionals
who should do a job entrusted to them with clinical proficiency, efficiency and dedication. Public Services and
Once a policy has been decided and a decision has been taken to implement it, all that thier Role in
Administrative
civil servants should do is to try to use all the available resources in an optimum manner System
for the execution of the programme. In other words, the civil servants must not be
allowed to take political sides. The individual value-system may certainly come into
play while rendering advice to the ministers or at the time of strategising for policy, but
not thereafter. The civil servants are not the political agents but servants of the State.
Political neutrality is the sine qua non of civil services. The civil service and party
politics should be kept poles apart. Thus, the civil servants are expected to implement
the policies decided upon by the government. They are neither responsible for the
political content of programmes nor do they have to defend it in public.
c) Commitment Role
Should the civil servants be committed to the cause of a party, or the ruling party or a
person of the party? Intellectually or emotionally or ideologically? Where should their
commitment lie? Answers to such questions are very important for understanding the
commitment role of the civil services. Different views have been expressed on the
subject. The first and the common view holds that commitment means that the civil
servants should be in accord with the policy objectives of the government. Secondly,
it is held that such a commitment should be to a new social and economic order, and
has to be consciously built and nurtured through the careers of civil servants. The
third view is a corollary to the second view; it says that commitment should be related
to the developmental philosophy of the State, be it - societal, economic and political,
besides all the other modernising and nation-building programmes. Fourth view holds
that commitment should, ideally, be towards the goals enshrined in the Constitution of
the country, which represents the collective wisdom of the people regarding the
governance of the polity. And ultimately, commitment has to be to the conscience of
the civil servants; their beliefs, culture ethical values and sense of justice and
righteousness.
Civil servants have often displayed their personal alignment, identification and
belongingness to political parties. They often display personal loyalty to ‘the boss’.
The kind of personalised commitment helps the civil servants in better career progression.
But the term committed bureaucracy does not mean a bureaucracy loyal to a particular
political party. It does not connote civil servants owing loyalty to a particular individual,
political person or leader. It means that bureaucracy should be committed to the
objectives, ideals, institutions and modalities enshrined in the Constitution.
d) Impersonality Role
Civil servants should, by and large, adopt an ‘impersonality’ profile while dealing with
matters concerning policies, programmes and issues. Civil servants cannot afford to
take or twist a decision on the basis of the persons involved in it or the persons who
can be affected by it. They should rather, strictly conform to the principles, rules,
guidelines etc. They should govern the matters before the government, irrespective of
the status, standing and position of the affected individuals. Civil servants have to,
thus, take a dispassionate approach to problems.
e) Anonymity Role
The role of anonymity requires that the ministers have to answer for the actions of civil
servants in the Parliament. The civil servants thus are protected from the criticism in 43
Personnel the Houses of Parliament. Ministers have to protect the civil servants who have executed
Administration their definite orders by answering parliamentary questions on their behalf. Ministers
are also responsible to the Parliament for the wrong actions of the civil servants. Thus,
the principle of anonymity goes hand in hand with the principle of ministerial responsibility.
It means that civil servants have to work behind the curtains, and cannot openly come
out and play a predominant role in politics. They have to function in an environment of
anonymity. All this helps them in making honest and objective decisions.
f) Professionality Role
The civil servants have to perform their functions on the basis of their knowledge, skill,
expertise, experience, competence and merit. They must utilise all their skills to
implement the development programmes with full zeal and enthusiasm. The civil servants
must be trained to use all the mental, physical and technical skills at hand in most
effective and efficient manner. The aims should be to train civil servants in such a way
that maximum results can be achieved with minimum inputs at the least cost and within
the shortest time-frame. Professional excellence and intellectual integrity should be
their motives. Learning and continuing education should be built into the system itself,
for that is the foundation for building a professional super structure. The professional
role of the civil servants is the genesis of their existence.
It should be noted that all these anonymity, neutrality and impersonality roles do not, in
reality, hold back certain civil servants and politicians from transgressions and breach
of faith. There have been instances where the civil servants have not adhered to these
well-defined roles. But exceptions do not underline the general norms that are being
followed.

3.6 CHANGING COMPLEXION OF PUBLIC

SERVICES
In view of the growing complexities of governmental tasks, the future administration
must acquire knowledge in the fields of science and technology, social and behavioural
sciences, modern tools of management, human relations in management, as well as
administrative research and development. The First Administrative Reforms
Commission (ARC) observed that the “Role of Generalists” in administration is losing
its validity in several fields. This is an inevitable consequence of the increasing application
of science and technology in solving administrative problems.
In the context of the new challenges of change that the public services have to face, the
latter cannot escape two compulsions, one is adaptation and the other is
professionalisation. Various factors like changing political scenario, growing aspirations
of people, developing scale of administrative operations, increasing size of administrative
structure and expanding science and technology are forcing public services to adapt to
the environmental changes and professionalise themselves.
According to Gabriel A. Almond (1965), the public services have to perform functions
either in combination with political authorities, confidentially and independently or single-
handedly and openly. He identified seven such functions and categorised them into
input and output functions. Input functions are political socialisation, interest articulation
and aggregation, as well as political communication. The output functions comprise
rule-making, rule application and rule adjudication. For discharging these functions
44
properly, the public services must address themselves to two types of relationships, Public Services and
one of mutual compliance, referring to ‘internality’ relationship, and the other of thier Role in
Administrative
adaptation relating to ‘externality’ relationship. System
In order to cope with these colossal functions, the public services must acquire and
develop appropriate and adequate capacities. Unless they are fully equipped, they
cannot help in achievement of goals of the programmes, which can lead to a wide gap
between declared objectives and their realisation. The public servants must undertake
capability generation programmes (such programmes must aim at increasing the
capability of public servants in order to perform the administrative tasks properly)
within the framework of specific needs, particularistic environment, local culture and
ethos. With the growing involvement of public services in the public sector enterprises,
and other quasi-government undertakings, they have to become more flexible and
adaptable.
Check Your Progress 2
Note i) Use the space given below for your answers.
ii) Check your answers with those given at the end of the Unit.
1) What are the different functions of civil services?
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
2) What do you understand by the commitment role of civil services?
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................
.....................................................................................................................

3.7 CONCLUSION
The efficiency of public services is very essential for the proper functioning of any
administrative system. The public servants are constantly engaged in the formulation,
implementation and evaluation of policies and programmes. Due to increase in
governmental tasks and complexities of its activities, the civil services are involved
with delegated legislation and administrative adjudication. The concept of Welfare
State has brought the government and public services closer to the people. There is,
thus, a need to establish a cordial relationship between the public services, government
and people. Till now, the civil servants have adhered to the models of morality, anonymity,
commitment and impersonality. Contemporary senario calls for a change-oriented
bureaucracy. This Unit has highlighted some of these aspects, besides discussing the
meaning, scope and role of public services.

45
Personnel
Administration 3.8 GLOSSARY
Consolidated Fund of India : In India, the Centre and the states, each have their
consolidated funds to which all receipts of the
government are credited and all authorised
payments are debited.
Sine qua non : Indispensable condition or qualification.
Welfare State : A State, which makes substantial provisions for
the welfare and well-being of its citizens, especially
the deprived and disadvantaged sections through
law and administration.

3.9 REFERENCES
Almond, G.A. (1965). A Developmental Approach to Political Systems. World Politics.
17(2): 183-214.
Bhambhri, C.P. (1971). Bureaucracy and Politics in India. Delhi, India: Vikas
Publishing House.
Finer, H. (1949). Theory and Practice of Modern Government. New York, USA:
Henry & Co.
Gladden, E.N. (1949). The Civil Service: Its Problems and its Future. London,
UK: Staples Press.
Kaushik, S.L. (1983). Public Administration in India: Emerging Trend. Allahabad,
India: Kitab Mahal.
Marx, F.M. (1957). The Administrative State: An Introduction to Bureaucracy.
Chicago, USA: University of Chicago Press.
Pant, A.D. & Gupta, S.K. (Eds.). (1990). Bureaucracy, Development and Changes:
Contemporary Perspectives. , New Delhi, India: Segment.
Rudrabasavaraj, M.N. (2013). Dynamic Personnel Administration: Management
of Human Resource (3rd ed.). New Delhi, India: Himalaya Publishing Pvt. Ltd.
Srivastava, L.P. (1987). Public Personnel System in India, New Delhi, India: Anmol
Publications.

3.10 ANSWERS TO CHECK YOUR PROGRESS

EXERCISES
Check Your Progress 1
1) Your answer should include the following points:
• Public services are the services constituted by the government and they are
entrusted with the task of implementing the plans of the government.
• Public services include the civil servants and the employees working in public
46 sector undertakings, quasi-governmental organisations and nationalised banks.
• Public services are a professional body of experts. Public Services and
thier Role in
• Expertise, vitality and leadership are some of the important features of public Administrative
services. System

2) Your answer should include the following points:

• Public services are an important arm of the government.
• Dichotomy between policy formulation and implementation can never be strictly
maintained in practice.
• Public servants are also involved in policy formulation and even the government
does not restrain itself from policy implementation.
• Public servants generally have more knowledge, time and experience than the
politicians.
Check Your Progress 2
1) Your answer should include the following points:
• Civil servants advise ministers on policy issues and they are engaged in
delegated legislation.
• As the functions of government are increasing, the role of civil services is
becoming more important.
• Civil servants carry out the formulated plans and programmes and are engaged
with administrative adjudication. They are involved with monitoring and
evaluation of government programmes.
2) Your answer should include the following points:
• Many views have been expressed on the commitment role of civil services.
• Instead of personalised commitments, which the civil servants usually display,
the commitment should be towards the objectives of the programmes and
ideals of the Constitution.

PG - M.A. - Personnel Management and Industrial Relations - 308 21 - Public Personnel Administration
No ratings yet
PG - M.A. - Personnel Management and Industrial Relations - 308 21 - Public Personnel Administration
256 pages
UG B.A. Public Administration (English) 106 62 Public Personnel Administration BA (Public Administration) 8426
No ratings yet
UG B.A. Public Administration (English) 106 62 Public Personnel Administration BA (Public Administration) 8426
208 pages
Public Personnel Administration
No ratings yet
Public Personnel Administration
734 pages
Public Administration Governance Module 9 and 12 1
No ratings yet
Public Administration Governance Module 9 and 12 1
17 pages
Ba - Pub-Adm - Syllabus-2021-2022
No ratings yet
Ba - Pub-Adm - Syllabus-2021-2022
9 pages
Lecture 07
No ratings yet
Lecture 07
20 pages
Sem V - Personnel Administration
No ratings yet
Sem V - Personnel Administration
4 pages
Dresang
No ratings yet
Dresang
39 pages
Public Personnel Administration Guide
No ratings yet
Public Personnel Administration Guide
25 pages
What Is Personnel Administration
100% (2)
What Is Personnel Administration
6 pages
Chapter One: Nature of Public Personnel Administration: Is The
No ratings yet
Chapter One: Nature of Public Personnel Administration: Is The
104 pages
Block 3
No ratings yet
Block 3
106 pages
Public Administration Unit 3
No ratings yet
Public Administration Unit 3
6 pages
Principles of Personnel Administration
No ratings yet
Principles of Personnel Administration
285 pages
Pub. Ad. Syllabus - Total
No ratings yet
Pub. Ad. Syllabus - Total
6 pages
Lecture 8
No ratings yet
Lecture 8
75 pages
Public Personnel Compiliation of Transcript 1 1
No ratings yet
Public Personnel Compiliation of Transcript 1 1
71 pages
Public Personnel Administration Guide
No ratings yet
Public Personnel Administration Guide
278 pages
Human Resource Management
No ratings yet
Human Resource Management
16 pages
PPA Lesson 1
100% (2)
PPA Lesson 1
10 pages
Public Personal
No ratings yet
Public Personal
32 pages
Human Resource Management Guide
75% (4)
Human Resource Management Guide
26 pages
Bhum105l Public-Policy-And-Administration TH 1.0 68 Bhum105l
No ratings yet
Bhum105l Public-Policy-And-Administration TH 1.0 68 Bhum105l
3 pages
Principles of Public Administration: University
No ratings yet
Principles of Public Administration: University
220 pages
Personnel Administration
90% (10)
Personnel Administration
4 pages
Administrative Theory
No ratings yet
Administrative Theory
258 pages
Public Personnel Administration Challenges
No ratings yet
Public Personnel Administration Challenges
10 pages
Hi PERSONNEL MANAGEMENT IN GOVERNMENT
No ratings yet
Hi PERSONNEL MANAGEMENT IN GOVERNMENT
154 pages
BA (Public Administration) Second Year
No ratings yet
BA (Public Administration) Second Year
8 pages
Introduction To Public Personnel Administration
100% (3)
Introduction To Public Personnel Administration
23 pages
Chapter 4
No ratings yet
Chapter 4
43 pages
Readings
No ratings yet
Readings
7 pages
1.1 Introduction To Public Personnel Administration
No ratings yet
1.1 Introduction To Public Personnel Administration
36 pages
Public Personnel Administration and Human Resource Management
No ratings yet
Public Personnel Administration and Human Resource Management
17 pages
BPAC 131 English - Compressed 1 120 PDF
No ratings yet
BPAC 131 English - Compressed 1 120 PDF
120 pages
Public Personnel & Rural Dev.
No ratings yet
Public Personnel & Rural Dev.
13 pages
Perspectives On Public Administration: BPAC-131
No ratings yet
Perspectives On Public Administration: BPAC-131
252 pages
BPAC 105: Personnel Administration.
No ratings yet
BPAC 105: Personnel Administration.
108 pages
Module - III
No ratings yet
Module - III
85 pages
Personnel Administration
No ratings yet
Personnel Administration
37 pages
Approach To Public Administration UPSC
No ratings yet
Approach To Public Administration UPSC
22 pages
Major P.A Script For Reporting
No ratings yet
Major P.A Script For Reporting
3 pages
Pa 236-Personnel Administration
100% (1)
Pa 236-Personnel Administration
5 pages
CC PS 06
No ratings yet
CC PS 06
244 pages
IGNOU's Public Administration Material Part-4: Personnel Adminstration
78% (9)
IGNOU's Public Administration Material Part-4: Personnel Adminstration
294 pages
Integration Paper: Mark Christian M. Tarroza Ab-Pol2A Prof - Reynaldo Samson Professor
No ratings yet
Integration Paper: Mark Christian M. Tarroza Ab-Pol2A Prof - Reynaldo Samson Professor
5 pages
Chapter 4 - Public Personnel Administration
No ratings yet
Chapter 4 - Public Personnel Administration
36 pages
Public Personel SPL
No ratings yet
Public Personel SPL
25 pages
Personnel Management Essentials
No ratings yet
Personnel Management Essentials
106 pages
PA Chapter Three
No ratings yet
PA Chapter Three
35 pages
PA403 - The New Public Personnel Admin. 7th Edition by Loyd G. Nigro & J. Edward Kellough
No ratings yet
PA403 - The New Public Personnel Admin. 7th Edition by Loyd G. Nigro & J. Edward Kellough
328 pages
18bpa52c U1
No ratings yet
18bpa52c U1
12 pages
Public Personnel Administration and Human Resource
No ratings yet
Public Personnel Administration and Human Resource
21 pages
UG - B.A. - Public Administration (English) - B - A - Public Administration - 106 23 - Administrative Theory
No ratings yet
UG - B.A. - Public Administration (English) - B - A - Public Administration - 106 23 - Administrative Theory
252 pages
B.A.Public Administration I-Year
No ratings yet
B.A.Public Administration I-Year
12 pages
CDL Materia Writing For Prof Oyadiran Pub 305
No ratings yet
CDL Materia Writing For Prof Oyadiran Pub 305
95 pages
MPA 1st Semester Syllabus and Subject
No ratings yet
MPA 1st Semester Syllabus and Subject
15 pages
ABS-PARAS Telesales Agreement 2005
No ratings yet
ABS-PARAS Telesales Agreement 2005
8 pages
Mercantilelaw Villanueva
No ratings yet
Mercantilelaw Villanueva
8 pages
Procopius Anecdota The Secret History
100% (1)
Procopius Anecdota The Secret History
82 pages
President Uhuru Kenyatta's Speech During The Madaraka Day Celebrations
100% (1)
President Uhuru Kenyatta's Speech During The Madaraka Day Celebrations
8 pages
Urbano V IAC, GR No. 72964, 7 January 1988
No ratings yet
Urbano V IAC, GR No. 72964, 7 January 1988
2 pages
Accounts Payable Interview Questions Answers Guide PDF
No ratings yet
Accounts Payable Interview Questions Answers Guide PDF
15 pages
North and South Devide
No ratings yet
North and South Devide
15 pages
Open Tender For "Supply, Assembling and Commissioning of 100 Tons Slag Pot Carrier"
100% (1)
Open Tender For "Supply, Assembling and Commissioning of 100 Tons Slag Pot Carrier"
28 pages
IND2601 Exampack 2015
No ratings yet
IND2601 Exampack 2015
25 pages
Should Prisoners Be Allowed To Vote?
No ratings yet
Should Prisoners Be Allowed To Vote?
2 pages
Internal Reconstruction Problems
No ratings yet
Internal Reconstruction Problems
2 pages
ReadWorks - Important People
25% (4)
ReadWorks - Important People
16 pages
Final Circular On Teachers Salary Review 2023
No ratings yet
Final Circular On Teachers Salary Review 2023
17 pages
Quran's Unchanging Authenticity
No ratings yet
Quran's Unchanging Authenticity
4 pages
Buka e Kgolo 5 Sesotho - 2
No ratings yet
Buka e Kgolo 5 Sesotho - 2
36 pages
SBI Statement Sample
No ratings yet
SBI Statement Sample
5 pages
Financial Institutions and Market: Commercial Bank
No ratings yet
Financial Institutions and Market: Commercial Bank
60 pages
Fraud Fighters Manual by Unit 21
100% (1)
Fraud Fighters Manual by Unit 21
168 pages
Chief Justice O'Donnell
No ratings yet
Chief Justice O'Donnell
58 pages
Miami Police Corruption Case
No ratings yet
Miami Police Corruption Case
9 pages
List of Commemorative Days
No ratings yet
List of Commemorative Days
7 pages
Account Statement 13-03-2025T11 43 13
No ratings yet
Account Statement 13-03-2025T11 43 13
2 pages
10th Tamil Unit Test 3 Question Paper With Answer Keys PDF Download
100% (1)
10th Tamil Unit Test 3 Question Paper With Answer Keys PDF Download
6 pages
Kenyan Court Ruling on Army Deployment
No ratings yet
Kenyan Court Ruling on Army Deployment
19 pages
Extra Questions For Class 9 Civics Chapter 3 Electoral Politics - Study Path
100% (3)
Extra Questions For Class 9 Civics Chapter 3 Electoral Politics - Study Path
31 pages
Accounting For Employee Benefits
No ratings yet
Accounting For Employee Benefits
35 pages
Biografi Singkat Ki Hajar Dewantara Dalam Bahasa Inggris Dan Artinya
100% (1)
Biografi Singkat Ki Hajar Dewantara Dalam Bahasa Inggris Dan Artinya
24 pages
Philippine Radio Laws Overview
100% (1)
Philippine Radio Laws Overview
35 pages
90 02 05
No ratings yet
90 02 05
3 pages
Ojen-Unicef Icc Mock Hearing Mabo
No ratings yet
Ojen-Unicef Icc Mock Hearing Mabo
34 pages

Block 1

Uploaded by

Block 1

Uploaded by

BPAC-105

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

COURSE PREPARATION TEAM

BLOCK 1 PERSONNEL ADMINISTRATION

BLOCK 2 CIVIL SERVICES IN INDIA

BLOCK 3 PERSONNEL MANAGEMENT POLICY & PRACTICES

BLOCK 4 EMPLOYER-EMPLOYEE RELATIONS

Suggested Readings 239

1.2 CONCEPT OF PERSONNEL ADMINISTRATION

1.2.1 Meaning of Personnel Administration

1.2.2 Nature of Personnel Administration

1.4 SCOPE OF PERSONNEL ADMINISTRATION

1.5 NEED FOR REFORMS IN PERSONNEL

1.9 ANSWERS TO CHECK YOUR PROGRESS

2.2 FUNCTIONS OF PERSONNEL

2.2.3 Salary Structuring

2.2.4 Employees’ Welfare

2.3 SIGNIFICANCE OF PERSONNEL

2.4.2 Types of Classification

2.8 ANSWERS TO CHECK YOUR PROGRESS

3.2 MEANING OF PUBLIC SERVICES

3.3 RELATIONSHIP BETWEEN THE

3.4 SCOPE OF PUBLIC SERVICES

3.4.1 Transition from ‘Traditional’ to ‘Modern’ State

3.4.2 Growth in the Functions of Public Services

3.5 ROLE OF CIVIL SERVICES

3.6 CHANGING COMPLEXION OF PUBLIC

3.10 ANSWERS TO CHECK YOUR PROGRESS

2) Your answer should include the following points:

You might also like