2014 · GS Paper 4 · Q11 · 20 marks
You are a no-nonsense, honest officer. You have been transferred to a remote district to head a department that is notorious for its inefficiency and callousness. You find that the main cause of the poor state of affairs is the indiscipline of a section of employees. They do not work themselves and also disrupt the working of others. You first warned the troublemakers to mend their ways or else face disciplinary action. When the warning had little effect, you issued a show cause notice to the ringleaders. As a retaliatory measure, these troublemakers instigated a woman employee amongst them to file a complaint of sexual harassment against you with the Women's Commission. The Commission promptly seeks your explanation. The matter is also publicized in the media to embarrass you further. Some of the options to handle this situation could be as follows: (i) Give your explanation to the Commission and go soft on the disciplinary action. (ii) Ignore the Commission and proceed firmly with the disciplinary action. (iii) Brief your higher-ups, seek directions from them and act accordingly. Suggest any other possible option(s). Evaluate all of them and suggest the best course of action, giving your reasons for it.
In short
The best course is twin-track due process: cooperate fully with the Women's Commission and an Internal Committee inquiry while continuing documented, rule-bound disciplinary action against the ringleaders. This reconciles Administrative Discipline with Gender Justice, honouring the POSH Act, 2013, which grew out of Vishaka v State of Rajasthan (1997).
Model answer
Ghissu Editorial · Verified 4 Oct 2026 · 301 words
(i) CAPITULATE [Compromised-Hybrid]
Going soft buys a truce but is Moral Myopia that rewards blackmail.
(ii) CONFRONT [Strict-Legal]
Ignoring the Commission shows resolve but disrespects a statutory body and looks like guilt.
(iii) EVADE [Procedural-Evasive]
Acting only on superiors' directions is Conscience Laundering through Hierarchy.
(iv) COMPROMISE [Empathetic-Humanitarian]
A transfer lowers tension but is Moral Escapism that leaves the department captured.
(v) RECONCILE ✓ [Balanced]
Cooperate with the Commission, continue discipline by the rules, inform superiors in writing (recommended).
Full reply
Give the Commission a factual reply with the dated notices and seek an inquiry by the competent committee under the POSH Act, 2013, rooted in Vishaka (1997) [case].
No retaliation
Avoid contact with the complainant, recuse from her matters and leave the inquiry to the committee, which Medha Kotwal Lele (2012) [case] made the inquiry authority.
Discipline on record
Proceed against the ringleaders on documented charges and brief superiors in writing, per the 2nd ARC [committee/report].
This model answer is indicative and the model can make mistakes; please verify key facts independently.
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This chapter in the exam
District and Local Administration Dilemmas7 questions
Asked in 6 of 14 sittings since 2013
- 2026Seema is a senior bureaucrat with a reputation of honesty and professional efficiency. She has recently been posted as the District Collector (DC) to Surinder Nagar, where a large industrial area is being established. The new industrial area had caused many farmers to submit applications for change of land use (CLU) to convert their farmlands into residential areas. There is an unusually large backlog of these applications awaiting processing. Seema noticed that some applications had been approved selectively with no visible chronological pattern. The case files showed a few complaints of some approvals being subject to receipt of large bribes from the applicants. On further fact-finding, Seema realized that a small group of touts was controlling this illegal activity through some subordinate officials in the Collectorate. This had created a fear in the other employees who were reluctant to process any application. The resultant backlog has been piling up thereby hindering local economic progress and causing public dissatisfaction. Seema was faced with a major moral and administrative challenge of dismantling this corruption network without hampering daily administrative operations. An aggressive internal investigation would result in institutional resistance and, possibly, a backlash from labour unions. Conversely, ignoring this situation would encourage the wrongdoers and unnecessarily continue this avoidable harassment to the populace. (a) What are the ethical issues involved in this case? (b) Discuss the options open to Seema. Identify the recommended option and justify it.
- 2025Mahatma Gandhi National Rural Employment Guarantee Program, MGNREGA was earlier known as National Rural Employment Scheme, NREGA. It is an Indian Social Welfare Program that aimed at fulfilling the 'Right to Work' provisions made in the Constitution. MGNREGA was launched in 2006 under Rural Employment Sector by the Ministry of Rural Development. Main objective of the program is to give legal guarantee of wage employment to the adult members of rural households who are willing to do unskilled manual labour work subject to a maximum of 100 days per year for every household. Every rural household has the right to register under the scheme, job card is issued to the registered, Job Card holder can seek employment; State Government shall pay 25% of minimum wage for the first 30 days as compensatory daily unemployment allowance to the families and of wage for remaining period of the year. MGNREGA work was undertaken by various Gram Panchayats. You have been appointed as an Administrator Incharge of the District. You have been given the responsibility of monitoring MGNREGA work undertaken by various Gram Panchayats. You are also given the authority to give technical sanctions to all MGNREGA works. In one of the Panchayats in your jurisdiction, you notice that your predecessor has mismanaged the Program in terms of: (i) Money not disbursed to actual job-seekers. (ii) Muster Rolls of the Labourers not properly maintained. (iii) Mismatch between the work done and payments made. (iv) Payments made to fictitious persons. (v) Job Cards were given without looking into the need of person. (vi) Mismanagement of funds and to the extent of siphoning of funds. (vii) Approved works that never existed. (a) What is your reaction to the above situation and how do you restore the proper functioning of MGNREGA Program in this regard? (b) What actions would you initiate to solve the various issues listed above? (c) How would you deal with the above situation?
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Question from the official UPSC Civil Services (Main) Examination 2014 paper. Answer written by Ghissu's engine and checked against our editorial standards. Found an error? Tell us and we correct it within 48 hours.