2019 · GS Paper 4 · Q9 · 20 marks
An apparel manufacturing company having large number of women employees was losing sales due to various factors. The company hired a reputed marketing executive, who increased the volume of sales within a short span of time. However, some unconfirmed reports came up regarding his indulgence in sexual harassment at the work place. After sometime, a woman employee lodged a formal complaint to the management against the marketing executive about sexually harassing her. Faced with the company's indifference in not taking cognizance of her grievance, she lodged an FIR with the Police. Realizing the sensitivity and gravity of the situation, the company called the woman employee to negotiate. In that she was offered a hefty sum of money to withdraw the complaint and the FIR and also give in writing that the marketing executive is not involved in the case. Identify the ethical issues involved in this case. What options are available to the woman employee?
In short
The case raises profit over dignity, institutional indifference, hush money and denial of due process, and the woman should refuse the offer, keep her FIR and use her POSH remedies. Section 15 of the POSH Act lets the complaints committee award her lawful compensation instead of hush money.
Model answer
Ghissu Editorial · Verified 4 Oct 2026 · 270 words
Profit over dignity
A Halo Effect let a star performer's sales outweigh the safety of a largely female workforce.
Institutional indifference
Ignoring the complaint breaches POSH Act, 2013 duties rooted in Vishaka (1997) [case].
Hush money
Paying her to withdraw the FIR and certify his innocence buys silence and manufactures false evidence.
Due process
The executive still deserves a fair inquiry, which the cover-up denies to both.
(i) CAPITULATE [Compromised-Hybrid]
Taking the money brings relief but means signing a falsehood.
(ii) CONFRONT [Strict-Legal]
Pursuing only the criminal case brings penal accountability but a slow trial and no workplace relief.
(iii) EVADE [Procedural-Evasive]
Resigning quietly is Moral Escapism that costs her income.
(iv) COMPROMISE [Empathetic-Humanitarian]
A quiet transfer and apology leave no accountability.
(v) RECONCILE ✓ [Balanced]
Refuse, keep the FIR and use POSH remedies (recommended).
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This chapter in the exam
Harassment and Dignity at Work4 questions
Asked in 4 of 14 sittings since 2013
- 2023You have just been appointed as Additional Director General of Central Public Works Department. The Chief Architect of your division, who is to retire in six months, is passionately working on a very important project, the successful completion of which would earn him a lasting reputation for the rest of his life. A new lady architect, Seema, trained at Manchester School of Architecture, UK joined as Senior Architect in your division. During the briefing about the project, Seema made some suggestions which would not only add value to the project, but would also reduce completion time. This has made the Chief Architect insecure and he is constantly worried that all the credit will go to her. Subsequently, he adopted a passive and aggressive behaviour towards her and has become disrespectful to her. Seema felt it embarrassing as the Chief Architect left no chance of humiliating her. He would very often correct her in front of other colleagues and raise his voice while speaking to her. This continuous harassment has resulted in her losing confidence and self-esteem. She felt perpetually tensed, anxious and stressed. She appeared to be in awe of him since he has had a long tenure in the office and has vast experience in the area of her work. You are aware of her outstanding academic credentials and career record in her previous organisations. However, you fear that this harassment may result in compromising her much needed contribution in this important project and may adversely impact her emotional well-being. You have also come to know from her peers that she is contemplating tendering her resignation. (a) What are the ethical issues involved in the above case? (b) What are the options available to you in order to complete the project as well as to retain Seema in the organization? (c) What would be your response to Seema's predicament? What measures would you institute to prevent such occurrences from happening in your organization?
- 2021Pawan is working as an officer in the State Government for the last ten years. As a part of routine transfer, he was posted to another department. He joined in a new office along with five other colleagues. The head of the office was a senior officer conversant with the functioning of the office. As a part of general inquiry, Pawan gathered that his senior officer carries the reputation of being difficult and insensitive person having his own disturbed family life. Initially, all seem to go well. However, after some time Pawan felt that the senior officer was belittling him and at times unreasonable. Whatever suggestions given or views expressed by Pawan in the meetings were summarily rejected and the senior officer would express displeasure in the presence of others. It became a pattern of boss's style of functioning to show him in bad light highlighting his shortcomings and humiliating publicly. It became apparent that though there are no serious work-related problems/shortcomings, the senior officer was always on one pretext or the other and would scold and shout at him. The continuous harassment and public criticism of Pawan resulted in loss of confidence, self-esteem and equanimity. Pawan realized that his relations with his senior officer are becoming more toxic and due to this, he felt perpetually tensed, anxious and stressed. His mind was occupied with negativity and caused him mental torture, anguish and agony. Eventually, it badly affected his personal and family life. He was no longer joyous, happy and contented even at home. Rather without any reason he would lose his temper with his wife and other family members. The family environment was no longer pleasant and congenial. His wife who was always supportive to him also became a victim of his negativity and hostile behaviour. Due to harassment and humiliation suffered by him in the office, comfort and happiness virtually vanished from his life. Thus it damaged his physical and mental health. (a) What are the options available with Pawan to cope up with the situation? (b) What approach Pawan should adopt for bringing peace, tranquillity and congenial environment in the office and home? (c) As an outsider, what are your suggestions for both boss and subordinate to overcome this situation and for improving the work performance, mental and emotional hygiene? (d) In the above scenario, what type of training would you suggest for officers at various levels in the government offices?
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Question from the official UPSC Civil Services (Main) Examination 2019 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.