Rajesh is a Group A officer with nine years of service. He is posted as Administrative Officer in an Oil Public Sector undertaking. As an Administrative Officer he is responsible for managing and coordinating various administrative tasks to ensure smooth functioning of office. He also manages office supplies, equipment etc.
Rajesh is now sufficient senior and is expecting his next promotion in JAG (Junior Administrative Grade) in the next one or two years. He knows that promotion is based on examination of ACRs/Performance Appraisal of last few years (5 years or so) of an officer by a DPC (Departmental Promotion Committee) and an officer lacking requisite grading of ACRs may not be found fit for promotion. Consequences of losing promotion may entail financial and reputational loss and set-back for career progression. Though he also puts his best efforts in official discharge of his duties, yet he is unsure of assessment by his superior officer. He is now putting extra efforts so that he gets thumping report at the end of financial year.
As Administrative Officer, Rajesh is regularly interacting with his immediate boss, who is his reporting officer for writing his ACR. One day he calls Rajesh and wants him to buy computer-related stationery on priority from a particular vendor. Rajesh instructs his office to initiate action for procuring these items. During the day, the dealing Assistant brings an estimate of Rupees Thirty Five Lakhs covering all stationery items from the same vendor. It is noticed that as per delegated financial powers, as provided in the GFR (General Financial Rules) as applicable in that Organisation, expenditure for office items exceeding Rupees Thirty Lakhs requires sanction of the next higher authority (boss in the present case). Rajesh knows that immediate superior would suspend all these purchases should he delve at his level, and may not appreciate such lack of initiative on his part. During discussions with office, he learns that common practice of splitting of expenditure (where large order is divided into a series of smaller ones) is followed to avoid obtaining sanction from higher authority. This practice is against the rules and may come to the adverse notice of Audit.
Rajesh is perturbed. He is unsure of taking decision in the matter.
(a) What are the options available with Rajesh in the above situation?
(b) What are the ethical issues involved in this case?
(c) Which would be the most appropriate option for Rajesh and why?
Rajesh is a Group A officer with nine years of service. He is posted as Administrative Officer in an Oil Public Sector undertaking. As an Administrative Officer he is responsible for managing and coordinating various administrative tasks to ensure smooth functioning of office. He also manages office supplies, equipment etc.
Rajesh is now sufficient senior and is expecting his next promotion in JAG (Junior Administrative Grade) in the next one or two years. He knows that promotion is based on examination of ACRs/Performance Appraisal of last few years (5 years or so) of an officer by a DPC (Departmental Promotion Committee) and an officer lacking requisite grading of ACRs may not be found fit for promotion. Consequences of losing promotion may entail financial and reputational loss and set-back for career progression. Though he also puts his best efforts in official discharge of his duties, yet he is unsure of assessment by his superior officer. He is now putting extra efforts so that he gets thumping report at the end of financial year.
As Administrative Officer, Rajesh is regularly interacting with his immediate boss, who is his reporting officer for writing his ACR. One day he calls Rajesh and wants him to buy computer-related stationery on priority from a particular vendor. Rajesh instructs his office to initiate action for procuring these items. During the day, the dealing Assistant brings an estimate of Rupees Thirty Five Lakhs covering all stationery items from the same vendor. It is noticed that as per delegated financial powers, as provided in the GFR (General Financial Rules) as applicable in that Organisation, expenditure for office items exceeding Rupees Thirty Lakhs requires sanction of the next higher authority (boss in the present case). Rajesh knows that immediate superior would suspend all these purchases should he delve at his level, and may not appreciate such lack of initiative on his part. During discussions with office, he learns that common practice of splitting of expenditure (where large order is divided into a series of smaller ones) is followed to avoid obtaining sanction from higher authority. This practice is against the rules and may come to the adverse notice of Audit.
Rajesh is perturbed. He is unsure of taking decision in the matter.
(a) What are the options available with Rajesh in the above situation?
(b) What are the ethical issues involved in this case?
(c) Which would be the most appropriate option for Rajesh and why?
The case presents a classic administrative dilemma where Rajesh faces conflict between career aspirations and procedural compliance. The splitting of expenditure practice violates GFR provisions while his superior expects swift procurement action, creating pressure on his upcoming ACR assessment and JAG promotion.
Stakeholders
Stakeholders in the case
(a) Options Available with Rajesh
Option 1: Follow splitting practice as suggested by office staff
| Pros | Cons |
|---|---|
| Maintains superior's satisfaction for ACR | Violates GFR and financial propriety |
| Ensures quick procurement without delays | Risk of audit objection and disciplinary action |
| Follows established office practice | Sets wrong precedent for subordinates |
| Shows lack of Integrity on Part of Rajesh |
Option 2: Seek proper sanction from higher authority despite superior's reluctance
| Pros | Cons |
|---|---|
| Maintains procedural compliance and integrity | May displease immediate superior affecting ACR |
| Protects from audit objections | Could be perceived as lack of initiative |
| Upholds financial discipline | Potential delay in procurement process |
Option 3: Refuse procurement citing procedural constraints
| Pros | Cons |
|---|---|
| Complete adherence to rules | Severe impact on superior relationship |
| No personal liability in audit | Career progression severely affected |
| Maintains ethical standards | Office work gets hampered |
(b) Ethical Issues Involved
- Integrity vs Career Advancement: Compromising procedural compliance for personal promotion prospects.
- Public Resource Misuse: Circumventing financial controls designed to prevent irregularities.
- Professional Duty vs Personal Loyalty: Balancing organizational rules with superior's expectations.
- Transparency vs Convenience: Avoiding proper scrutiny mechanisms through rule manipulation.
- Accountability Erosion: Perpetuating corrupt practices that undermine governance systems.
- Conflict of Interest: Personal career considerations influencing official decision-making.
(c) Most Appropriate Option
Option 2 represents the most balanced approach combining ethical governance with practical wisdom.
Justification:
- Constitutional Duty: Article 311 protects civil servants acting in good faith within rules.
- Professional Ethics: Upholds conduct rules and financial propriety as mandated for government servants.
- Strategic Communication: Rajesh should explain GFR requirements to superior, demonstrating procedural knowledge.
- Documentation: Proper file noting protects against future audit queries and establishes transparency.
- Long-term Perspective: Integrity builds sustainable career growth over short-term appeasement.
A civil servant's true strength lies not in blind compliance but in principled courage that balances organizational interests with procedural integrity. Ethics is knowing the difference between what you have a right to do and what is right to do - this wisdom guides sustainable administrative excellence.
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