Lateral Entry into Government: A Recurring Theme in Administrative Reforms

Abstract

The question of inducting fresh talent into government has been a subject of perennial debate. Several Committees and Commissions in post-Independence India have addressed this issue and suggested steps to attract talent from outside the government. The question of providing lateral entry and inter-service mobility is closely intertwined with whether there is a need to specialise, and, if so, at what stage in a civil servant’s career. An analysis of various Commission Reports provides useful insights into this issue. The article examines the suggestions made by various Commissions and their ramifications for Indian Administration. It explores the implications of lateral entry into the civil services and its impact on the administration.

Keywords

Lateral entry revolving door domain specialisation attracting outside-talent and inter-service mobility

Get full access to this article

View all access options for this article.

References

Bhattacharya

(2019). Lateral entry into higher bureaucracy: Concerns and implications. The Indian Journal of Public Administration, 65(2), 509–514.

Deshmukh

C. D.

(1968). Report of the study team on machinery of the Government of India and its procedures of work. Administrative Reforms Commission, Government of India.

Government of India. (1965–1966). Estimates committee 93rd report. Third Lok Sabha.

Government of India. (2008a). Report of the sixth pay commission. Ministry of Finance. https://pensionersportal.gov.in/sixthcpc/paycommissionreport.pdf

Government of India. (2008b, November). Refurbishing of personnel administration: Scaling new heights, second administrative reforms commission, tenth report. Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances & Pensions.

Hanumanthaiya

(1969). Report on personnel administration. Administrative Reforms Commission, Government of India.

IIPA. (2022). 15-Day Induction Programme for Lateral Entrants (2.0) in Government of India at the Level of Joint Secretaries/Directors/Deputy Secretaries (pp. 1–17). 21 March–5 April 2022.

Nagarkatti

K. N.

(1967). Report of the study team on promotion policies, conduct rules, discipline and morale. Administrative Reforms Commission, Government of India.

Nath

(2003). Report of the group constituted to review the system of performance appraisal, promotion, empanelment and placement for the ‘AIS’ and other group ‘A’ services. Department of Administrative Reforms, Government of India.

10.

Pai Panandikar

V. A.

(1972). Policy and decision—Making in government. Economic and Political Weekly, 7(22). https://www.epw.in/administration

11.

Patil

R. K.

(1967). Report of the study team on personnel planning, staffing of public sector undertakings and personnel management. Administrative Reforms Commission, Government of India.

12.

Raghavulu

C. V.

(1999). Administrative reforms in the context of new economic policy. In Sahni

, Dhameja

, & Medury

(Eds.), Public administration: Emerging perspectives (pp. 57–65). Gyan Publishing House.

13.

Simon

(1976). Administrative behaviour: A study of decision-making processes in administrative organization. John Wiley.

14.

Singh

(1997). Training for higher echelons of administration: Prospects and challenges. IJPA, XL111(3), 621–631.

15.

Singh

(2000). Concurrent evaluation of Million Wells Scheme in Rajasthan. Indian Institute of Public Administration.

16.

Singh

(2007). Civil service reforms-Report of the workshop organized jointly by the Administrative Reforms Commission and The Indian Institute of Public Administration. The Indian Institute of Public Administration.

17.

Supreme Court of India. (2008, August 6). Judgement by Markandey Katju, J. on Rajbir Singh Dalal Vs Chaudhari Devi Lal University. https://indiankanoon.org/doc/1268797/

18.

Tripathi

S. N.

, & Alok

V. N.

(2019). Induction programme for lateral entrants in Government of India at the level of joint secretaries: A report (pp. 1–48).