170

Central Services Group 'A'

Introduction 3.3.1 Group A civil posts in the Central Government can bebroadly categorized into two, viz., those encadred in the OrganizedGroup A Central Services and posts in Group A that are not part ofany Organized Group A Service, which are classified as GeneralCivil Service (GCS) Group A. While the Organized Civil Servicesare governed by their respective Service Rules, each GCS Group Apost has its own individual recruitment rules which, inter alia,stipulate mode and method of recruitment, etc. Apart from theOrganized Services and GCS Group A posts, posts of the level ofDeputy Secretary and above in the Central Secretariat are filled upthrough the Central Staffing Scheme managed by Department ofPersonnel & Training (DOPT). The posts under Central StaffingScheme do not have recruitment rules and are filled up inaccordance with the provisions of the said Scheme. 3.3.2 While the three All-India Services, namely, the IndianAdministrative Service, Indian Police Service and Indian ForestService are common to the Centre and the States, the manpower forperforming the functions of the Central Government at Group Alevel is mainly provided by Organized Central Services and theseServices account for the bulk of the Group A posts under theCentral Government. They are broadly classified into (I) Non-Technical Services, (II) Technical Services (which includeengineering services), (III) Health Services and (IV) Other Services(which include the scientific services). The non-technical servicesare meant to administer non-technical areas of administration atthe Centre like audit, income-tax, posts and railways. The technicalservices perform specialized functions on the technical side of theCentral Government in departments like the CPWD. 3.3.3 In this chapter, Organized Group A Central Services are being taken up. Evolution, Growth & Structure 3.3.4 An Organized Group A Central Service represents a groupof posts belonging to a distinct functional area arranged in ahierarchical order and pyramidal manner representing different

Chapter 3.3

<img class='absimg' src='http://html.scribd.com/fm0bc6twon7p0ao/images/1796fdaa0f44d/000.jpg' style='left: 7.44em; clip: rect(0.07em 38.32em 0.19em 0.07em); height: 0.25em; top: 64.32em; width: 38.38em;'/>
171
grades or levels of responsibility. These responsibilities increasewith each senior level. At the time of the Second Central PayCommission (CPC) in 1957, there were 6 Group A non-technicalServices (then called Class I Services). By the time of the Fifth CPC,there were 62 Group A Services. Over the years, more of theseServices were organized to manage and run a particular Branch ofthe Government, or a Department, which in many cases was anoperative role. As a result, the officers belonging to these Servicesdevelop domain expertise in their particular Branch. At the sametime, as officers of these Services grow in their cadres, they have toshoulder higher responsibilities relating to both policy formulationand general administration. Consequently, Organized CentralServices have a very good talent pool, which has both theexperience of general administration/policy formulation andextensive knowledge of their area(s) of specialization.

3.3.5 Consequent to the implementation of the Fifth CPCsrecommendations, following standard grades are prevalent in mostof the Organized Group A Services:

Junior Time Scale (JTS): Rs.8000-13500

Senior Time Scale (STS): Rs.10000-15200

Junior Administrative Grade (JAG): Rs.12000-16500

Non-Functional Selection Grade (NFSG): Rs.14300-18300

Senior Administrative Grade (SAG): Rs.18400-22400

Higher Administrative Grade (HAG): Rs.22400-24500

Higher Administrative Grade-I (HAG I): Rs.24050-26000 Most Services have the highest level post equivalent to the Secretarys grade Developments in last 10 years 3.3.6 Till the time of the Fifth CPC, most Organized CentralServices did not have an encadred Secretary level, or equivalentpost. However, the Fifth CPC recommended that each Serviceshould have one encadred post in the scale of Rs.26000 (fixed).Barring a few, this recommendation of the Fifth CPC has beenimplemented in most of the Services. In 2000, the Governmentimplemented the Fifth CPCs Recommendation and increased thepercentage of Non-Functional Selection Grade (NFSG) posts from15% to 30% of Senior Duty Posts. Simultaneously, for theTechnical Services, the scale of Rs.14300-18300 was made thefunctional grade of Superintending Engineer (and equivalent) andthe scale of Rs.12000-16500 was made Non-Functional JuniorAdministrative Grade (JAG). Both these measures haveconsiderably reduced the time taken by officers of both technicaland non-technical Organized Services in getting the NFSG. TheMinistry of Railways, however, did not implement the

172
recommendation of the Fifth CPC regarding introduction of Non-Functional JAG for its Group A Technical Services on the groundthat it would disturb the relativities between various RailwayServices. 3.3.7 Through the mechanism of Cadre Review, most OrganizedGroup A Services have also got more posts created at SeniorAdministrative Grade (SAG) and Higher Administrative Grade(HAG) levels. In the last ten years, some Organized Group AServices have opted to create additional HAG and SAG level poststhrough the mechanism of comprehensive Cadre Re-structuring. Present Scenario 3.3.8 Inspite of implementation of the recommendations of theFifth CPC and the Cadre Reviews and Restructurings undertakenin the last ten years, most of the Services still have a great degree ofstagnation at SAG and HAG levels. This is so, because the Servicesare organized in pyramidal manner and creation of a large numberposts at senior levels beyond a certain threshold is not possible.Apart from this, promotions in the Central Group A Services arebased strictly on the availability of vacancies; therefore, careerprogression of Officers in a particular cadre greatly depends on themanner in which it is managed on a long-term basis. In otherwords, in a scenario where an officer joins an Organized Service inhis mid-20s and looks forward for at least a 35 year long career, hiscareer progression depends on factors like the size of his batch asalso the size of the batches

immediately preceding his batch, hisage at the time of joining and number of posts in various grades.Also, the ability of the Officers to work on deputation away fromthe parent department is a crucial tool in the management ofcadres in Group A Services. 3.3.9 The Commission has recommended an open method ofselection to the posts in SAG and above that are not encadred inany service. In order to increase the number of such posts, theCommission also recommends that all the Organized Group A Services should consider decadring 20% posts in SAG and aboveso that the Government has the option to select the most suitablepersonnel for some posts from any source. In case this is done,the individual service would be allowed to operate an equalnumber of posts in SAG/HAG on nonfunctional basis inaddition to the already sanctioned SAG/HAG posts. These postsshall be filled up by officers having the minimum serviceprescribed for promotion to such posts. The procedure for suchpromotions shall be same as is being followed presently forpromotions to SAG/HAG, including consultations with theUPSC, wherever required. No other screening shall be requiredwhen the officers thus promoted to the SAG are adjusted againstregular vacancies based on their seniority. Promotions to the

173 This will not only ensure that the

3.3.11 Insofar as the general demands are concerned, following demands were made :(i) (ii) (iii) (iv) Ensuring an even progression for various Group A and All India Services. (v)
This issue has been

examined in detail in this Reports Chapter 3.2 on the All India Services. Insofar as the issue of equal career progression is concerned, the promotion of IAS officers in various State cadres

Government of India
Download this Document for FreePrintMobileCollectionsReport Document This is a private document.

Info and Rating

Follow valenzuelac

Sections
show all prev | next

Philosophy & the guiding principles General Recommendations on Pay Structure & Fixation Pay scales of Defence Forces Personnel Lateral movement of Defence Forces personnel All India Services Central Services Group 'A' Engineering Services Scientific Services Medical and Para Medical Services

Share & Embed

Related Documents

PreviousNext 1.

p.

p.

p.

2.

p.

p.

p.

3.

p.

p.

p.

4.

p.

p.

p.

5.

p.

p.

p.

6.

p.

p.

p.

7.

p.

p.

Recent Readcasters

Add a Comment

Submit Characters: 400 Send me the Scribd Newsletter, and occasional account related communications. Discover and connect with people of similar interests. Publish your documents quickly and easily. Share your reading interests on Scribd and social sites. Email address:

Submit Upload a Document

Search Documents

Follow Us! scribd.com/scribd twitter.com/scribd facebook.com/scribd About Press Blog Partners Scribd 101 Web Stuff

Scribd Store Support FAQ Developers / API Jobs Terms Copyright Privacy

Copyright 2011 Scribd Inc. Language: English scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. <a href="http://www.quantcast.com/p-13DPpb-yg8ofc" target="_blank"><img src="http://pixel.quantserve.com/pixel/p-13DPpb-yg8ofc.gif" style="display: none;" border="0" height="1" width="1" alt="Quantcast"/></a> <img src="http://b.scorecardresearch.com/p?c1=2&c2=9304646&cv=2.0&cj=1" />