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 plomotion 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 inunediate superior would expect all these purchases should be done 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? (Answer in 250 words) 20

10. 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 plomotion 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 inunediate superior would expect all these purchases should be done 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? (Answer in 250 words) 20

(a) Options Available to Rajesh

1. Follow his superior’s directive strictly, even if it means bypassing financial rules.
2. Split the expenditure into smaller orders to avoid seeking higher sanction, following common practice.
3. Adhere to rules strictly, seeking higher authority’s approval for the full order, explaining the financial threshold.
4. Negotiate alternative solutions with his superior, balancing compliance with initiative.

 

(b) Ethical Issues Involved

1. Conflict between duty and personal interest: Rajesh wants to secure a good ACR report for career progression but must ensure compliance with rules.
2. Rule of law vs hierarchical pressure: Delegated financial rules (GFR) conflict with superior’s expectation of immediate action.
3. Integrity vs expediency: Splitting orders may expedite procurement but is unethical and illegal, risking audit objections.
4. Professional accountability: Ensuring transparent, fair, and compliant procurement while maintaining initiative and efficiency.

 

(c) Most Appropriate Option

The most ethical and professionally sound choice is Option 3: adhere to rules strictly, seek higher authority’s approval for the full order, and inform his superior about the procedural requirements. This approach:

• Upholds legal and procedural integrity (deontological ethics).
• Protects Rajesh and the organization from audit objections, corruption allegations, and reputational risks.
• Demonstrates responsible initiative by proposing a compliant solution rather than blindly following expedient practices.
• Balances professional duty and personal ethics, showing that career progression should not come at the cost of ethical compromise.

By communicating clearly and professionally with his superior, Rajesh can maintain trust, demonstrate competence, and safeguard both public interest and personal integrity, setting an example of ethical administrative conduct.