Topic: Public/Civil service values and Ethics in Public administration: Status and problems; ethical concerns and dilemmas in government and private institutions; laws, rules, regulations and conscience as sources of ethical guidance; accountability and ethical governance; strengthening of ethical and moral values in governance; ethical issues in international relations and funding; corporate governance.
6. Efficiency of bureaucratic performance in the country can be promoted through high-powered financial incentives. Analyse the statement with suitable examples. (250 words)
Reference: Live Mint
Why the question:
The article talks about giving financial incentives to ensure better efficiency in Bureaucracy.
Key Demand of the question:
Analyse in what way the efficiency of bureaucratic performance in the country can be promoted through high-powered financial incentives.
Directive:
Analyze – When asked to analyse, you have to examine methodically the structure or nature of the topic by separating it into component parts and present them as a whole in a summary.
Structure of the answer:
Introduction:
Start with the definition of Bureaucratic performance.
Body:
The answer body must have the following aspects covered:
Explain in what way promoting bureaucratic performance through high-powered financial incentives can bring efficiency; In contrast to monitoring or control-based measures, these have the potential to reduce corruption without increasing procedural complexity and processing frictions. Targets and performance measures can be changed as per the changing needs of the public/state. The incentives can also be tweaked and fine- tuned over time. For example, a bureaucrat in a more visible function may be more risk-averse (due to the higher cost of visible failures) than one in a less visible role. Financial incentives allow for heterogeneous risk preferences and targets. Various functions and departments can have incentives designed especially for their performance objectives.
Conclusion:
Conclude with way ahead.
