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SD2512
SRIJAN MAINS DAILY TEST - 12
1. Examine the role of probity in public infrastructure delivery with reference to recent failures in
project oversight and execution. How can ethical safeguards improve developmental outcomes?
Core Demand of the Question
• Explain how probity influences the planning, execution, and oversight of public infrastructure
delivery.
• Explain Consequences of Avoiding Probity in Public Infrastructure Delivery
• Explain how ethical safeguards can strengthen developmental processes and outcomes.

Answer:
Probity is the moral compass of public administration. It ensures that power is exercised with integrity,
not discretion. In infrastructure delivery, probity transforms concrete and steel into symbols of trust,
transparency, and ethical governance.

Role of Probity in Infrastructure Delivery

• Contracting Integrity: Probity ensures impartiality in procurement processes by reducing rent-
seeking and political interference.
Eg: The Bihar Aguwani-Sultanganj bridge collapse (2023) was attributed to repeated design flaws
and use of substandard materials, showing compromised integrity in the bidding and construction
process.
• Execution Accountability: Regular oversight mechanisms like third-party inspections and digital
monitoring improve ethical compliance.
Eg: The Dwarka Expressway audit by CAG flagged unjustified cost escalations, reflecting lapses
in execution and monitoring standards.
• Public Interest Focus: Ethical administration aligns projects with community needs instead of
electoral optics.
• Rule of Law: Adherence to legal standards prevents regulatory violations and ensures equitable
project implementation.
Eg. The demolition of unauthorised road projects near Kaziranga National Park (Assam) due to
environmental law violations illustrates the cost of ignoring lawful procedures.

While probity ensures integrity in infrastructure delivery, its absence leads to systemic failures, making
it vital to assess the consequences of its neglect.

Consequences of Avoiding Probity in Public Infrastructure Delivery

• Delayed and Substandard Infrastructure: When probity is ignored, project delays and poor-quality
work become common. Compromising on quality for financial gain can result in unsafe
infrastructure, reducing its utility and lifespan.
Eg: Morbi Bridge Collapse (Gujarat, 2022) leading to death of about 130 people.
• Fiscal Mismanagement: Poor auditing, absence of third-party checks, and delayed inspections enable
technical neglect and safety violations in infrastructure projects.
• Deterioration of Ethical Standards: Avoiding probity sets a negative precedent, encouraging others
in the administration to adopt similar corrupt practices.
Eg: The Vyapam scam in Madhya Pradesh exemplified how corruption in one sector spreads to
others, severely damaging the integrity of public administration.
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Ethizal Safeguards to Improve Development Outcomes

• Transparency Mechanisms: Open-access information deters fund diversion and delays.
Eg. Rajasthan’s Jan Soochna Portal enables real-time monitoring of road works, ration shops, and
NREGA assets, empowering citizens to detect malpractices.
• Citizen Accountability: Bottom-up feedback through audits and complaints strengthens integrity.
• Leadership Values: Ethical leadership ensures delivery rooted in service and not just compliance.
• Moral Training: Sensitization of civil servants enhances internalization of values like fairness and
empathy.
Eg: LBSNAA includes ethical dilemma simulations in its training module to reinforce real-life
application of values.

Probity acts as the moral compass for infrastructure governance, ensuring that state action upholds justice,
equity, and trust. Ethical safeguards not only improve quality and efficiency but also humanize the
development process. Public infrastructure must not merely be built, but it must be built right.

2. Codes of conduct provide boundaries, while codes of ethics inspire purpose. In the context of public
service, analyse how both can be harmonised to enhance institutional integrity.
Core Demand of the Question
• Explain how harmonising both can promote institutional integrity.
• Challenges faced while harmonizing them.

Answer:
In public service, codes of conduct set enforceable behavioural limits, ensuring compliance, while codes
of ethics offer value-based guidance for complex situations. Together, they balance legality with
morality, guiding behaviour with discipline and a sense of purpose. Harmonising both fosters
institutional integrity rooted in accountability and public trust.

Harmonising Code of Conduct and Code of Ethics for Institutional Integrity :

• Ethical Compliance: Codes of conduct enforce legality while ethics ensures decisions also respect
justice and fairness. Together, they help navigate morally complex situations while staying within
boundaries.
Eg. Kiran Bedi IPS, while following prison regulations as Tihar DGP, introduced meditation and
reform measures rooted in ethical rehabilitation, harmonising rule and value.
• Moral Reinforcement: Personal ethics empower honest adherence to conduct codes, especially under
pressure. Ethical conviction makes legal compliance sustainable and fearless.
• Discretion with Purpose: In emergencies or policy vacuums, codes of ethics help exercise discretion
in line with public interest, without bypassing procedural integrity.
Eg. Prasanth Nair, IAS, used social media to mobilise flood relief in Kerala (2018), blending
initiative with transparency, going beyond rigid SOPs.
• Integrity Culture: Rules create structure while ethics nurture an organisational climate where honesty
is not penalised but respected.
• Transparent Leadership: A synergy of conduct rules like mandatory disclosures and ethical
conviction fosters proactive, honest communication with the public, enhancing trust.
Eg: E. Sreedharan upheld procedural integrity in Delhi Metro while ethically ensuring transparency
and cost-effectiveness, earning credibility and public confidence
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Challenges in Harmonising Code of Conduct and Code of Ethics for Institutional Integrity
• Structural Incompatibility: Rigid rules restrict ethical flexibility, creating conflict when morally
right actions don’t align with procedural norms.
• Uneven Enforcement and Institutional Gaps: Conduct rules are enforceable, but ethics lacks legal
backing and institutional support, leading to weak ethical implementation.
• Compliance-Centric Culture: Institutions focus more on procedural adherence than on ethical
thinking, discouraging integrity-led decision-making.
• Ambiguity and Ethical Misinterpretation: Ethical principles are open to interpretation, often
causing confusion or misuse under the guise of moral justification.
• Tension between Legality and Legitimacy: Actions that are morally right may appear procedurally
incorrect, discouraging officers from acting in the public interest.

Institutions built solely on rules risk mechanical compliance; those guided solely by values risk
inconsistency. Harmonising codes of conduct with ethics ensures that public service is not only lawful but
also just, resilient, and responsive, enabling civil servants to uphold both procedural propriety and moral
legitimacy.

3. “A good job should not cost a good life.” In light of rising overwork-related health incidents in
private institutions, examine the ethical responsibilities of organisations and the role of public policy
in promoting a humane and balanced work culture.
Core Demand of the Question
• Examine the ethical responsibilities of organisations in preventing overwork-related harm and
promoting employee well-being.
• Explain the role of public policy in institutionalising a humane, dignified, and balanced work culture
through legal safeguards and systemic enforcement.

Introduction:

A Lancet study found that working more than 55 hours a week increases the risk of heart disease by
13%, highlighting the toll of overwork. In this context, the idea that “a good job should not cost a good
life” urges a reflection on the ethical role of organisations and the need for supportive public policy.

Ethical Responsibilities of Organisations :

• Workload Regulation: Organisations must set realistic targets and discourage after-hours pressure to
preserve employee well-being. Treating human time as a limitless resource leads to burnout and silent
suffering.
Eg. Infosys Pune campus restricted facility access and work calls post 7:45 PM to institutionalise
healthy work boundaries.
• Mental Health Support: Firms have a duty to recognise stress and anxiety as occupational hazards.
Integrating psychological support into HR practices strengthens internal integrity.
Eg. TCS launched “TCS Cares,” a 24×7 mental health helpline post-COVID, open to employees
and their families.
• Misplaced Work Recognition Norms: Valuing overwork hours more than qualitative work weakens
workplace ethics. Performance reviews should focus on consistent results, but not on how tired
someone looks.
• Respect for Limits: Workers must be seen as human beings with personal limits, not production
machines. Corporate culture should value rest as much as output.
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Eg: Following multiple “karoshi” (death from overwork) cases in Japan, Toyota introduced
measures such as mandatory two-week annual leave.
• Leadership Modelling: Ethical behaviour from leadership sets the tone for the entire organisation.
CEOs and founders must embody human-centric values in decision-making.
Eg: Ratan Tata, during the 2008 Taj Hotel terror attacks, personally visited injured employees,
ensured compensation and refused layoffs despite losses.

Role of Public Policy

• Work Hour Limits: Laws must define maximum permissible work hours and enforce mandatory rest
periods. Legal backing is essential for equitable work conditions.
Eg. India’s Factories Act, 1948 caps daily work hours at 9 and ensures weekly holidays for all
industrial workers.
• Occupational Health: Public policy must expand its scope to include mental and emotional safety,
not just physical protection.
Eg. The Occupational Safety, Health and Working Conditions Code 2020, mandates employers to
create psychologically safe workplaces.
• Contractual Protections: Policies must ensure gig workers and informal sector employees receive
fair wages, leave, and social security.
Eg. The Social Security Code (2020) extends legal identity and benefits to platform and gig workers,
correcting historic exclusions.
• Right to Disconnect: Modern work intrudes digitally even after hours. Policy must guarantee the right
to mental separation and private time.
Eg. France’s Right to Disconnect Law (2017) requires companies with 50+ workers to limit after-
work hours messaging. India has no parallel yet.
• Compliance Monitoring: Policy without enforcement is hollow. Robust audits and grievance redress
systems ensure ethical codes are not symbolic.

A truly progressive nation cannot accept productivity bought at the cost of peace, dignity, or life. Ethical
organisations and responsive policy must co-create a culture where labour is dignified, rest is respected,
and a good job strengthens, rather than shatters, a good life.

PW OnlyIAS Extra Edge:

Unethical Organisational Practices Undermining a Good Life at Work
• Overwork Normalisation : Cultures that valorize long hours often lead to fatal consequences, as
employees are pushed past humane limits.
• Mental Health Neglect : When companies ignore emotional and psychological distress, they violate
duty of care and contribute to widespread demotivation and burnout.
Eg. Anna Sebastian Perayil, a 26-year-old EY employee, died of cardiac arrest in 2024 after months
of overwork and stress sparked national outrage.
• Discriminatory Appraisals : Bias in performance evaluations , especially penalizing employees for
not being constantly available promotes exclusion and unhealthy work norms.
4. Citizen’s charters often remain symbolic unless embedded in administrative will and ethical
commitment.” Discuss how such tool can strengthen value-based governance.
Core Demand of the Question:
• Explain why many Citizen’s Charters often remain symbolic in public administration .
• Explain how Administrative Will and Ethical Commitment ethical commitment can transform
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Citizen’s Charters into effective tools for value-based and citizen-centric governance.

Answer:

Citizen’s Charter is a formal document that outlines an organisation’s commitment to service standards,
timelines, grievance mechanisms, and expectations from citizens. It act as tools to institutionalise
transparency, accountability, and citizen-centric service delivery. However, their implementation has
often lacked depth, rendering them more symbolic than effective.

Citizen’s Charters Often Remain Symbolic because of :

• Lack of Enforceability: Charters are usually not legally enforceable and offer no penal consequence
for non-performance, making them toothless declarations.
• Absence of Monitoring: Most departments do not monitor performance against charter timelines,
reducing them to static documents.
• Weak Awareness & Ownership: Neither frontline officials nor citizens are fully aware of charter
provisions, making them ineffective as accountability tools.

Hence, unless backed by administrative will and ethical conviction, these charters remain ceremonial.

How Administrative Will and Ethical Commitment can strengthen value based Governance
through Citizen’s Charter

Administrative Will:
• Leadership Commitment : Administrative heads must own and actively implement charter
commitments through systemic alignment.
• Monitoring Mechanisms : Routine audits and dashboards should track delivery against commitments
to make the charter a living instrument.
Eg. Delhi Jal Board t automated dashboards to track water tanker service complaints and meet its
charter deadlines.
• Grievance Redressal : Charters must be paired with robust redress systems, feedback loops, and
escalation protocols.
Eg. The Sevottam Model by the Department of Administrative Reforms and Public Grievances
(DARPG) standardized public feedback mechanisms as part of charter implementation.
• Training & Sensitisation : Officials must be sensitised to citizen-centric values and charter objectives
through formal training.
Eg. LBSNAA incorporates citizen charter case simulations into ethics and governance training
modules.

Ethical Commitment
• Empathy in Service Delivery : Public servants should view timely service as a moral obligation, not
just protocol.
Eg. Dr. Rajendra Bharud, IAS, ensured oxygen plants and ICU beds in tribal Nandurbar during
COVID, anticipating needs with empathy-led planning.
• Transparency as Duty : Sharing information openly and accessibly reflects a moral commitment to
transparency.
Eg. Jan Soochna Portal in Rajasthan, supported by ethical administrators, allows citizens to track
service applications without RTI.
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• Accountability Mindset : Taking service failures personally as ethical lapses fosters a stronger sense
of responsibility and ownership among administrators.
Eg. Dr. Lokesh M, IAS, made 16 Noida staff stand for 20 minutes after an elderly citizen was left
unattended for long , signalling zero tolerance for service delays.
• People-Centric Culture : Fostering an ethical environment that promotes peer role models and
encourages integrity across the system to serve public.

Citizen’s Charters can transform bureaucratic systems into value-driven public service platforms, but only
when enforced with institutional will and infused with moral commitment. They must evolve from
compliance documents to ethical covenants between the state and its citizens, upholding transparency,
timeliness, and trust.

5. Reforms such as Mission Karmayogi aim to align governance with constitutional and ethical values.
Critically evaluate the potential of such initiatives in building an ethical public service.
Core Demand of the Question:
• Examine how reforms seek to embed constitutional and ethical values in governance.
• Critically evaluate their effectiveness.
• identify measures needed to strengthen ethical public service delivery.

Answer:

Reforms such as Mission Karmayogi aim to transform public service by embedding constitutional
morality, ethical values, and citizen-centric competencies into governance. Evaluating their potential helps
assess how far they can build a value-driven, ethical, and performance-oriented public administration.

Reforms and their potential in building an ethical public service

• Mission Karmayogi : Emphasises Values-Based Training via structured training modules that
integrate constitutional values such as justice, equality, and empathy into daily administrative
practices.
Eg. The iGOT platform’s “Samvidhan se Sewa Tak” module connects everyday actions to
Directive Principles and Fundamental Rights, fostering a deeper understanding of ethical
governance.
• All India Services (Conduct) Rules, 2014 Amendment : It promotes Ethical Behaviour in Public
Service by bringing clarity to officers' conduct, enforcing accountability and ethical standards,
specifically addressing ethical concerns in public service.
• Lokpal and Lokayuktas Act, 2013 : It strengthens accountability by institutionalizing mechanisms
for investigating corruption in public services.
Eg. In 2025, Lokpal’s order led CBI to file an FIR in the ₹1.62 crore CONCOR illegal excavation
case.
• Right to Information Act, 2005 : Revolutionised access to public information, promoting
transparency and ensuring accountability in government functioning
Eg. RTI exposed the 2010 Commonwealth Games scam, revealing fund misuse and triggering
investigations into high-level corruption.
Systemic Constraints Undermining Ethical Reforms
• Institutional Resistance : Hierarchical resistance and reluctance at the senior cadre level often
undermine the full-scale implementation of ethical reforms.
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Eg. The Rohini Sindhuri(IAS) - D Roopa (IPS) feud highlights how senior-level conflicts hinder
ethical reforms and institutional accountability in governance.
• Digital Infrastructure Gaps : While digital reforms like Digital India and RTI increase accessibility,
poor infrastructure in rural regions limits their impact.
• Political Interference : Interference in local governance can undermine the autonomy and
effectiveness of reforms aimed at empowering grassroots governance.
Eg. The All India Services (Conduct) Rules, 2014 Amendment mandates political neutrality, but
frequent transfer-posting misuse still undermines officers’ independence..
• Superficial Engagement : While reforms aim to instill ethical values, the lack of continuous
evaluation and practical engagement leads to a superficial understanding of ethics.

Measures Needed to Deepen Ethical Governance

• Strengthening Ethical Appraisals: Integrating ethics-based performance assessments with career
advancements ensures that civil servants are motivated to uphold values.
• Expanding Digital Infrastructure : Investing in digital infrastructure and broadband connectivity
in rural and tribal regions will ensure more inclusive participation in governance.
• Institutionalising Continuous Ethics Training : Ethics training must be continuous and scenario-
based to be effective in shaping decision-making.
Eg. LBSNAA (Lal Bahadur Shastri National Academy of Administration) integrates real-life ethical
dilemmas into training modules, enhancing real-world applicability.
• Strengthening Local Governance : Decentralising powers to local governance bodies and providing
them with financial autonomy will enhance participatory governance.
Eg. Kerala’s Kudumbashree model encourages community-driven decision-making, fostering
local ownership in governance.

While reforms like Mission Karmayogi, RTI, and Digital India represent significant strides toward
ethical governance, their effectiveness depends on institutional commitment, continuous reform
implementation and the strengthening of local institutions. Ethical public service will thrive only when
such reforms are backed by leadership modelling, cultural shifts, and citizen engagement.

6. With the rapid adoption of Artificial Intelligence (AI) tools in the workplace, a reputed digital
services company has implemented an AI-driven automation system across its departments. While
the company claims this move is aimed at improving efficiency and innovation, it has sparked a
silent crisis among employees, particularly those in mid-level data processing and support roles.

Neeraj, a junior data analyst, is one such employee. Despite putting in consistent effort over the
years, he lacks the digital skills to adapt quickly to the AI-integrated workflow. His role has been
partially automated, and he now receives fewer tasks, with whispers of possible downsizing.

On the other hand, Ritika, his peer from the same batch, had proactively learned AI tools and
prompt engineering from free online platforms. She is now leading an AI integration project in the
company and has received a fast-track promotion. While her success is celebrated, it also highlights
a growing digital divide within the workforce.

The HR head, Rajiv, is tasked with navigating this ethical dilemma. While the company wants to
reward initiative and innovation, it also faces growing discontent and anxiety among a section of
employees who feel left behind. A section of senior leadership wants to accelerate layoffs for non-
adapting employees, citing global competitiveness. However, Rajiv believes in inclusive growth and
wants to balance technological progress with ethical responsibility.
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Questions:
1. What ethical challenges does Rajiv face in balancing merit-based growth with fairness and
inclusion in the age of AI?
2. Options Available Before Rajiv:
a) Implement Skilling and Transition Programs for vulnerable employees.
b) Create Dual Career Paths – one for tech-upskilled roles and another for human-intensive
services.
c) Offer Voluntary Exit Packages to those unwilling to adapt and hire new AI-literate talent.
d) Evaluate the merits and demerits of each option.
3. How can Rajiv design a sustainable policy that promotes AI adaptation while ensuring equity in
opportunity?
Core Demand of Question
• Identify key stakeholders involved and their Interests
• Discuss ethical challenges which Rajiv faces in balancing merit-based growth with fairness and
inclusion in the age of AI
• Evaluate the merits and demerits of each option
• Suggest how Rajiv can design a sustainable policy that promotes AI adaptation while ensuring equity
in opportunity

Answer:

AI-driven automation in a digital firm boosts efficiency and rewards upskilling but also deepens job
insecurity and digital inequality. Rajiv, the HR head, must ethically balance innovation with inclusion to
prevent marginalization of loyal employees like Neeraj.

Key Stakeholders and Their Interests

Stakeholder Interests

Ethical leadership, employee welfare, balancing innovation and

Rajiv (HR Head)
inclusion

Neeraj (Junior Analyst) Job security, fairness, opportunity to learn and adapt

Ritika (AI-literate Peer) Recognition for initiative, merit-based promotion, career growth

Senior Leadership Business efficiency, global competitiveness, return on investment

Employees (General) Fairness, skill development support, psychological safety

Company Innovation, brand reputation, productivity, ethical employer branding

Minimizing inequality, promoting equitable access to digital

Society
transformation

1. Ethical Challenges Faced by Rajiv (Regenerated)

• Balancing Distributive Justice with Procedural Fairness: Rajiv must uphold distributive
justice by ensuring fair access to opportunities for all employees.
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Eg: Ritika’s promotion is valid, but Neeraj’s silent marginalization without transition support
risks ethical imbalance.
• Bridging the Algorithmic Opportunity Gap: The digital transformation has unintentionally
created a capability asymmetry, violating the principle of equity.
Eg: While Ritika leveraged free resources online, Neeraj lacked structured support, exposing
systemic gaps.
• Reconciling Paternalistic Duty with Respect for Autonomy: Ethical leadership requires Rajiv
to act as a moral steward by proactively facilitating skilling pathways (soft paternalism) without
undermining employee agency.
Eg: Expecting Neeraj to adapt autonomously without guided training dismisses the HR
department’s ethical obligation to enable informed self-determination.
• Utilitarian Efficiency vs. Kantian Ethics: Prioritizing AI-driven efficiency aligns with
utilitarianism, but it must not override the Kantian imperative to treat every employee as an end
in themselves.
Eg: Accelerated layoffs of mid-level staff for short-term gains risk reducing human capital to
algorithmic replaceability.
• Safeguarding Psychological Contracts and Ethical Climate: Failure to create a transparent,
inclusive transition plan undermines relational trust.
Eg: Neeraj receiving fewer tasks without formal communication fosters anxiety and quiet
disengagement.
• Long-term Organizational Justice over Opportunistic Rationalization: The temptation to
reduce workforce for agility reflects instrumental rationality, but Rajiv must adopt teleological
ethics.

Eg: While layoffs offer immediate cost-cutting, Rajiv's belief in inclusive growth provides a
path toward sustainable, value-driven progress.

2. Evaluation of Options (Ethical Merits and Demerits)

Option (a): Implement Skilling and Transition Programs

Merits Demerits

Upholds ethical inclusion and Demands time, funds, and organizational patience
capability justice by enabling fair with no guaranteed Return On Investment
access to upskilling

Embodies virtue ethics through Risk of symbolic compliance if not backed by

compassion and institutional meaningful career pathways
responsibility

Reinforces psychological safety and Some employees may lack digital readiness or
builds employee loyalty, reducing learning motivation, widening the skill chasm
attrition

Option (b): Create Dual Career Paths (Tech & Human-Centric Roles)

Merits Demerits

Promotes pluralism and fairness by Risks fostering an implicit hierarchy, undermining

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recognizing diverse skill sets beyond digital non-tech roles’ perceived value
expertise

Upholds dignity of labour by validating Inequity in appraisal and pay structures may
emotionally intensive and human-touch demotivate those on non-AI paths
roles

Enhances employee agency and moral Requires high coordination and policy innovation
autonomy through diversified career to prevent silos and stagnation
progression

Option (c): Offer Voluntary Exit Packages to Non-Adapting Staff

Merits Demerits

Honors employee autonomy by allowing Could result in soft coercion, especially among less-
self-determined exits confident or older employees

Promotes organizational agility and Undermines distributive justice for those left behind
aligns with restructuring for digital in the digital transition without support
competitiveness

Creates opportunities for AI-literate Damages team morale and psychological contracts,
talent acquisition, boosting future fostering fear and uncertainty
readiness

Suitable Course of Action

Rajiv should adopt a blended ethical strategy combining Option (a) and Option (b):
• Implement structured skilling & transition programs for vulnerable employees (Option a) to
ensure capability justice.
• Introduce dual career paths (Option b) to uphold pluralism and employee dignity, allowing
both tech and human-centric roles to thrive.
• Defer Option (c) (Voluntary exit) as a last resort, only after equitable upskilling opportunities
have been provided.

This approach balances meritocracy with moral obligation, promotes inclusive innovation, and
sustains organizational harmony.

3. How Rajiv Can Design a Sustainable Policy to Promote AI Adaptation with Equity
• Ethical Skilling Mandate: Position AI-readiness as a universal workplace right, not a privilege.
Launch company-funded digital literacy programs with tailored modules for different learning
levels.
Eg: Similar to how India’s PMKVY democratizes skill access, Neeraj and others can benefit
from structured, accessible upskilling support.
• AI Mentorship Circles: Establish peer-led mentorship where digitally fluent employees like
Ritika coach peers like Neeraj, fostering a culture of ethical collaboration over competition.
Eg: Inspired by Google’s “Googler-to-Googler” learning model, where employees train each
other in tech adoption informally yet effectively.
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• Tech-Neutral Performance Metrics: Revise performance evaluation frameworks to avoid biases

toward AI-specific KPIs. Recognize non-digital contributions like client empathy, crisis
handling, or team coordination.
Eg: While Ritika’s AI contribution is vital, Neeraj’s human-centric insights in data validation
or legacy systems should be equally valued.
• Create a ‘Digital Equity Council’: Form an internal body with representation from all job tiers
and tech proficiencies to advise on equitable AI transition policies.
Eg: Modeled on India’s National Council for Vocational Education & Training, which brings
in multi-stakeholder perspectives to guide inclusive skill policy.
• Emotional Intelligence Training for Managers: Invest in developing empathetic leadership by
training managers to recognize anxiety, burnout, and adaptiveness gaps during transitions.
Eg: As Rajiv observes the stress among Neeraj-like employees, managerial EI becomes critical
in avoiding disengagement or silent exits.
• Periodic Policy Audit Using Equity Metrics: Conduct quarterly reviews using ethical fairness
indicators like upskilling participation rate, internal mobility of non-tech roles, and diversity in
promotions.
Eg: Similar to the World Economic Forum’s “Davos Metrics” on job equity and future-
readiness, Rajiv’s team can ensure transparent progress tracking.

In the age of AI, ethical HR leadership must go beyond efficiency to uphold justice, empathy, and
dignity. As Rajiv crafts his response, he must ensure that the future of work does not become the fear of
work. As Peter Drucker rightly said, “Management is doing things right; leadership is doing the right
things.” Rajiv’s challenge is to lead with both head and heart.

7. In a northern Indian state, widespread protests have erupted as thousands of farmers march toward
the national capital demanding the legalization of Minimum Support Prices (MSP), loan waivers,
and implementation of promises made during earlier agitation settlements. The agitation is gaining
national momentum and media attention, causing road blockades, logistical disruptions, and
political friction.

Rekha, a young and principled Indian Administrative Service (IAS) officer, is posted as the District
Magistrate of a border district, where farmers have camped in large numbers and tensions are
escalating. While Rekha sympathizes with the plight of marginal farmers, who are battling rising
input costs and debt burdens, she is also responsible for ensuring law and order, uninterrupted
essential services, and peaceful protest management.

Matters become more complex when intelligence reports suggest that fringe elements might
infiltrate the protest, possibly triggering violence. Political representatives from both the state and
the Centre are issuing contradictory directives — some urging patience and dialogue, others pushing
for swift dispersal using police force.

Meanwhile, Rekha faces emotional appeals from elderly farmers, who recount personal tragedies
due to crop failures and unpaid dues. At the same time, local businesses and transporters are urging
immediate clearance of highways, citing economic losses. The media is amplifying every move,
putting Rekha under intense public and professional scrutiny.
Questions:
1. What are the key ethical dilemmas Rekha is facing in this case, especially in balancing
empathy with duty, and public order with democratic rights?
2. How should Rekha prioritize between the right to protest (Article 19) and the disruption
caused to public life and essential services?
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3. How can Rekha ensure that government promises and farmer grievances are conveyed
authentically to higher authorities without politicization?
4. What ethical lessons should institutions draw from repeated farmer agitations?
Core Demand of Question:
• Identify key stakeholders involved and their Interests
• Discuss key ethical dilemmas which Rekha is facing in this case, especially in balancing empathy
with duty, and public order with democratic rights
• Discuss how Rekha should prioritize between the right to protest (Article 19) and the disruption
caused to public life and essential services
• How Rekha can ensure that government promises and farmer grievances are conveyed authentically
to higher authorities without politicization
• Suggest ethical lessons which institutions should draw from repeated farmer agitations

Answer:
The case presents a classic ethical conflict between empathy for distressed farmers and constitutional
duty to maintain law and order. As a District Magistrate, Rekha must uphold the right to peaceful
protest (Article 19) while preventing disruption, politicization, and possible violence. Her role demands
ethical governance, emotional intelligence, and administrative neutrality.

Key Stakeholders and Their Interests

Stakeholder Interests

Justice through MSP law, loan waivers, fulfillment of earlier

Farmers (especially marginal ones)
promises

Upholding law and order, ensuring peaceful protest, responding

Rekha (District Magistrate)
ethically

Local Citizens & Businesses Restoration of transport, economic activity, and essential services

Fringe Groups/Extremists Possibly creating chaos or political gain through violence

Political Representatives (Centre & Varied interests — public image, electoral narratives, policy
State) positions

Higher Bureaucracy and Ministry Accurate ground-level reporting and damage control

Media Amplifying narratives and shaping public perception

Key Ethical Dilemmas Rekha Faces

• Compassion vs Duty-bound Objectivity: Rekha is caught between empathic concern for distressed
farmers and her deontological obligation to uphold law and order.
Eg: Rekha listens to elderly farmers recounting tragic crop losses, but cannot let emotions override
the enforcement of crowd protocols.
• Democratic Rights vs Utilitarian Public Welfare: The freedom of assembly and protest (Article
19(1)(b)) must be balanced with the utilitarian principle of minimizing harm to public services and
daily life.
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Eg: While respecting peaceful marches, Rekha must also ensure ambulances and supply trucks
move freely through the district.
• Ethical Autonomy vs Hierarchical Pressure: Conflicting instructions from political authorities
challenge Rekha’s administrative integrity and test her ability to follow the code of conduct.
Eg: While one faction demands swift crackdown, another urges patience — Rekha must uphold
constitutional values over partisan interests.
• Precautionary Ethics vs Civil Liberties: Preventive policing based on intelligence must not override
libertarian ethics unless there is proportional justification.
Eg: Rekha must assess infiltration threats carefully before authorizing crowd control measures like
Section 144 or detentions.
• Emotional Appeals vs Rational Administrative Ethics: The principle of non-partiality demands
that Rekha applies consistent procedures, even when faced with moral distress triggered by emotional
testimonies.
Eg: Rekha must comfort grieving farmers empathetically, yet issue notices against illegal road
blockades if they violate the law.

How Rekha Should Prioritize Between Right to Protest and Public Disruption
• Doctrine of Proportionality and Ethical Balance: Rekha must uphold the constitutional right to
peaceful assembly (Article 19(1)(b)), while ensuring non-maleficence to the general public.
Eg: In her district, she can ensure farmers are allowed to gather peacefully but reroutes ambulances
and ration trucks to ensure public welfare continues.
• Zonal Segregation Strategy: Following the principle of harm minimization, Rekha can earmark
pre-designated protest zones, keeping civic infrastructure intact while respecting democratic
expression.
Eg: Similar to the Delhi Police’s designated protest zones like Ramlila Maidan, she allocates a safe
open field for farmers to camp without blocking highways.
• Time-Bound Negotiation Framework: Rekha must adopt timely, structured dialogues to prevent
indefinite disruptions, ensuring procedural justice for all stakeholders.
Eg: She can create a 72-hour negotiation timeline with farmer representatives, reminiscent of the
quick-response protocols used during the Shaheen Bagh negotiations.
• Dialogue over Force: Rekha should apply the principle of non-violence and persuasion, using
mediation teams, community influencers, and moral authority before deploying force.

Eg: Rather than deploying lathicharge-ready units, she can appoint local sarpanches and teachers
as facilitators to build trust and calm.

How Rekha Can Authentically Convey Farmer Grievances Without Politicization

• Fact-Based Documentation: Rekha should prepare an evidence-based, anonymized, and non-
partisan report compiling data on farmer suicides, inflation in input costs, and unfulfilled MSP
promises.
Eg: She can cite NSSO farm debt reports and refers to state-level relief promises made post the
2020 agitation.
• Local Grievance Redress Cell: Following subsidiarity principles, Rekha can establish a non-
political grievance forum in the district with daily collection, verification, and forwarding of
demands.
• Use Confidential Government Channels: Rather than media engagement, Rekha should use secure
administrative channels to report sensitive intelligence and policy breaches to the Chief Secretary or
relevant Ministry.
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Eg: She can update the state secretariat via encrypted digital reporting portals like eOffice, avoiding
political leaks.

Ethical Lessons Institutions Must Draw from Repeated Farmer Agitations

• Policy Accountability (Administrative Morality): Institutions must honour their moral contracts
by transparently implementing policies promised during earlier protests.
Eg: The delay in enacting the Swaminathan Committee recommendations partially triggered the
2020 protests.
• Participatory Policymaking (Ethics of Inclusion): Engaging farmers as co-creators of policy can
reduce alienation and enhance ownership.
Eg: The Odisha government’s success with KALIA Scheme was rooted in pre-launch consultation
with farmer unions.
• Preventive Ethics Approach (Structural Justice): Institutions must proactively address rural
debt, MSP flaws, and insurance loopholes instead of reactive firefighting.
Eg: The implementation of PM-KISAN and PMFBY must be integrated with state-level land record
digitization to reduce distress.
• Transparent Communication Mechanisms (Democratic Ethics): Establish institutionalized
dialogue platforms like agri-ombudsman offices or monthly ‘Kisan Darbars’ for continuous
listening.

Rekha must embody the ethical civil servant — compassionate yet firm, responsive yet rational.
Upholding constitutional values while sensitively engaging with vulnerable citizens reflects true ethical
governance. As Ambedkar noted, “The Constitution is only as good as those who implement it.”