DEPARTMENT OF PUBLIC ADMINISTRATION

ASSAIGNMENT ON :HISTORICAL DEVELOPMENT OF PERSONNEL

ADMINISTRATION
SUBMITTED BY SUBMITTED TO
Name: Mahmudul Hasan Nishan Mohammad Razaul Karim
Roll: 171905 AssociateProfessor
3rd Year 2nd Semester Dept. of Public Administration,
Session: 2016-2017 Faculty of Social Science.
Dept. of Public Administration, Comilla University.
Pabna University Of Science And
Technology
COURSE CODE: PA-3201
COURSE TITLE: PUBLIC PERSONNEL ADMINISTRATION IN
BANGLADESH.

Submission Date: 30-12-2020.

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Serial Topics Page
No. No.
01 Abstract 3

02 Acknowledgement 4

03 Introduction 5

04 Maurya Empire 5-8

05 Personnel Administration in Mughal Period 8-10

06 Personnel Administration in British India 11-15

07 Personnel Administration in United Pakistan 15-17

08 Conclusion 17

09 Reference 18

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Abstract

The assignment provides an analytical presentation of the evolution of

personnel administration in India. Various features of personnel
administration in different phases of Indian administration have been briefly
covered. The Mauryan period, the Mughal period, the British period, the major
periods of United Pakistan history discuss various aspects of personnel
administration. It is difficult to cover such a big period in an article; I have
tried my best to cover the whole topic.

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Acknowledgement First of all I would like to express my gratitude to
almighty Allah, the supreme ruler of universe enabling us to complete this
assignment ―Historical Development of Personnel Administration. I deeply
indebted to our honourable and praiseworthy teacher, Mohammad Razaul Karim
for giving us an opportunity to survey to analyze and enhancement knowledge
through this assignment.

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HISTORICAL DEVELOPMENT OF PERSONNEL ADMINISTRRATION

Introduction:
Public personnel administration is a branch of human resource management that is
concerned with the acquisition, development, utilization, and compensation of a public
organization’s workforce. Those who perform personnel activities in the public sector do
so in a political environment as stakeholders compete for favorable treatment or
consideration from public bureaucracies. Therefore, bureaucrats have a stake in the
process and engage in politics to maintain their status.
Almost all companies have human resources or personnel administration staff, and public
personnel administration is usually about the same — but where it’s found is often a little
bit different, and the focus tends to be more nuanced. In most cases the field focuses on
civil service, collective bargaining, and affirmative action.
Personnel administration in ancient period:
Indian 'Administration' traces its earliest known form to the tribal system which later
emerges as a monarchical system. We gain a lot of knowledge about ancient Indian
Administration from ancient religious and political treatises. In the early Vedic period there
were many tribes who elected their own chiefs and he handled all their responsibilities and
the administration of the tribes and the Sabha( Assembly of elders) and Samiti(Assembly of
people) were the tribal assemblies. The chief protected the tribe but had no revenue
system or hold over land thus wars were resorted to and the booty shared among the
tribes.

The first form of the 'State' in India can be traced back to the times of Manu(original name
Satyavrata) the first King and progenitor of mankind according to Hinduism.

MAURYA EMPIRE: The age of the Mauryas is a landmark in the history of Ancient India.
The Maurya Empire was physically extensive and most dominant kingdom of Indian
ancient history in the reign of 322 BC to 185 BC. Maurya Dynasty ruled over the state of
Magadha from the capital city at Pataliputra. Chandragupta Maurya, established the
Kingdom in 322 BC under the guidance of Kautilya .

The Mauryan Empire had an efficient and centralised administrative system. The chief
source of information regarding administration under the Mauryan Empire is Chanakya’s
work, Arthashastra. With the birth of Mauryan Empire and other empire the governance
became more complicated and interesting. The king became the supreme head and the
governance was divided into legislative, executive and judiciary. Everyone had to accept his
decision which was the final one. The ministers advised the king about their respective
jobs. All the minsters were paid salary for their work. With the increase in population all
the concerned ministers started to maintain the records about the development of work in
the society. They were answerable to kings. The society was guarded by well-developed

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military system. The soldiers were well equipped and trained for war. Financial
department played crucial and important role. Every rupee spent was notified to the king.
The finance minister was accountable for the loss and profit in the governance. 

Judiciary played another important role in maintaining law and order in the society. It kept
a check on the thefts and robberies and punished the guilt. The entire empire was further
divided into provinces.

Some important features are given below:

 Selection was based on loyalty and sincerity towards king not based on merit.
 There was no evaluating system in administration especially in lower level. The
higher authority did not believe the lowers.
 The ultimate decision was taken by higher authority that means over centralized
decision making process.
 There was 12 grade in job. Huge salary discrimination was lied in the
administration. 1st grade was paid 48000 panas ( panas was the currency that time)
and the last grade was paid only 60 panas. That shows the discrimination.
 Corruption: the detailed description of corruption was discussed by Kautilya. It was
very difficult to find corruption of government officials. kautilya discussed about 48
types of corruption. Example: Cheating with the government, stealing the
transaction with public.

Administration During the Maurya Empire

The Mauryan Empire was divided into 4 provinces with its capital at Patiliputra. Tosali (in
the east), Ujjain (in the west), Suvarnagiri (in the south) and Taxila (in the north) were the
four provincial capitals.
According to Megasthenese, 600,000 infantry, 30,000 cavalry, and 9,000 war elephants
were exercised by the empire.
Below are the various names of officers during the Mauryan Empire:

1. Royal Department

Officer function
Mantri Chief Minister
Mantriparishad Adhyaksha Head of Council of Ministers
Purohit Chief Priest
Senapati Commander-in-chief

2. Revenue department
Officer function
Samaharta Revenue collector
Sannidata Treasury head

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Yukta Subordinate revenue officer
Shulkadhyaksha Officer-in-charge of royal income

3. Prison department
Officer function
Prashasti Prisonhead
Dandapala Head of Police

4. Treasury Department
Officer function
Koshadhyaksha Treasury officer
Koshthagaradhyaksha Royal treasury manager

5. Provincial and local administration

Officer function
Nayaka City Security chief
Vyabharika Chief Judge
Karmantika Head of Industries & Factories
Durgapala Head of Royal Fort
Annapala Head of Foodgrains
Department
Rajjukas Land measurer
Akaradhyaksha Mining Officer
Pradeshika District administrator
Lauhadhyaksha Metallurgy Officer
Lakshanadhyaksha Coin minting
Lavanadhyaksha Officer of the salt department
Swarnadhyaksha Officer of the gold department
Ayudhadhyaksha Weapon manufacturing &
defence department
Kunyadhyaksha Officer of the forest
Panyadhyaksha Office of commerce
department
Manadhyaksha Office of time & distance
determining

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Sunadhyaksha Slaughter-house officer
Mudradhyaksha Royal symbol, coin etc.
Dyutadhyaksha Gambling department
Naukadhyaksha Shipping department officer
Pattanadhyaksha Officer of Port

Personnel administration in Mughal period

All civil servants were enrolled in the army as mansabdars– Although no military
obligation was always incumbent on the mansabdar. Every official of the Mughal
government had to be enrolled in the army list; he was given a Mansab as the nominal
commander of so many horsemen which determined his pay and status.

Principle of hierarchy and job classification can be seen. Recruitment: Entirely in kings
hand. Transfer: king had the final say. Pay: Each grade had a pay out of which one had to
also maintain a troop. Jagir system was also prevalent. Despite job classification an officer
could be at any time entrusted with a new duty; all offices were inter-changeable. Doctrine
of escheat: jagir and mansab were not hereditary. The property escheated to the crown on
the death of themansabdar/jagirdar. <later made hereditary>

Provincial admin was a miniature of the central admin. Divided the empire into 15 subahs–
Incharge: subedar– Number of Subahs increased later. Subedar concentrated in his hands
the civil and military powers of the province. Subedar’s court was the highest court of
appeal in the subah– He was transferred every 3-4 years.Subedar and Diwan had almost
similar status in a subah. This led to conflicts and violation of the principle of unity of
command

In Local Administration Subah divided into sarkars. Sarkars divided into Paraganas.
Paraganas into villages. District governed by a shiqdar or a faujdar. Amalguzar: head of
revenue administration (aka Krori) – Revenue collectors were under orders not to oppress
the cultivators while collecting the state demands. Other officers– Bitikchi: record keeper of
land revenue– Khazandar: treasury officer.Sarkar divided into paraganas (tehsils) – Tehsils
had a batch of subordinate officers– Shiqdar, amil, fotdar and qanungo. Each tehsil had
about 12 villages. Villages were the lowest units of administration– Mughals gave legal
sanction to the panchayats– Patwari and Chaukidar In Law and Order Administration The
king and PM primarily responsible for maintaining peace

• Provincial level: Faujdar.

 Below him kotwal.
 Villages neglected

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Mansabdari System: No division between civil and military functions of the state.The
mansabdari system determined the rank, pay-scale and the position of the imperialofficer
in the royal court in respect of other government officers.

Civil servants, judges of canon law, superintendents of post, excise or customs and even
clerks and accountants of the higher grades, were also ranked as mansabdars the members
of the army.

There was an unequal pay structure. Huge discrimination was lied there.
Let’s see the chart of pay structure according to “AIN-I-AKBARI”
Grade no Mansabdars Gross monthly Net monthly
(Commanders) salaries
1 10000 60000 21274

4 5000 30000 10637

44 1000 8200 3015.5

59 100 700 313

Evaluation of the Mansabdari System•

Merits– A systematic and progressive system to reorganise thearmy within the fold of
despotic monarchy– First such system in India– Improvement over the system of tribal
chieftainshipand feudalism– Offices were not hereditary– Every mansabdar was held
personally responsible tothe monarch• This eliminated all chances of dis-affection and
revolts by themilitary officers

Demerits– This system did not give birth to a national army• About 2/3rd of the
mansabdars were either foreigners or the immediate descendents of the foreign
immigrants– Non-regimentation of the army– Hesitation on the part of the imperial govt to
recruit all the soldiers of the mansabdars– No uniform rules were prescribed for systematic
training of the soldiers– The nature and the quality of the war weapons borne by them
differed from contingent to contingent

The Hindus were appointed in fiscal. They were considered as trustworthy as they were
not associated with politics. Hindus were given high mansabs. Hindu customs were
followed in cases related to them

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Another important characteristic of Mughal Administration is that the Mughal government
was a highly centralized autocracy. The Crown was the most important power of the entire
administrative machinery.

Rampant corruption was happened that time from lower to higher level of administration.
There was three types of people in the administration according to a renowned scholar:

1. “SAJJAN”: they were not engaged with corruption

2. “DURJON”: this type of people took bribe and do the work according to the need of their
client.

3. “SUORER BACCHA”: These type of officials took bribe but don’t do the work.

PERSONNEL ADMINISTRATION IN BRITISH INDIA

The development of the civil services in India dates back to the first quarter of the 17th
century, when some British merchants, under the banner of the East India Company, came
to India for the purposes of trade. The earliest organized civil service in British-India was
the „Covenanted Civil Service‟ which constituted a group of men who accepted on the trade
of the East India Company and were recognized as its „civil servants‟.

In 1675, the company recognized a regular gradation of posts. Therefore a

young man was recruited first as an „apprentice‟ to later become a „writer‟ and, after
serving in this capability for five years, could be promoted as a „factor‟. The „factors‟ after
putting in three years’ service could be promoted as “Junior Merchants‟ who usually after a
period of three years of service could become „Senior Merchants‟.

For over a century and a half, the service remained a purely commercial Service. Later,
from 1760 onwards, as trade expanded administrative tasks increased and the civil service
of the company started assuming more administrative responsibilities. Through 1765 the
term „civil servant‟ came to be used in the records of the company. The grant of Diwani to
the Company through the Moghuls in 1765, was another landmark in the territorial
acquisition of the company and consequent augment in the administrative duties of the
civil servants of the company. In 1772, the directors of the company decided to function as
diwans themselves and took over the administration. Besides the civil service needed to be
streamlined, as there was the problem of the covenanted servants being engaged in private
trade and bribery.
The Regulating Act of 1773 made a clear distinction flanked by the civil and commercial
functions of the company which resulted in a separate personnel classification.

The patronage principle which was in vogue in the recruitment of servants, was also
extended to promotions in the service. Nepotism was rampant and all this had an effect on
the civil service which was demoralised.

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It can be said that the Charter Act of 1793 made an important contribution to the
development of civil services in India. It laid down that any vacancy occurring in any of the
civil offices in India “shall be filled from amongst the civil servants of the company
belonging to the Presidency in which such vacancies occurred”.

In 1800, Governor General Wellesley, recognized the college at Fort Williams with the
objective of training civil servants. But this was not favored through the Court of Directors.
Finally, in 1806, the Court of Directors decided to set up a training institution at Haileybury
in England which was accorded a statutory status through the Charter Act of 1813. This
College was abolished later in 1857.

The proposal of having open competition did not come into effect till
1853, though the Charter Act contained a provision in this regard. The President of Board
of Control, Sir Charles Wood appointed a five-member Committee headed through Lord
Macaulay to advice on the measures to be adopted to provide effect to the Act of 1853,
which, at least in theory, threw open appointments in the Indian Civil Service to
competition without any discrimination. The committee (popularly recognized as
Committee on the
Indian Civil Service) laid down sure age limits for admission to the college of
Haileybury. It desired that the minimum age limit be raised to eighteen and the maximum
to twenty-five. The selection based on patronage prevented Indians from getting into the
service. Though open competition was introduced under the Charter Act of 1853, the
provisions such as fulfillment of fitness criteria for competition, holding of examination in
London did not let Indians compete.

The British Parliament passed an Act in 1870 authorizing the appointment of any Indian (of
proved merit and skill) to any office or the civil service without reference to the Act of 1861
which reserved specific appointments to the covenanted service. It also did not create the
desired headway.

New rules were framed in 1879, which recognized the Statutory Civil
Service; it provided that a fifth of covenanted civil service posts was to be filled through the
natives. Only Indians were eligible to be appointed to this through the local government
subject to approval of Government of India and the Secretary of State. Unluckily, the
statutory system also failed to achieve the purpose for which it was created.

A Commission headed through Sir Charles Aitchison was appointed in 1886, to prepare a
scheme of admission of Indians to every branch of public service. As recommended through
the Commission, the Statutory Civil Service was abolished.

The civil services of the country were divided into three grades—the imperial, provincial
and subordinate civil service. The superior posts were incorporated in the imperial civil
service and recruitment to it was to be made through the Secretary for State in Council. The
provincial civil service was designated after the name of the scrupulous province to which
it belonged.

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The lower stage grades of the uncovenanted service were constituted into a subordinate
service.

The demand for Idealization became persistent and there was mounting pressure for
holding simultaneous examinations in England and India. The Commission supported “two
separate channels of access to the Indian Civil Service itself, one in England (open to all
alike) and one in India (open to statutory natives of India only)”. It sought to apply a
method for inducting Indians to the higher offices through reserving twenty-five per cent
posts for them, i.e. 189 out of 755 posts were to be filled through them. It proposed
categorization of the services under the Government of India into Class I and II. But no
radical change in the structure of the organization of the civil service was envisaged
through the Commission.

The Government of India Act, 1919 on Constitutional reforms recommended a threefold

classification of services into All India, provincial and subordinate. All the Imperial services
then functioning in the provinces whether in the reserved or transferred departments,
were designated as the „All India Services‟. Special safeguards were guaranteed to the
members of all India Services in regard to dismissal, salaries, pensions, and other rights.

The Act proposed as a safeguard against political influence the constitution of a

Public Service Commission entrusted with the task of recruitment to the service. In 1922,
the first competitive examination was held under the supervision of the Civil Service
Commission. In 1923 a Royal Commission on Superior Civil Services in India under the
chairmanship of Lord Lee was appointed. The Commission recommended the division of
main services into three classes: (a) All India (b) central and (c) provincial. The central
services were those which dealt with the Indian states and foreign affairs, with
administration of the state railways, posts and telegraphs, customs, audit and accounts,
scientific and technical departments. The Commission recommended twenty per cent of
superior posts to be filled through promotion from provincial service. To maintain superior
standards of recruitment through regulating the exercise of patronage, the Commission
urged the establishment of the Statutory Public Service Commission (as recommended
through the Government of India Act, 1919). This Public
Service Commission was to perform the functions of recruitment of personnel for the All
India, central and provincial services, and also other quasi-judicial functions linked with
discipline, control, and protection of the services. The recommendations of the Lee
Commission were accepted through the
British Government. The Public Service Commission in India was set up in 1926 and the
examination for recruitment to civil service in 1927 was supervised through it on behalf of
the Civil Service Commission in England.
In India, training for public services has been a long recognized practice with some training
institutes, which had been in subsistence, throughout pre independence days, at the time of
East India Company. Though there were institutions like College at Fort Williams in
Calcutta (1800-1806), East India
College (1809-1857) popularly recognized as Haileybury College, which were providing
some sort of post-entry training to their higher civil servants, it was only after
independence that training became a focal point of concern of the government.

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 The percentage of Indian recruits to ICS never exceeded fifteen percent in the period of
1892 to 1914. Though in 1939, it increased to 540, but most of the came from Anglo-
Saxons.
Let’s see the table
Year Europeans Indian Total
1859 846 0 846
1869 882 1 883
1879 907 7 914
1889 884 12 896
1899 988 33 1021
1909 1082 60 1142
1919 1177 78 1255
1929 881 241 1122
1939 759 540 1299

 Pay structure
There was always salary discrimination over the period .if we notice the chart given below
it will be more clear

Rank Annual salary in UK pound Annual salary in Indian Rs.

European judge 3000 30000

Indian judge(munsif) 120 1200
Daroga or Thanadar 30 300
Police clerk 9.6 96
Jamadar 9.6-12 96-120
Barkandaz or Constable 4.8-6 48-60

When Cornwallis took office after Hastings, he felt that in order to promote discipline and
integrity among the country servants, the best way would be to pay them handsome salary
with other pre requisites and to rationalize their responsibility. He separated revenue
administration from the judicial and introduced a branch of judicial magistracy.

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 Corruption

In this regime there was less corruption

 Any person making a compliant at police station would have to pay rupees.
 The India act of 1874 introduced rules of conduct, thus prohibiting civil servants
from accepting gifts or indulging in corrupt practices on pain of punishment by law.

 Centralization of power
 Rules were written to create uniformity, predictability, and control over the
decision making power of the subordinate Indian officer.
 With the centralization of decision making, it became necessary to gain approval
from superior officials.

 Small size of the cadre and corps d’elite

 001 percent of all persons employed in the colonial state of India.

 Between 1842 and 1939, the number of ICS officer increased only 50 percent.
 All the senior posts in the provincial and central government were reserved as
ICS.
 The ICS became the epitome of British imperialism, functioning as a corps d’elite.
 The tradition of a corps d’elite in ICS could be traced to statuary reservation.
 The charter act of 1793 contributed to the development of an esprit de corps
within the ‘covenanted’ cadre of the civil service.
Institutional training

 East India Company undertook extensive measures for formal training of civil
service in India.
 Fort William College was established in Calcutta in 1800 for training.
 In 1806, Civil Service College was established in Haliebury to train the recruits to
ICS. Age 15-22, for two years.
 Institutional training was abolished after the open competitive exam.

 Flat structure

 The country run by 1000 ICS officers based on information.

 One hundred ICS officers used to report a chief secretary.
 There was hardly any middle management over deputy commissioner.

 Apart from the generalist’s administrative civil service, specialized services were
created both at central and provincial services. Since 1920s, the civil service in
India classified into four categories:

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  All India services: these services were recruited and controlled by secretary of
state (British Cabinet Minister). Ex. Indian Civil Service, India Police Service.
 Central services: they were controlled and recruited by Government of India. Ex.
imperial custom service, Indian account and Audit service.
 Provincial service: they were appointed and controlled by the provincial
government. Ex. Bengal civil service, Bengal police service.
 Subordinate services : this service consisted of minor administrative ,executive,
and ministerial posts to which appointments were made by the provincial
government and authority subordinate to it. Bengal civil service (junior).

Personnel Administration in United Pakistan

Pakistan achieved its independence in 1947. Its civil service was the Civil Service of
Pakistan (CSP) continued intensely embedded in British principles and customs. The Civil
Service of Pakistan was justly imitative structurally and philosophically from the Indian
Civil Service (ICS) (Bribanti, 1966). This caused in the prolongation of the system of an
administration which was soundly adjusted to colonial administrative pattern and to
comparatively stagnant circumstances, though it was in principally and methodologically
outdated compared to the needs and demands of a modern state with diverse goals and
objectives.

The bureaucracy was an elite civil service from 1947–71 comprising of the members of the
Civil Service of Pakistan. They had the top positions in the secretariat, districts and sub-
divisions. There were other distinctive elite services. These incorporated the Taxation,
Audit and Accounts, Customs and Excise, Pakistan Foreign Service, Military Accounts,
Postal Services and Secretariat. Elitism pervaded every sub-the superior sector of service.
The displayed distinctive characteristics elite civil services are linked to an arrangement of
recruitment, advancement, training and philosophy. The members of all the elite cadre
services after the recruitment in the civil service were visible to thorough and demanding
training for two years of the period. Though, administrative inadequacy may be produced
by issues other than cadre related political affairs, as well as lack of accountability, poor
administration and lack of motivation. It is also mostly produced by the absence of an
arrangement of impartial recruitment, deficiency of sufficient training and acceptable
competition and deficiency of assurance about a guaranteed career and safeguard against
target on party-political or other grounds.

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  The most urgent problem for Pakistan administration was not to reform the
structure left by the British but to save the structure from crumbling.
 The total number of reserved posts for the ICS in Pakistan on the basis of
administration setup approved before independence was 244. Only 158 ICS officers
including British agreed to serve under the government of Pakistan.
 In 1950 the civil service of Pakistan was constituted as a successor cadre to ICS with
332 posts but the number of officials available for the posts was only 175.

 Sources of recruitment to CSP in 1950

Source Number
Old ICS officers 94
War service appointments 15
Ad hoc appointments from finance service 4

Persons selected from the Indian 18

administrative service competition
list,1946

Recruited by examination in Pakistan in 44

1949 and 1950

Total 175

 Recruitment on the basis of competitive examination started in 1949.the top posts

in central and provincial governments were reserved for CSP officers.
 The annual intakes in EPCS class I ( Executive and Secretariat ) and class II cadres
were much higher but scales of pay and promotion were lower.
 At the provincial level, the services introduced by the British were kept intact as far
as possible.
 There were two tiers in in Bengal Civil Service 1) The BCS executive and 2) The
junior Civil Service (BJCS). These sub-cadres were amalgamated in EAST PAKISTAN
in 1957. However in 1961 the government reverted back to three tier civil service
(With CSP at the top and EPCS in the middle) and created a new service called EPCS
(executive) class II.

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  The constitution of the Pakistan gave ample power and protection to the all Pakistan
civil service. Constitution also protected them from victimization through
displacement and promotion. The tenure and conditions of service were protected
by the constitution.
 The independent Public Service Commission was establishment to carry out
recruitment to carry out recruitment through competitive examinations for various
services.
 Job rotation both at the field level of administration and in the central ministries,
such that civil servants could gain experience of carrying out various
responsibilities. Promotion was based on seniority and merit. The recruitment
system was based on a strict procedure that could attract the best talents from the
universities and ensure equal standards.

Conclusion:

Personnel administration is concerned with people at work

and their relationships within an organization. Bangladesh bears a colonial legacy in its
entire public administration system. Present day Bangladesh was part of the British Empire
for almost two hundred years. In 1947 Pakistani rulers replaced the British and dominated
the area then known as East Pakistan until a bitter war in 1971 brought about an
independent Bangladesh. A colonial imprint persists in Bangladesh especially in political
and administrative arrangements. The British tradition helped the bureaucracy to become
an essential tool of governance. At the same time, it is accused of following the “Pakistani
tradition of involvement in power politics.” The political system of Bangladesh has survived
a series of transitions.

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Reference:

What is personnel administration.(n.d). Retrieved from

https://www.wisegeek.com/what-is-public-personnel-
administration.htm
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https://www.researchgate.net/publication/328364969_HISTORICAL_DE
VELOPMENT_OF_PUBLIC_ADMINISTRATION

Evolution of indian administration in ancient period.

(n.d).Retrieved from
https://brainly.in/question/2681758
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https://gradeup.co/administration-during-the-maurya-empire-i
NCERT Notes: Mauryan Administration.(n.d).Retrived from
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Ancient india govt.(n.d). Retrieved from https://www.india-
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https://www.slideshare.net/dev15000/mughal-administration
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Period.9n.d).Retrieved from
https://www.preservearticles.com/notes/brief-notes-on-
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Journal of Education and Social Sciences, Vol. 4, (June)_ISSN 2289-9855

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