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INTRODUCTION • “The term ‘Class’ means a group of positions
established under these rules sufficiently
similar in respect to the duties,
responsibilities, and authority
• thereof that the same descriptive title may
be used with clarity to designate each
position allocated to the class, that the same
requirements as to education, experience,
capacity, knowledge, proficiency, ability and
other qualifications should be required of
the incumbents,
• that the same tests of fitness may be used to
choose qualified employees, and that the
same schedule of compensation can be
made to apply with equity under the same
or substantially the same employment
conditions.”
IN THE WORDS • 0. Glenn Stahl is of the opinion that
OF "the foundation of job - oriented career
system is a position classification plan -
Such a plan is a prerequisite for any
system that regards the nature and
content of each position as central to
good organization and to motivation
based on the work to be performed"
• W . t'. Willoughby observes -
"classification and standardization of
public employment constitutes, indeed,
the starting point or the basic upon
which the whole personnel structure
must rest".
MEANING • 'Classification implies' grouping
together of persons or things on the
basis of some common essential
characteristics.
• In personnel administration,
classification means grouping together
of posts into broad classes. On the basis
of responsibilities.
• The classification plan places much
emphasis on the position, its duties,
responsibilities and qualification. Thus,
a position may be defined as a specific
office consisting of certain duties and
responsibilities.
 MAJOR
DEFINITIONS
CLASSIFICATION
 DEFINITION • Classification is the act of classifying
OF and is an everyday experience and a
CLASSIFICATION useful aid in comprehending and
managing things.
• It means grouping together of persons
or things on the basis of some common
essential characteristic
• In Personnel administration,
classification means grouping together
of posts into broad classes on the basis
of duties and responsibilities.
IN THE • Marhsall E. Dimock defines it as the
“system-atic sorting and ranking of
WORDS positions in a hierarchical sequence
OF according to comparative difficulty and
responsibility.”
• According to L.D. White, “In its final
form, a classification plan consists of a
number of classes adequate to enable a
place to be found for each existing
position, arranged in orderly fashion
with respect to each other, and
supplemented by a set of rules and
regulations for its administration,
interpretation and amendment.”
ADVANTAGES • It helps in minimising the influence of
OF individual pressures since within the
same class all have to be paid alike.
CLASSIFICATION
• It ensures the enforcement of the
principle of "equal pay for equal work".
• It makes the task of budgetary sanctions
easy and intelligible and ensures a
meaningful control by the legislature on
personnel issues.
Contd… • It promotes better understanding since
common terminology is adopted.
• It helps in avoiding duplication and
inconsistencies in work process.
• It helps in objective evaluation of the
performance of civil servants.
• It facilitates the process of recruitment,
training, promotion and transfer.
 TYPES OF
CLASSIFICATIONS

Position Based classification

Rank Based classification
POSITION • A position connotes a set of
BASED duties or responsibilities assigned
to the employee.
CLASSIFICATION
• The position at a given time may
be occupied or vacant and
immaterial for purpose of
classification. similar position
form a class a group of positions
that are sufficiently alike in
respect to their duties.
• All positions in a class have
similar pay scales.
STEPS OF • Analyse and record duties
POSITION and other characteristics of
CLASSIFICATION
positions to be classified.
• Group positions into
classes.
• Write standard for each
class.
• Install by allocating
individual positions to the
classes thus described.
ADVANTAGES • Provides high degree of
specialization suitable for technical
jobs like engineering.
• Equal pay for equal work.
• Defines contents of job in detail
• Conducive for formulation of
scientific standard on which various
aspects like recruitment, training,
manpower planning, promotion
depend.
• More emphasis on merit and proper
match between job requirement and
qualifications of incumbent.
DISADVANTAGES • Hinders horizontal and vertical
mobility.
• Classification needs time and
may get out-dated fast. Makes
employees insecure about
their jobs and they feel a
pressure to upgrade their
positions.
• Not suitable in developing
countries where duties of
many officers not defined.
• Not suitable for generalists.
 RANK • Employee is classified on basis of
BASED rank in a hierarchy. Each
employee is placed in a class.
CLASSIFICATION
Salary, status depends on rank
IA not position.
S • In rank classification system, an
employee's status and salary are
determined with reference to the
Civil
Services service he is assigned after
IF IP recruitment.
S S • It does not depend upon the
'position' he holds or the work he
does.
ADVANTAGES • Flexible, so personnel can be
transferred across
departments.
• More specialization on
generalists
• Faster to classify.
• Promotes loyalty to service
and not a department.
• Attracts skilled people.
DISADVANTAGES • Not suitable for specialists.
• Violates equal pay for equal work.
• Doesn't specify contents of jobs in
details so performance rating is
subjective.
• Classification can create class
distinction and according to
hierarchy.
• Overlooks claim of merit for
holding a post.
• No match between requirements
of job and qualification for
candidates.
 Difference between rank and position based
classification
Basic Position Rank

System Duties classification system Ranks classification system

Based on Equal pay or equal work No equal pay or equal work

Specify Content of Job details No particular content of job details

Specialization More on specialists More on generalist

Followed in USA, Canada, Taiwan, Japan India, France, Pakistan

 Classification in INDIA
India has adopted the system of rank classification. these classification are governed under civil services rules of 1930 and changes from time to time.
Presently it is classified as under
(i)ALL INDIA SERVICES
(ii)CENTRAL SERVICES, CLASS I (Group- A)
(iii)CENTRAL SERVICES, CLASS II (Group – B)
(iv)CENTRAL SERVICES, CLASS III (Group – C)
(v)CENTRAL SERVICES, CLASS IV (Group – D)
(vi)CENTRAL SECRETARIATY SERVICES, CLASS I,II,III and IV (Group – A,B,C and D)
(vii)SPECIALIST SERVICES
(viii)STATE SERVICES,CLASS I,II,III and IV
CONCLUSION

Generalists v/s Specialists

 GENERALISTS V/S SPECIALISTS

Lack of specialisation is the big problem that confronts the IAS. The IAS was
designed during the colonial era for the function of collecting taxes and maintaining
law and order and so in the modern age these functions are still the primary concern of
the service.

However in the current era the society has need for a bureaucracy that is an agent
for bringing development and change. As the nature of administration changed the
and economic reforms deepened and the state started yielding to the market forces, a
need arose to increase the specialists in administration especially for policy making.
There are main views regarding the Generalist vs Specialist debate:
First view states that specialists suffer from tunnel vision and cannot take
the broader view and hence should be restricted to advisory roles to the
generalists. The specialists argue that only a functional expert can provide
competent leadership in a domain and having an IAS head over a
specialised area is an inefficient arrangement

The way forward could be as suggested by the “Constitution review

Committee” - Specialise a few generalists and generalise a few
specialists. This can be done by allowing a recruit to first learn skills of
policy execution and people management that is needed when working in
field postings. Then as he rises to positions where policy decisions are
taken by him, he could be allowed to increase his domain knowledge of a
particular area
 Contd….

Thus, his knowledge could be a blend of both domain

expertise as well as execution skills. Similarly, a system of
lateral entry into the service should be started to induct specialists
at mid-career level. They should be encouraged to develop
generalist skills such as policy execution, people management
etc. by giving them field postings.