(a) Riggs' Prismatic Model has been criticised as overly gloomy and technical complex, but it remains as a useful starting point for Comparative Public Administration research. Analyse. (20 marks)

(b) Performance Management and Performance Appraisal

Question

(a) Riggs' Prismatic Model has been criticised as overly gloomy and technical complex, but it remains as a useful starting point for Comparative Public Administration research. Analyse. (20 marks)

(b) Performance Management and Performance Appraisal are two distinct activities in Public Personnel Administration. Discuss. (15 marks)

(c) Balancing State intervention and Market freedom is the need of developing countries. Comment. (15 marks)

UPSC Answer Check · Accepted Answer

The directive 'analyse' for part (a) demands breaking down Riggs' model into its components and examining criticisms and utility; parts (b) and (c) use 'discuss' and 'comment' respectively, requiring balanced exposition with critical insight. Allocate approximately 40% of time/words to part (a) given its 20 marks, and roughly 30% each to parts (b) and (c). Structure: brief composite introduction → systematic treatment of each sub-part with clear sub-headings → integrated conclusion that synthesizes insights across all three themes.
- Part (a): Explanation of Riggs' Prismatic Model—fused-prismatic-diffracted continuum, prismatic society characteristics (formalism, heterogeneity, overlapping), and specific institutions like sala, bazaar-canteen, and poly-communalism
- Part (a): Critical evaluation of 'overly gloomy' critique (deterministic, neglects indigenous capacity for change) and 'technically complex' critique (jargon-heavy, difficult operationalization) alongside defense of its heuristic value for CPA
- Part (b): Clear distinction between Performance Appraisal (annual, retrospective, individual-focused, judgmental) and Performance Management (continuous, prospective, system-wide, developmental) with their complementary roles in PPM
- Part (c): Analysis of the State-market balance dilemma in developing countries—market failures (externalities, inequality) vs state failures (bureaucratic inefficiency, rent-seeking), with reference to New Public Management and Developmental State debates
- Part (c): Contemporary relevance including India's mixed economy trajectory, strategic disinvestment, regulatory state emergence, and SDG-oriented public-private partnerships
- Synthesis: Recognition that all three sub-parts address core tensions in Public Administration—ideal vs reality (Riggs), control vs development (PPM), and efficiency vs equity (state-market)—that persist in administrative reform agendas

Dimension	Weight	Max marks	Excellent	Average	Poor
Concept correctness	20%	10	Precisely defines prismatic model elements (diffracted-fused continuum, formalism, heterogeneity, overlapping); accurately distinguishes appraisal (annual, evaluative) from management (continuous, strategic) in PPM; correctly identifies state intervention rationales (public goods, externalities) and market failure limits without conflation	Basic definitions present but some conflation between prismatic/diffracted or between appraisal/management; state-market discussion lacks specificity on intervention instruments	Mischaracterizes Riggs' model as purely negative, confuses appraisal with management entirely, or presents state-market as binary rather than complementary
Theoretical anchor	20%	10	For (a) cites Ferrel Heady's defense, Dwight Waldo's critique, and contemporary CPA scholars; for (b) references C. Murlidharan, L.D. White, or OECD frameworks; for (c) engages with Keynes, Public Choice theorists (Buchanan), and Developmental State literature (Johnson, Evans)	Names some theorists but limited integration; mostly descriptive rather than analytical engagement with scholarly debates	No theoretical references or misattribution of concepts; relies entirely on textbook generalizations without scholarly grounding
Indian administrative examples	20%	10	For (a) applies prismatic traits to Indian administration (caste in bureaucracy, formal rules vs informal practices); for (b) cites PAR/360-degree feedback in civil services, AIS performance management reforms; for (c) references India's LPG reforms, strategic disinvestment policy, regulatory bodies (TRAI, SEBI), and PM Gati Shakti	Generic mention of Indian administration without specific illustrations; examples partially relevant but not tightly linked to theoretical concepts	No Indian examples or inappropriate comparisons (e.g., citing Western models without adaptation); examples factually incorrect
Reform / policy angle	20%	10	For (a) discusses how Riggs informed later CPA and post-colonial administrative studies; for (b) evaluates PAR reforms, competency frameworks, and SPARROW; for (c) assesses competitive federalism, ease of doing business reforms, and the evolving role of PSUs and autonomous regulators	Mentions reforms descriptively without critical assessment; limited connection between theoretical framework and actual policy implementation	No reform discussion or purely nostalgic/uncritical treatment of past policies; ignores contemporary administrative reform discourse
Conclusion & forward look	20%	10	Synthesizes that all three themes address adaptation challenges in developing country administration; proposes integrated approach—context-sensitive CPA (Riggs), developmental PPM systems, and strategic state-market partnerships for SDGs; acknowledges emerging digital governance implications	Summarizes main points without synthesis; forward look generic or limited to one sub-part	No conclusion or abrupt ending; conclusion merely repeats introduction without development; no forward-looking element

Q7

Directive word: Analyse

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Approach

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