Introduction
Dr. Mayank Sharma was a young, dynamic, and aspiring professional working as Assistant Professor at Swift University, one of the top universities in India. It received a "A" accreditation mark from NAAC and was placed in the top 25 universities.
It was a well-known name for its academic repute and credibility. It draws top talent to this prestigious university in addition to having a strong student body. Dr. Mayank
Sharma was sitting in his cabin contemplating about a day when he received a call letter from Swift University for an interview and was subsequently selected in November 2014.
He was excited about this promising future job after joining Swift University. He felt his dreams had come true by getting an opportunity to work for such a prestigious university. He had high hopes of getting better career advancement opportunities with optimum utilisation of his talent. He felt that all his expectations, which anyone can aspire to, would be fulfilled at Swift University.
In June 2016, Mayank had finished his first and a half year at Swift University, but things had gone against what he had anticipated. He lacked motivation and was unable to concentrate on his work. He was frustrated, dissatisfied, and considering his future at Swift University. He was torn between staying and leaving, and he was in a terrible position. He didn’t know what to do.
He was in a great dilemma and indecisive, whether he should stay or leave?
Background of the organisation
One of the best universities in India, Swift University was founded in Delhi in 1975. According to a 2016 survey by Hindustan Times, it was ranked 12th in the country. The National Assessment and Accreditation Council, or NAAC, awarded the university an "A" grade in 2014.
Swift University had an attractive, serene campus, located 18 kilometres away from the International Airport of Delhi. It provides just the right environment to step away from the routine world to quietly imbibe, peacefully introspect, and ultimately learn.
Swift University was an amalgamation of 18 Institutes offering 100+ programs in Engineering, Management, Medicine, Humanities and Health sciences. Their Motto is “Empowerment through Education”. Swift University was known for its high standards in teaching and attracts students and faculties from all over the world. The faculty pool at Swift University comprises a good blend of people both from industry and academia.
Swift University had strategic linkages with leading premier institutions across the world. It was emerging as an education hub and destination for knowledge seekers from all over the world.
Incident Introduction
The issue began with a series of incidents that happened one after another during his tenure while working with Swift University, which has crushed his expectations and put him in a state of grief and discontent. Some crucial incidents are mentioned below which land him in dilemma and indecisiveness about whether he should stay or leave.
Incident 1:
It was Dr. Mayank’s first day at Swift University when he was called by Director, Dr. Abhay Wadhwa and Head of Department (HOD) & Academic Head, Dr. Lata Singh for a formal interaction. The conversation started with a formal introduction and discussion about Swift University. He was intimated about the various academic and administrative responsibilities allocated to him. During this interaction, he was told that the academic session was about to begin in the next three weeks. He was also intimated about the subject allocated to him for the current session.
Dr. Mayank found that the subject offered to him didn’t belong to his area of specialisation and discussed the subjects he had taught and would like to teach in the current session. He requested Dr. Lata to change the subject, but the request was turned down, stating the reason that subjects had been already allocated and making changes at this stage was not possible.
Being a new employee, he agreed to teach the subject offered to him, but he also requested to consider his subject preference in the next academic session. He was given assurance by Dr. Wadhwa and Dr. Lata that his preference would be considered in the next academic session.
Dr. Mayank started working with full enthusiasm and tried to adapt to the work environment. While working, he observed that few faculties were on the list of ‘Favourites’ of Dr. Lata Singh. These faculties used to enjoy additional paybacks every time, whether it was academic or administrative work. He also felt there was inequality in the division of work. He neglected his observations and decided to focus on his work.
Next, the academic session was about to begin, and he was waiting for an academic meeting to be called for subject allocation. Unexpectedly, he received an email regarding subject allocation for the upcoming session.
He opened an email to check the subjects allocated to him. To his surprise, he saw that the subjects allocated to him were not from his area of specialization. While other faculty members have subjects of their specialization. He found despite giving his preferences for the subjects in advance, his request was not considered.
He went to Dr. Lata to discuss the matter and resolve the confusion regarding the subject allocation.
Dr. Mayank Sharma: May I come in madam?
Dr. Lata Singh: Yes, please come in and have a seat.
Dr. Mayank Sharma: I have received the list of subject allocation, and I am surprised to see that the subjects allocated to me are not from my area of specialization.
Dr. Lata Singh (Ignorant): Why are you so surprised?
Dr. Mayank Sharma: In the last academic session, I was assured that in this academic session, my preference regarding subjects would be considered.
Dr. Lata Singh: Dr. Mayank, I have allocated the subjects after the discussion with your colleagues from your area of specialisation.
Dr. Mayank Sharma (Shocked): Colleagues! They do not have any authority to decide the subjects for me. You should have called me before allocating the subjects.
Dr. Lata Singh (angrily): I have the authority to decide the subjects. I know who can teach better.
Dr. Mayank Sharma: Of course, you have authority, but my question is why every time few faculties get subjects of their choice.
Dr. Lata Singh (irritated): What do you mean by ‘Few’ faculties?
Dr. Mayank Sharma: I am not naming anyone. You know it better, but I have observed they are getting privileged in everything.
Dr. Lata Singh (angrily): You want to say I am biased? For your information, last Monday, a meeting was called by me for subject allocation.
Dr. Mayank Sharma (irritated): Last Monday! I was not aware of any such meeting. How would I know that you have called a meeting? There was no such prior intimation for the same. You should have informed me earlier.
Dr. Lata Singh (angrily): Dr. Mayank, I have sent a person to call you, but you were not available in your cabin.
Dr. Mayank Sharma: I was busy with examination work. Moreover, how can you allocate the subjects without including all the members concerned?
Dr. Lata Singh (irritated and angry): Now, I can’t make any changes. The final list has been sent to the Director. You can go and speak to him.
Dr. Mayank Sharma (Disappointed): Thank you for your time.
Dr. Mayank moved out of the cabin. He became demotivated and felt discriminated against. He continued to be mistreated and denied the subjects he wanted in the ensuing meetings. While his colleagues, who were Dr. Lata's "favourites," were enjoying their jobs.
Incident 2
After joining, Dr. Mayank attended an orientation programme in which he came to know about the vision and mission of Swift University. He was fascinated to know about the career development/advancement opportunities available for faculties at Swift University. He was very much impressed by the research policy of the University which was very much in sync with UGC guidelines. The major highlight of the research policy was the special fund that was allocated for the participation in Faculty Development Programmes (FDPs), Workshops, Seminars, and Conferences, which were very crucial for faculty development and growth. He was further motivated by the talks of top management as they spoke a lot about faculty development and encouraged everyone to participate in such programs.
Dr. Mayank was feeling happy and lucky to be a part of this leading world-class university. He thought he was at the right place, where his talent would get the right exposure. He was fully motivated and having high spirits thinking about his bright and successful career.
Having high hopes, he decided to participate in the workshop, made his proposal, and submitted it to the Research Committee (RC) for approval. The committee took his proposal and asked him to wait for the next 7 days for the decision of the committee. After seven days, he received a communication from RC that his proposal had been rejected. The reason stated was that an academic session was going on.
In this row, he applied seven to eight times but every time his proposals got rejected for any one or more reasons like examination duties schedule, shortage of staff, cultural activities going on, location of organiser, content of workshop, or any other vague reasons. The list was endless. He noticed that other faculties in the department, especially those who were on the list of ‘favourites’ were getting permission for participation in multiple FDPs.
With time, the academic session got over in May. Dr. Mayank decided to utilise his time by participating in some FDPs and workshops. He started looking for the options available. Meanwhile, he got an invitation to participate in the workshop organised by UGC in Delhi in June. It was a good opportunity for him to enrich his knowledge and skills in his area of his specialization. He made his proposal and submitted it to the Research Committee (RC) for approval, which was headed by Dr. Abhay Wadhwa, Director of the university.
Once again, his proposal was rejected stating that the orientation programme of the new batch had been scheduled. Although, Dr. Mayank had no role in the given program. This was high time and Dr. Mayank decided this time to discuss the matter directly with the RC Head.
Dr. Mayank: May I come in sir?
Dr. Abhay Wadhwa: Yes, please come in.
Dr. Mayank: Sir, I am here to discuss the issue related to my proposal for participation in the Faculty Development Programme.
Dr. Abhay Wadhwa: What do you want to discuss about it?
Dr. Mayank: I have submitted 8 proposals for participating in FDPs, but every time my proposal has been rejected by giving one or the other reason.
Dr. Abhay Wadhwa: I have seen your proposal they were not significant and relevant to the requirements of the university.
Dr. Mayank (surprised): Not Relevant! My every proposal was related to my area of specialization and other research activities.
Dr. Abhay Wadhwa: You are questioning the decision of the Research Committee (RC).
Dr. Mayank: No Sir, I am not, but I don’t understand why I am not getting permission for the participation and while other faculties were getting permission to participate in various FDPs.
Dr. Abhay Wadhwa: (shouted) Dr. Mayank, I have full authority to decide to whom I should give permission and to whom I should not.
Dr. Mayank (Disappointed): Of course, sir, you have full authority. But anyway, thank you for listening to my issue. Dr. Mayank moved out of the cabin. He was disheartened and had a feeling of discernment, thinking about the talks of the top management about faculty development and career advancement. He realized that it was mere talks nothing factual. He was annoyed and feeling discontented and thinking about his fate at Swift University. Incident 3
Dr. Mayank (Disappointed): Of course, sir, you have full authority. But anyway, thank you for listening to my issue.
Dr. Mayank moved out of the cabin. He was disheartened and had a feeling of discernment, thinking about the talks of the top management about faculty development and career advancement. He realized that it was mere talks nothing factual. He was annoyed and feeling discontented and thinking about his fate at Swift University.
Incident 3
Dr. Mayank Sharma was looking at his coffee mug. He was thinking about the time when he joined Swift University with high hopes and aspirations. He was looking back on the hardships and efforts that were put in by him towards the larger objectives of the university.
Dr. Mayank Sharma was a dedicated hard-working employee. He always said ‘Yes ‘to any type of work whether it was academic or administrative. He was always keen on learning and always ready to accept challenging work. He had a very hectic and tight schedule catering to teaching and administrative work which didn’t leave time for doing any other activities. He was always busy catering to administrative work more than teaching.
In academic meetings with the Director, all faculty members were asked to be present in these meetings to discuss upcoming activities such as culture, sports, tours, seminars etc. In these meetings also he was assigned the maximum workload by marking false compliments that he was the best man for the job. There is always some type of work lined up for him. For any type of work, Dr. Mayank Sharma was asked to do it. As he always said ‘Yes’ so there was no shortage of work for him.
Many files were lying on his table which he needed to complete by the end of the day. He went to Dr. Lata to collect some documents required for completing these files. When he reached the cabin, he heard some loud voices and laughs. Before he could enter the cabin, he heard that a few faculty members were already sitting in her cabin making fun of him and discussing how all the work had been delegated to him. He even heard about the plan and strategies for delegating work. He got hurt and disappointed at the approach of Dr. Lata and her few ‘favourite’ faculties.
After some days he was asked to organize a “Cultural Activity” for the students. He moved out of his cabin to meet the coordinator to get the list of new students. While walking from the faculty room to the administration room, he saw that some faculty members were sitting on the sofa and were having a fun time and enjoying chit-chatting, some were busy on their mobile phones while some were just having a walk in the corridors.
Within these 100 meters of the walk, he realized how he had become a “Joker” in the organisation. He took the list of new students from the coordinator and came back to his cabin. Finally, the day came when he got so frustrated and irritated that he decided to speak to Dr. Lata about his workload, hoping that his request would be considered.
Dr. Mayank Sharma: May I come in madam?
Dr. Lata Singh: Yes, please come in and have a seat.
Dr. Mayank Sharma: I need your help.
Dr. Lata Singh: Please tell me how I can help you.
Dr. Mayank Sharma: Mam, I am so overloaded with academic and administrative work that I don’t get time for doing any other activity. I need someone to share the workload.
Dr. Lata Singh: Everybody is overloaded, nobody has free time, there is so much work that we all need to put in some extra effort.
Dr. Mayank Sharma: Yes Mam, I can see how busy they are sitting on a sofa, chit-chatting, busy on mobile phones, roaming in the corridors. You might not have seen that! You are so busy (Sarcastically commented).
Dr. Lata Singh (angrily): Dr. Mayank Sharma, stop comparing with others. I wouldn't say I like comparison. You better focus on your work. You may leave now.
(Dr. Mayank Sharma came out of her cabin and saw Dr. Lata going inside the Director’s cabin)
Incident 4
It was the month of June with an end of academic session. It was a time when the Performance Appraisal Forms were distributed to all the faculty members. Dr. Mayank Sharma was holding the form in his hand, hoping that after filling in the form he would be rewarded for all his hard work, so he started filling the form. He completed the form and submitted it in a sealed envelope to Dr. Abhay Wadhwa, the Reviewing Officer, and a copy of the Performance appraisal form to Dr. Lata, the Assessing Officer. Dr. Mayank was hoping that all his hard work would be rewarded.
The director had sent the peon to call Dr. Mayank Sharma in his cabin. Dr. Mayank Sharma went to his cabin.
Dr. Mayank: May, I come in sir?
Dr. Abhay Wadhwa: Yes, please come in and have a seat.
Dr. Abhay Wadhwa handed him a letter which was sealed and confidential was written on it. Dr. Mayank Sharma took the letter, and he opened it. He became pale and his eyes got wet.
Dr. Mayank Sharma: No Increment!
Dr. Abhay Wadhwa: I cannot help, but your performance is very poor.
Dr. Mayank Sharma: Sir, I have done all the assigned work on time, my teaching load is complete, and I have done the maximum amount of administrative work.
Dr. Abhay Wadhwa: It's part of your job, Dr. Mayank. What special have you done about it? The maximum marks are given to the research output which is negligible in your case.
(Dr. Mayank Sharma was thinking about those 8 proposals that were rejected by the Research Committee).
Dr. Mayank Sharma: I was overloaded with administrative work while others were enjoying leisure time.
Dr. Abhay Wadhwa: You always compare yourself with others. This is what I hate. You should focus on your work.
Dr. Mayank Sharma (Disappointed): Ok Sir. Thank You.
Dr. Mayank goes back to his cabin and writes a simple resignation letter. Keeping the letter in front of him, he picks up his phone and dials a number. “Hello”
Questions
1. What were the prominent reasons you feel were responsible for the feeling of discontentment in Dr. Mayank Sharma?
2. Dr. Mayank Sharma was a victim of Favouritism or Organisational Politics? Comment.
3. Comment on the approach of a Director and HOD in the case.
4. What would be your approach in this case, if were in place of Dr. Mayank Sharma?
5. Discuss the various pros and cons associated with Favouritism and Organisational Politics.
6. Is it possible to get rid of Favouritism or Organisational Politics? Discuss your viewpoint.
References
1. Mondy, R. W., Noe, R. M., & Gowan, M. (2005). Human resource management. Upper Saddle River, NJ: Pearson Prentice Hall.
2. Fisher, C. D., Schoenfeldt, L. F., & Shaw, J. B. (1990). Human resource management. Boston: Houghton Mifflin.
3. See T. Romm and A. Drory, “Political Behavior in Organisations: A Cross-Cultural Comparison,” International Journal of Value Based Management 1 (1988), pp. 97–113; and E. Vigoda, “Reactions to Organisational Politics: A Cross-Cultural Examination in Israel and Britain,” Human Relations (November 2001), pp. 1483–1518.
4. Ferris, Russ, and Fandt, “Politics in Organisations.”
5. Farrell and Petersen, “Patterns of Political Behavior in Organisations,” Academy of Management Review 7, no. 3 (1982), pp. 403–412.
6. G. R. Ferris and K. M. Kacmar, “Perceptions of Organisational Politics,” Journal of Management (March 1992), pp. 93–116.
7. M. C. Andrews, K. M. Kacmar, and K. J. Harris, “Got Political
8. Skill? The Impact of Justice on the Importance of Political Skills for Job Performance.” Journal of Applied Psychology 94, no. 6 (2009), pp. 1427–1437.
9. C. Anderson, S. E. Spataro, and F. J. Flynn, “Personality and Organisational Culture as Determinants of Influence,” Journal of Applied Psychology 93, no. 3 (2008), pp. 702–710.
