Retention of Qualified Lecturers in Teachers' Educational Institutions in Haryana - A Big Challenges to Governance of Institutes


By

Dinesh Tiwari
Director
MKM Group of Colleges
Hodal Harayana
 


ABSTRACT:

Retention of talent and maintaining a motivated and contended professors are, perhaps the biggest challenges before the educational institutions in Haryana. It has become more significance and assumes greater importance in era of open economy and cutting edge competition, Colleges and education professionals are busy devising new and innovative management practices and ideas towards keeping their professors motivated, satisfied and always available for giving their best efforts towards achieving  goals and objectives. Keeping the above in view new ideas and practices, tools have developed and are in practice in organization of all sizes.

Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job he's doing, he may switch over to some other more suitable job. In today's environment it becomes very important for organizations to retain their employees

INTRODUCTION OF PROBLEM

Retention is a big and a constant challenge for every organization today whether to talk of any corporate sector or any educational institution. It is a Herculean task for most organizations in the modern era of globalization and competitive business. Successful organizations realize employee retention and talent management are integral to sustaining their leadership and growth in the market place.

Gross Enrolment Ratios for the elementary, secondary and tertiary stages of education in 2003-04 were 85%, 39% and 9%, respectively.  These participation rates are undoubtedly low, and need to be raised very substantially, for India to become a knowledge society / economy.

A linked challenge is one of equity.  Participation rates in Education are poor largely because students from disadvantaged groups continue to find it difficult to pursue it.  Even when they manage to participate, students suffering from disadvantages of gender, socio-economic status, physical disability, etc. tend to have access to education of considerably lower quality than the others, while the education system needs to provide them access to the best possible education so that they are able to catch up with the rest.

India 's stated national policy - ever since 1968 - has been to raise public expenditure on Education to the level of 6% of GDP.  On the other hand, in 2004-05, outlay of Central and State Governments for Education amounted to about 3.5% of GDP. Thus, the gap in allocations for Education is still substantial, and needs to be urgently bridged

Education in India needs to be more skill-oriented – both in terms of life-skills as well as livelihood skills.  In sheer numerical terms, India has the manpower to substantially meet the needs of a world hungry for skilled workers, provided its education system can convert those numbers into a skilled work-force with the needed diversity of skills.

Management of Indian education needs to build in greater decentralization, accountability, and professionalism, so that it is able to deliver good quality education to all, and ensure optimal utilization of available resources.

In keeping with its billion-plus population and high proportion of the young, India has a large formal Education System. Its target group (children and young persons in the 6-24 years age group) numbered around 410 million in 2005, or about 38% of the country's population

The Constitution (42nd Amendment) Act, 1976, shifted Education, in general, from the "State List" to the "Concurrent List", thus giving both Central and State Governments jurisdiction over it, concurrently

National Council of Teacher Education (NCTE) vested with statutory status by an Act of Parliament in 1993 and developed deferent norms and regulation to establish teacher education institutions in India and accelerate production of teachers to meet the growing demand of trained teachers at deferent level of education in India. Education sector require a huge number of trained teachers in every state and it draw the attention of general public by the deferent media and deferent societies came in to focus and established education colleges in Haryana.

Present time in Haryana there are approximately 600 teacher educational institution existing and students from state and neighboring states are enrolled in deferent level of teachers education.

To enrich the quality and standard of education in TEIs University Grant Commission introduced "UGC regulations of minimum qualification for appointment of teachers and other academic staff in universities and colleges and measure for the maintenance of standard in higher education 2010." According to this regulation every teaching faculty should be NET/PhD in education and in turn which is impossible for the management of TEIs.

Key employee retention is critical to the long term health and success of colleges. Now Indian colleges are busy weaving out new strategies to attract and retain talent.

A- FINANCIAL MOTIVATORS:

Compensation and various employee benefits, now-a-days are being shaped according to what the employee wants rather than what the employer can give. Compensation constitutes the largest part of employee retention process. Effective and sound remuneration policy must be constructed to attract, maintain and retain talented peoples in an organization.

B- EMPLOYEE EMPOWERMENT AND JOB ENRICHMENT:

One of the basic strategies to retain talents is to empower the employees by enlarging an employee's job responsibility by conferring him the authority to get things done without becoming over burdened or distressed. By empowerment, the employees are supported and encouraged to utilize their skills, abilities and creativity by accepting accountability for their work. Empowerment occurs when employees are adequately trained, provided with all the relevant information and the best possible tools, fully involved in key decisions, and are fairly rewarded.

C- MANAGEMENT ATTITUDE AND WELFARE MEASURE

An effective employee retention program is a systematic effort to create a good Quality work life by providing congenial work environment. People wants to work for an organization which provides: A friendly and cooperative environment, ample opportunities to grow, appreciation for work done. A congenial work environment includes: good organizational culture, values, company reputation, quality of people working, good working conditions, fostering employee development and growth, using leading technologies, flexible work environment that welcomes new ideas, risk taking, and doesn't carve all decisions in stone, trust, good employee relation. It also includes efficient managers, supportive co-workers, challenging work, involvement in decision-making, clarity of work and responsibilities, and recognition.

D- MONETARY REWARDS AND RECOGNITION

There should be an effective reward and recognition Scheme in place. High performers should be suitably rewarded and recognized by the management .Rewarding employees for their exceptional performance through incentives, gifts, free vacations, paid holidays etc can boost the employee morale. A high performer should be recognized by the management so as to get the best and stay motivated .Various recognition programs should be designed such as: On-the-spot award, Employee appreciation, Nominated recognition, Award of best employee of the month/year, peer to peer recognition, Anniversary/length-of-service celebration etc.

Recommendation:

1. Screen prospective employees carefully. Conducting thorough screenings of job candidates is an excellent way to improve employee retention rates.

2. Provide employees with challenging and interesting work. Employees often start looking for other opportunities when they feel that their current position is stagnating.

3. Provide a comfortable and healthy work environment. If you confine your employees to cramped cubicles or windowless rooms, they will be much less likely to stick with the job.

4. Address employee concerns promptly. If an employee has a concern or a recommendation, do not brush her off. Instead, address the issue as soon as possible, preferably in a way that satisfies all parties.

5. Create incentives for your employees to stay with you. In addition to offering everyday amenities, consider linking incentives to the amount of time spent at your firm.

REFERENCE:

A) MANAGEMENT THEORY AND PRACTICE BY C.B.GUPTA
B) HRM TEXT AND CASES BY V.S.P. RAO
C) JOURNAL OF AIMA
D) JOURNAL OF NCERT
E) UGC WEB RESOURCES
 


Dinesh Tiwari
Director
MKM Group of Colleges
Hodal Harayana
 

Source: E-mail March 28, 2011

          

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