Case
FACULTY MANAGEMENT AT GCU - KEEPING ON TRACK
INDUSTRY :-
AREA :HUMAN RESOURCE MANAGEMENT/ORGANIZATIONAL BEHAVIOUR
ORGANIZATION :-
LENGTH :0
LUMS No :05-768-2015-1
PUBLICATION YEAR : 2015
ABSTRACT:
This case explores the challenges faced by a growing public sector university, GCU Lahore, with respect to its faculty management. First, the issue was of attracting, motivating, and retaining talented faculty to accomplish the vision of a successful expansion. Second, the case highlights the positive aspects as well as the issues resulting from the adoption of the tenure-track system (TTS) in GCU. For instance, the perception of inequity arose as there were two different systems, i.e., Basic Pay Scale (BPS) and Tenure Track System (TTS) running in parallel. The duality of the system led to feelings of inequity, dissatisfaction, and hostility. It could ultimately lead to a brain drain of talented faculty. Third, the case discusses the implication of diminishing attractiveness of TTS as the pay gap between TTS and BPS shrank. Management’s vision that TTS would eventually replace BPS did not seem likely since TTS was becoming unattractive due to diminishing pay differential. Dr Khaleeq-ur-Rahman felt that the viability of TTS was at stake in the long run. Additionally, his tenure as VC was also coming to an end and he did not know whether he would be given another term or not. The concerns pertaining to faculty management had to be addressed urgently by the next Vice Chancellor as the quality of teaching, scholarship, and research was dependent upon competent and motivated faculty. (Case is with CRC for editing and formatting. All reviews have been completed. 12 October 2015)