‘Faculty members are important pillars of higher education’

Source: The Hitavada      Date: 05 Nov 2017 11:49:47


 

By Praveen Vighre,

In her candid conversation with The Hitavada scribe on Saturday, the well-known personality in the field of the education - Dr Shiney Chib, Director of Datta Meghe Institute of Management Studies (DMIMS) - spoke on various issues that could bring in positive change in the education system and eventually make it more effective for the society.


She also elaborated on the changing environment that are ultimately impacting the education system and growing expectations of the society from the teaching faculty members.


“Procure, prepare and preserve are the three important ‘Ps’ of human resources development in any organisation. But when there is no job clarity or the organisation expects multi-tasking from the teachers, the three ‘Ps’ fail and the net result is disastrous,” she pointed out.


Dr Chib, who was recently invited by the Society of Interdisciplinary Business Research (SIBR) to present paper at the International Conference held at Hong Kong where in she had presented a research paper on ‘Impact of Role Ambiguity and role conflict on job satisfaction and self efficacy among the faculty of higher education’, further said that faculty members are considered as important pillar of higher educational institution. “There role is becoming very challenging every passing day and they are involved not only in teaching but also in other non-academic activities. Tasks of the branding of the institute, admissions and administrative work among other activities are also assigned to them,” she said.


“Gone are the days, when a faculty needs to concentrate only in teaching. The growth in the number institutes with varied courses has made the education field highly competitive,” she said.


The current scenario has made the teaching profession very demanding and it is expected that the teachers do multi-tasking and be versatile,” she said adding that teaching faculties should possess various skills in order to perform well in different spheres.


Taking into consideration the rapidly changing environment, the teachers are also expected to get themselves associated with industry, employers and other related institutions.
Dr Chib, who is also an adjunct faculty with SEGI University, Malaysia, has been conferred with ‘Distinguished Educator Award’ by Discovery Education Media; Rajiv Gandhi Excellence Award in the field of education’ and ‘Mahila Ratan Gold Medal’ for academic excellence among other recognition. She is an UGC-certified trainer for SAM workshops and P.hd Guide of RTMNU and ICFAI University.


She has presented papers and chaired the international conferences at Tokyo, Japan and Hamburg, Germany.
She guides participants on ‘Role Ambiguity as Reflect certainty about duties, authority, allocation of time and relationships with others’.
According to her conflict in roles arises when there is a
mismatch in competency levels of two persons.


Dr Chib proposed a model according to which Role Conflict and Role Ambiguity lead to Self Efficacy which in turn effects job satisfaction. She concludes that improper allocation of job responsibilities of faculty members result in role conflict and ambiguity. Demographic variables have an influence on self efficacy and job satisfaction.
Role conflict and role ambiguity influence self efficacy. Self
efficacy has a less influence on job satisfaction.


Dr Chib recommends proper allocation of responsibilities, provision of teaching assistants, providing options to faculty members in terms of research/teaching/academic activities, administrative responsibilities, etc, providing sabbaticals for research activities, faculty participation in decision making, autonomy to faculty members in executing job responsibilities and decision making.


Talking in general about working culture in organisation Dr Chib said, “Good work is always rewarded with more work.” She also pointed out that employees retention was a big issue in any big organisation.
“An organisation must at least concentrate on retaining 40 per cent of its core team. Among floating employees new ideas and fresh brains must be welcomed to bring fresh air,” she added.