Rewarding academics: Experiences of the Tenure Track System in Pakistan

Pakistan introduced the Tenure Track System (TTS) as a new performance-based reform in public universities 2005. The purpose of this study is to understand experiences higher education authorities, university leaders and tenure-track faculty about implementation reform. This qualitative interpretive utilised nested case design, focusing on two cases—Science Faculty Social Sciences Humanities large provincial university. It utilises three perspectives taken from organisation theory—instrumental, cultural myth perspectives. main results show instrumental problems hierarchical authority horizontal coordination, lack expertise implement, compatibility through active resistance some groups use symbols modify impression challenging implementations. Summing up, Western-inspired that meet conditions Pakistan, making rather less successful. پاکستان نے 2005 میں ٹینور ٹریک سسٹم کو سرکاری یونیورسٹیوں کارکردگی پر مبنی ایک نئی اصلاحات کے طور متعارف کرایا۔ اس تحقیق کا مقصد نفاذ بارے اعلیٰ تعلیمی حکام، یونیورسٹی رہنماؤں اور فیکلٹی تجربات سمجھنا ہے۔ . یہ معیاری تشریحی مطالعہ ہے نیسٹڈ کیس اسٹڈی ڈیزائن استعمال کیا ہے، جس بڑی صوبائی دو کیسز—سائنس سوشل سائنسز ہیومینیٹیز توجہ دی گئی تنظیم نظریہ سے لیے گئے تین نقطہ نظر کرتا — آلہ کار، ثقافتی افسانوی نظر۔ اہم نتائج درجہ بندی کی اتھارٹی افقی ہم آہنگی مسائل، مہارت کمی، کچھ گروہوں جانب فعال مزاحمت ذریعے مطابقت مسائل چیلنجنگ تاثر تبدیل کرنے علامتوں ظاہر کرتے ہیں۔ خلاصہ کہ مغر بی متا ثر زدۃ کیپا کستا نی زمینی حقا ئق سا تھ آ ہنگی قا ئم ميا تنا بہت کمہے۔ Many countries have passed, different sectors, series reforms last decades, both with global convergence features country divergence elements (Pollitt & Bouckaert, 2017). New Public Management wave started early 1980s, based mixture institutional economic theory management theories, devolution, efficiency, performance management, markets service orientation (Boston et al., 1996). Post-NPM emerged late 1990s due NPM (Boston, 2011), centralisation, increased coordination vertically horizontally, integration so on. Since then, organisations worldwide been these waves hybrid multi-layered form (cf. Mahoney Thelen, 2010), meaning organisational forms, are built principles at same time evolving become more complex by combining generations reforms. Globally, followed trajectory reforms, wide variety single (Amaral, 2008; Bromley 2020; Krücken, 2014). Global processes rationalisation standardisations changed into formal generic like any other organisation, partly social embeddedness importance modern market (Christensen 2019). First, integrated researchers, research projects students, reflected focus international rankings, incentive system for researchers stay competitive, or an increasing range student services (Komotar, Second, internally, changing decision structures, weakening traditional dominance professors (Ferlie 2008). Third, administrations professional influential catering internal growth, complexity external (Paradeise 2009). latter related national superior authorities' planning reporting requirements contact private stakeholders, generating resources legitimacy. article Pakistan. Salmi (1992) argued most developing faced many changes after their independence. He asserted need contingency countries. further defined must consider managerial smoothly implement uncertain environment. In competence was necessary but not enough. A detailed impact assessment established practices interests stakeholders needed regard, which our study. British ruled Indo-Pak subcontinent nearly hundred years. region developed, during period, mainly support colonisation expansion. replaced post-colonial policies, were prototype American models education. However, institutions amalgamation UK US institutions, sector (Aziz As result, when often lagging behind template entrepreneurial (Clark, 1998), inspired 2011). After World War II, organisations, Bank, United Nations Organisation Economic Cooperation Development (OECD), promoters (Mundy Verger, 2015). liberal neoliberal world order legitimated agenda continuously under attack (Norris Inglehart, al. (2020) explained (neo) recent years reduced emphasis theme discourse. transition economies ‘marred’ examples importing developed economies, especially States (Nureev 2020). set up academic labour century (Herbert Tienari, 2013). idea tenure its underlying ideas values exported (Engwall, 2007). TTS widely adopted across Europe, where differences prevailed (Cavalli Moscati, 2010). neo-liberal approach reforming filled import imitation scripts (Zubair, one example supported Tertiary Education Support Program (TESP), financed Bank. These subtle pressures competition, normative, compelled adopt policies did really fit local context culture work. When aligned culture, those policy might diminish effectiveness than enhance it. structural unique Southeast Asian sector. Higher influenced colonial education, religious philanthropic models. diverse influences structure patriarchal society make Pakistani exciting unprecedented context. They significantly addressed literature. will thus valuable contribution knowledge There much literature response Europe Bologna Declaration. there few studies experimentation Therefore, provides narrative how cultures Pakistan's newer universities, heavily relied financial federal governments, creating potential challenges (Zubair basic premise NPM-related stated could be improved, stable business identities created introducing business-like practices, since it represents another compatible. establishment 2002, Commission (HEC) has several initiatives institutions. Tenure-Track who join scheme called (TTF). serving probationary can get permanent position attract qualified people improve theoretical guided first presented, TTS, method, empirical description analysis. instrumental-structural perspective emphasises conscious design important influencing decisions dominated achieving goals (Egeberg, specialisation—how tasks roles divided horizontally vertically—and coordination—how specialised integrated, occur dynamic relations combinations (Egeberg Trondal, 2018). negotiation types. former stresses top (Patashnik, According latter, heterogeneous, actors definitions solutions engaging negotiations compromises. Using such would first, according version, actions political-administrative leadership, they perceived leadership faculty. whether disagreement among levels. cultural-institutional informal norms values, formed mutual adoption pressure—from interaction stake-holders task environment—that gives them identity varies between concept path-dependency essential, ‘roots route further’ means develop change slowly because ‘past overrepresented presence’, stimuli culturally Kingdon (2014) elaborates says leading institution starting path, happen entrepreneurs utilise ‘windows opportunity’. highlighted objective window, administration, government priorities economy. window exists actors's perceptions, sometimes misperceive misinterpret open situation ambiguous complex. Often, ‘policy entrepreneurs’ windows start path (Kingdon, 2014, p. 171). So, always tensions supporting old one. tease out odds proposed, degree compatibility. Further, tried confront traditions, eventual staff affected neo-institutional theory, sociologists Stanford (Alvesson Spicer, 2019; Meyer, Reforms seen constructed myths used ‘window-dressing’ images reacting pressure environment, technical-instrumental characterised ‘taken-for-granted’ symbolic notions organised, Brunsson (1989) calls ‘double-talk’ ‘organisational hypocrisy’, talking way, symbols, acting meant legitimacy environment Véliz Gardner, also reputation systematically designed appealing, primarily (Wæraas Maor, see ideologies, ‘fashions’ (Røvik, 2002) look rational modern. Through document analysis interviews, may analyse leaders' arguments certain systematically. reveal complementary understanding phenomenon, action, respectively. We multiple competing supplementary (Roness, 2009, 54). 2000, Bank UNESCO published report titled Developing Countries—Peril And Promise. made various points recommended compensations revised. triggered Government initiate process 2001. Ultimately, recommendations reviewing group Boston Group.1 laid foundations including HEC following clearly appointment members should strictly States' universities. concern compatible facing reality existing human resource (Khan Jabeen, 9/11, became front state military operations Afghanistan. regime, General Musharaf head Chief Army Staff. One senior officials2 Commission, said Government's cooperation Government, money came body, University Grants (UGC), routing budget converted 2002. Dr Atta Rehman3 chairman he had thinking long time. Changes geopolitical inflow capital opened opportunity changes, them. realised regime remain here long, his team programs without realising implementing given capacity profession attractive able young men women. pay coincide university, emphasised lifetime job security. got availability finances, alternative pet solution academics introduced, equilibrium rewards punctuated. gradual evolutionary adaptation intended Kingdon, regulatory bodies—the Federal (HEC), Provincial HEC, central department. Most depend running affairs. allocated funding Budget HEC; however, 18th amendment (where autonomy), presence felt governance matters syndicate universities' senate, involved HED. kind overregulation curtails administrative autonomy. real power decision-making lies hand bureaucracy. influence senate representatives. Politicians parliamentarians try selection promotion officers. political interventions curtailed genuine autonomy body status minister. close connections prime minister ministers. imbroglio checked authenticity parliamentarians' educational degrees, found authentic (the details provided appendix). 195 awarding institutes 60% universities/degree 40% universities.4 spending percentage GDP 1.5 2020.5 conducted oldest colleges rule, attained Governor province Chancellor University, Vice-Chancellor university's principal executive officer. times ranking ranked 1201+ rankings 401+ 2022. traditionally, considered servants. compensation benefits determined scales salary servants/employees total number 132 2017–2018. 43 women members, PhD degree, whereas 89 male 13 degree. Additionally, 38 (Male-29, Female-9), all PhDs. Statues (January 1, 2008, Version 2.0) entails procedures adapted Mexico, handbook. procedure applying track follows. advertised positions per rules available positions, interested persons applied against positions. carried regulations. cases along documents, forwarded Registrar's office. office responsible providing required documents appointment/ Track. All processed Departmental Technical Review Committee (DTRC). Chairperson department major role arrangements reviews being Then, send Syndicate/Senate/Board Governors accompanied minimum positive reports foreign experts appointment/promotion. Once approves Governors, registrar sends Quality Assurance Division (QAD) HEC. QAD endorses fulfil criteria returns does standards, even if differential amount (see Appendix B). cannot leave own unless receive dissatisfactory evaluation process. For example, suppose fail perform TTS. case, promoted BPS (Basic Pay Scale) lower F). embedded focused performance-oriented ‘tenure-track’ way sub-cases—Vice-Chancellors, sciences humanities. included Chemistry, Physics, Mathematics, Bio-Technology Computer Sciences, while Philosophy, Economics, Psychology, English, Persian Urdu. Respondents belonged units mentioned above. (2017–2018); nine female members. belong departments; therefore, departments visited. newly inducted experience track; excluded. Some refused give topic politically sensitive small sample inclusion having least track. Two pilot interviews conducted; heads departments, six If include, then 17. Moreover, conversations Registrar (Chief Administration) Treasurer Financial Officer) insights selected discipline rank, every rank represented sample. Semi-structured collect data correspondence obtained. duration 12 h 30 min. Apart authors spend field (Registrar,6 Treasurer), comfortable sharing interview setup, we talked conversations, observations written down. Three Vice-Chancellors participated study, representing periods, elaborated track's challenges, effects experiences. Triangulation using perceptions clarify (Stake, Common themes identified individual reports, ensuring study's credibility (Lincoln Guba, 1985). purposive sampling method recruit participants analysed objectively phases. guide underpinning theories relevant questions resulted practice Interview discussions co-authors, revisions made. Each question linked particular question. Consequently, pilot-tested colleagues. categorised theory-based thematically questions. confluence pre-decided themes, Filtration crystallisation occurred 15, (three members). Purposive select participants. maximum variation ranks disciplines incorporate experienced phenomenon. Head Department (HOD) Dean BPS, actively evaluating faculty, interviewed. Interviews Urdu English. profiles A. multi-case helps examine program performed common groups. layers analysis, individual, collates culminates level. reports. coded levels; level coding Vivo coding, actual spoken words Initial codes theoretical, interview. Coding rooted participant's language. Later, condensed terms abduction process; passed saturation, critical assigned quotes. Christensen help Word Excel spreadsheets E). asked academics, Vice Chancellors protocol. Both protocols enclosed appendix G). arranged table format, vertical column. name row. corresponding quotes table, quotes, shifted separate word file. collected theme. repeated theme, finding section. corrugated write discussion chapter. Although semi-structured contextual (list attached). findings structural, dynamics content, addition, addresses systems implemented lost desired agencies Chancellors. each System. initial fur