The learning outcomes are as follows: to analyze the workforce factors disturbing educational system; to understand workforce stereotypes and biases against the poor masses in the government education system; to understand stagnancy of minds of educational workforce in the modern world of education; to evaluate what institutional and leadership strategies can be devised to change the mindsets of the faculty, staff and students; and to analyze how change management would contribute to transform the corrupt and negligent workforce.
On August 30th, 2024, Attaullah Samejo delineated his dissatisfaction with the overall performance of the college’s workforce, encompassing everyone from the administration to the faculty. He observed a concerning resistance to change, as many individuals were reluctant to embrace his policies aimed at creating a more conducive educational environment. This resistance deeply troubled him, for he feared that a privatization process was imminent. Samejo, a visionary leader, believed that third-party entities were actively working to privatize government institutions, including colleges, which would disproportionately affect students from low-income families.
In response, Samejo dedicated himself to improving the college’s conditions with a vision to see the college as the best college of Sukkur region, working tirelessly to counteract the privatization threat. Despite his sincere and relentless efforts, he faced significant challenges in overcoming the deeply entrenched corrupt practices that hindered progress within the institution. As a result, he was left contemplating the strategic measures he should adopt to transform the workforce and protect the college from privatization. He also questioned how the integration of technology could help him achieve the desired outcomes and foster meaningful change.
Undergraduate and graduate.
Teaching notes are available for educators only.
CSS 6: Human Resource Management.
