Confronting corruption and demoralisation
BANGLADESH has recently experienced a student movement and the victory of the movement on August 5 after a month of student-led protests that sought reforms in the quota system for civil service jobs. The students have always been at the forefront of change, from their role in the 1952 language movement to the 1971 liberation war and the recent movement. The achievements made brought us pride and hope, serving as a powerful reminder that they are capable of accomplishing almost anything.
Newspapers have recently reported that more than 40 public universities in have been without vice-chancellors since August 5, when the Awami League government was overthrown. The vacancies resulted from voluntary or forced resignations of the vice-chancellors over accusations of corruption and moral compromise. This has left citizens disappointed and calls for action to restore the reputation of the higher education sector.
听
How to repair damage
IN THE appointment of vice-chancellors and others in the management teams such as pro-vice-chancellors and treasurers, politics over merit is not a new issue. In the 1980s, during our time in the University of Dhaka, there was a division/grouping among university academics 鈥� the blue group, which was leaning towards the Awami League and the pink panel, composed of left-leaning teachers, and now white panel, which is opposed to the blue panel. Other public universities had a similar culture. Leaders of the two groups tended to bring politics, grouping or a political flavor in every aspect. Public administration theory labels this kind of behavior as 鈥榩oliticisation.鈥� It is more pronounced in the appointment of vice-chancellors, pro-vice-chancellors, treasurers, proctors and hall provosts. The urgent need for a merit-based system is, therefore, evident.
Private universities in Bangladesh have primarily been free of such politicisation when it came to the appointment of vice-chancellors until recently when the now-deposed Awami League government brought put the appointment under political consideration as it happens in public universities. Consequently, to make their masters happy, some private universities also tend to appoint vice-chancellors who could get their political affiliation into universities to achieve their political goals.
What does politicisation mean for universities? Why should we care about it? How has it destroyed the university鈥檚 reputation and credibility in core activities 鈥� teaching, research and community services? What should we do collectively to remove this cancerous disease from the universities? I have reflected on the concern for the recent decade after articles/reports were published. Furthermore, having a background in public sector administration, accounting, governance and accountability, I became interested in embarking on a research project from my personal experience in going through the process for the appointment of a vice-chancellor to a renowned private university. My research focuses on how politicisation can lead to corruption, weak governance and the lack of accountability and public trust in universities.
听
Key highlights
THE politicisation of appointment in top positions in universities has led to a decline in academic values and ethics, resulting in a loss of credibility for universities.
Bangladesh鈥檚 process for hiring senior management at universities seems to differ from international practices. Political connections are the main consideration for such appointment, leading to a growing politicisation.
The politicisation of appointment to senior positions in universities has increased significantly over 16 years. There is evidence of corruption in universities, with many vice-chancellors of public universities resigning during the first week of the interim government in August. Some students have demanded forced redundancies and vice-chancellors in several ranking private universities have been actively associated with the overthrown Awami League in the past decade.
听
Way for merit
Appointment to ranking positions in all universities should be based on merit, approved by university and not influenced by political considerations.
In cases of private universities, the president of the board should not also be the vice-chancellor. An impartial figure from society can play this role the way it is done in many countries.
Top university management team recruitment should not involve the university teachers鈥� association based on political affiliation such as the blue or white panels in the case of the University of Dhaka.
A non-political national teachers鈥� union with branches in each university, the way it is in Australia, should exist. This union should prioritise interests of teachers rather than of political parties.
The tenure for all vice-chancellors, pro-vice-chancellors and treasurers should at most be four years, with the possibility of reappointing an outstanding vice-chancellor for another fixed term based on performance.
The senior management team must undergo a thorough performance evaluation process and report to the academic council in the presence of student representatives.
The current practice of nominating three probable vice-chancellors should be abolished to prevent political interference in the appointment process. The university鈥檚 recruitment committee should select and rank only two candidates, similar to the practice in many western countries. If the first person declines, the second person will be offered the job.
We should establish independent universities with their own rules and self-governing mechanisms. The education ministry can provide oversight through the University Grants Commission and accountability, transparency and democratic governance should be ensured.
Protecting universities from corruption and unethical behaviour is essential for creating a better learning experience for students and establishing a sustainable system. Urgent amendment to governance and accountability of the current university legislation is essential.
听
Zahirul Hoque ([email protected]) is a professor of business (accounting) at Prince Sultan University, Saudi Arabia and an adjunct professor of business at La Trobe University, Australia.
