Posts Tagged ‘higher education’

The Road to Academic Taylorism.

datePosted on 20:57, March 11th, 2011 by Pablo

The labour dispute involving the University of Auckland and the Tertiary Education Union (TEU) is the culmination of more than a decade of escalating conflict between the university management and its employees that began during the tenure of former Vice Chancellor John Hood. If Hood, who was VC from 1998 to 2004, was a scalpel designed to eviscerate the union, then his successor Stuart McCutcheon is a sledgehammer focused on bludgeoning the staff into submission. The root of both VC’s hostility to the union lies in their adherence to the so-called “new management” theories that are popular in the private sector (Hood had no academic background prior to his appointment, while McCutcheon was a physiologist prior to being appointed Head of the Department of Animal Sciences at Massey University before holding higher administration positions at that university and later VC of Victoria University). Before arriving at Auckland both men cultivated reputations for being anti-union and ruthless when it came to staff cuts in pursuit of cost savings.

The application of “new management” techniques is nothing more than corporate-speak for imposing modern Taylorist practices on the academe (On Taylorism, see here). The idea is to turn all staff into regulated production units with as little independence and autonomy as possible, in a system where they discharge responsibilities allocated them by the non-academic central management (which has grown significantly at Auckland while the teaching staff has diminished), and in which their “output” is evaluated on spreadsheets and so-called performance based reviews (PBRFs) administered by the Tertiary Education Commission (TEC) rather than by disciplinary peer reviewers. In this scheme Deans, Associate Deans and department heads become “line managers” for the VC rather than as representatives of their faculties or departments, and staff are made to log in their hours, leave time and generally operate as if they were on an assembly line or phone bank service centre. The primary goal of academic Taylorism is to generate revenue by securing research funding, increasing full time (and increasingly foreign) student enrollments (EFTS) while maintaining or cutting staff levels (thereby increasing staff workloads), and making the university more “corporate-friendly” by encouraging business-related disciplines while eliminating those that are not. Under these schemes, the bottom line of the university is no longer to serve as critic and conscience of society and as a generator of creative talent and broad-based knowledge. It is to pursue the bottom line.

As a result, quality of education and scholarly contribution have now given way as the basis for individual and collective advancement and recognition to quantity of enrollments and research outputs regardless of merit. Be it in admitting unqualified foreign students, lowering academic standards to increase passing rates, publishing shallow edited volumes based upon academic crony conferences or listing magazine articles and media commentary as evidence of “research,” the university has forsaken its charter.

The problem is that the “new management” approach has no understanding of the intellectual enterprise or the nature of academic life. Ideas are not merely “outputs” and are not generated in a cubicle farm setting. New ideas and the resolution of complex problems can be generated on a bus, or during a long run on a beach, or over a cup of coffee while gazing out the window at some pretty greenery. Lectures are not merely a means of conveying power point presentations. Intellectual worth is not reducible to its profit-making potential, and intellectual life is more than being at the service of business or focused on technical disciplines with commodified economic worth. Some creative ventures or disciplines, say modern dance or the Classics, are important not because of their money-making capabilities but because they are expressions and reaffirmations of the human spirit in all of its manifestations. That is what universities are for, and that cannot be quantified on a time clock or spreadsheet.

Because of this, the University of Auckland management and its staff have been locked in a morale-sapping struggle over the future of the university. While Mr. Hood approached the union (then known as AUS) in an adversarial manner, he was at least fairly transparent about his intentions and appeared to understand that there were limits to the imposition of Taylorist practices on academic life. Mr. McCutcheon and his senior team, on the other hand, have adopted an overtly hostile scorched earth approach to the academic staff and union, a stance that has seen management engage in extremely dubious and highly unethical practices such as the falsification and destruction of documents, the intimidation, constructive and unjustified dismissal of staff, and the litigation rather than mediation of employment disputes using vast sums of taxpayer funding to pay corporate legal defense fees (from Simpson-Grierson) and PR representation. The Human Resources department and individuals such as John Morrow (Deputy Vice Chancellor (Academic), who was brought by McCutcheon with him from Victoria), are notorious for their bullying and stand-over tactics, using techniques that often times would amount to serious misconduct and border on criminal behaviour if done by anyone else (note that I am only referring here to a limited range of questionable practices and have not delved into issues regarding management relationship with foreign governments that supply students, senior staff travel expenditures and personal misconduct that goes unpunished).

The reason why the Auckland University management has adopted this approach is three-fold: first, because its intention is to destroy the union, pure and simple. Second, because under the current employment climate and labor legislation, it can do so with impunity. And third, because the tertiary sector union has allowed it to do so by adopting mistaken and now possibly terminal negotiating strategies in the past.

Under the leadership of Helen Kelly, the then AUS preferred to emphasise wage increases in the face of inflation rather than working conditions and academic integrity and autonomy. Year after year the sole focus of union negotiators was on wages, for which the union was willing to incrementally give away staff prerogatives when it came to teaching loads, recruitment and retention, and even the elimination of entire disciplines (such as Russian and Indonesian language instruction). The problem with this strategy was first, it elicited little sympathy from the wider public because as things stand people believe that academics are overpaid and under-worked relative to the “real” world (when I left the university my salary was over NZ$102,000 as a Senior Lecturer 5, so I can see how the public would think that). Secondly, because the union only represents thirty-odd percent of the academic staff (the overall percentage of organized university staff increased after 2009 with amalgamation of the AUS and the Association of Staff in Tertiary Education (ASTE), which covers university administrative staff, but still does not cover the majority of academic staff), the university management could undercut union negotiations by offering separate wage packages to unorganised staff on individual contracts, thereby forcing the union to eventually relent and accept the same deal as the unorganised staff in exchange for the university retaining the collective contract governing other aspects of the employment relationship not subject–yet–to managerial discretion. This process of stalled negotiations, threatened industrial action and on several occasions strikes themselves did not hinder management’s steady, yearly erosion of the basic terms of employment.

In fact, rather than trade wage restraint for a halt to managerial intrusions into workplace autonomy and research and teaching independence, the union stubbornly clung to the wage/inflation parity fixation. By the mid 2000s, every year it wound up settling for the wages unorganised staff had agreed to and slowly but steadily found itself subject to increased management control of basic working conditions regardless of the specifics of the academic discipline or the nature of research involved. As Taylor would have had it, academic synthesizing was in play.

Ms. Kelley’s mistake was that she sought to preserve the union’s agency by trading incremental wage gains for non-wage concessions when confronting an opponent that was most interested in destroying the union. This was evident in her approach to forced redundancies and constructive or unjustified dismissals, which was to seek monetary settlement rather than go to court even if this meant the end of the union member’s academic career. Since the university has money to burn for such things, this approach played neatly into its hands.

And so it happens that this year McCutcheon and his wrecking crew minions have made their boldest move. After gradually tightening leave requirements, increasing on-site hours and teaching and research (make) workloads, adding administrative chores (such as the endless paperwork associated with the PBRF and Annual Performance Reviews) loosening burden of proof standards in employment disputes and restricting opportunities for academic staff to work off-campus without penalty, the university has proposed to eliminate research and study leave and have disciplinary matters removed from from the collective contract (research leave is now guaranteed for one semester every three years subject to the submission of a viable research proposal estimating costs, itineraries etc., and disciplinary procedures–which have been repeatedly breached by the management anyway–are outlined in the collective contract) as well as remove a number of clauses in the contract governing the non-wage employment conditions of the staff (these include ongoing changes to promotion criteria and guidelines that make it easier for managers to deny or confirm promotions based on on non-standardised assessment measures). In exchange, the university has offered an increase in annual leave from four to five weeks for all staff along with a four percent pay increase. McCutcheon’s attitude is clear, as he has stated to the press that he believes that universities should not be encumbered by employment agreements that constrain management’s ability to dictate policy. Taylor would be proud.

Unlike Ms. Kelly, the new TEU president, Sandra Grey, is an academic who knows the inside of a classroom and the research requirements inherent in academic employment. Finally realizing the real stakes involved, the TEU has responded by asking Auckland members to refuse to engage in the annual PBRF exercises that help determine the amount of research funding that the university receives from the government. The PBRF, which is a glorious time and energy-consuming make-work exercise introduced the early 2000s as part of the new managerial approach to research funding, is considered to be the holy grail for the management bean counters in the Clock Tower and VC’s office, so naturally enough McCutcheon has shown his bully self by threatening that any reductions in PBRF funding caused by staff refusal to perform the exercise could result in dismissals (ignoring the fact that staff numbers are below those of the pre-PBRF days and that enrollments are up, which means that he would have to reduce course offerings and turn away students in the measure that he fires lecturers, or at a minimum replace them with less-qualified personnel). The union has responded with a PR and media campaign and promised more direct action if the VC’s proposal is not withdrawn. At the moment both sides are at an impasse. Truth be told, in the contemporary economic, political and social climate and given its member numbers as a percentage of the overall academic workforce, this is a very risky act of TEU brinkmanship.

It will be interesting to see what will happen if this confrontation continues. But one thing is sure: this is the TEU’s last stand in Auckland. If it loses this battle then it will be destroyed as a credible agent for the interests of the Auckland University staff. And once that domino has fallen, it will not be long before management in other NZ universities will follow suit and adopt the sledgehammer approach towards union branch-busting in the pursuit of academic Taylorism. At that point the notion of “the academe” will have ceased to exist in New Zealand.

PS: Less you think I am off track, check this out from someone who still works at Auckland University  (hence the diplomatic and deferential tone).

Plagarism and Double Standards.

datePosted on 19:07, November 21st, 2009 by Pablo

I was not going to post on the Witi Ihimaera plagarism scandal, having commented under my own name on another blog that covered the matter. But as I compare my summary dismissal for writing a rude email to an unqualified and underperforming student with the lack of even a cursory reprimand for his theft of intellectual property, and then find out that apparently it is not the first time that Mr. Ihimaera has appropriated someone else’s work as his own, I find myself wondering if indeed there is a double standard at play when it comes to our respective treatment by my former employer. Let me explain why, but first point to the one consistency in the handling of both cases.

The University has, as part of its collective contract with the union representing academic staff, a series of procedures and regulations that have to be followed before an academic staff member can be dismissed for serious misconduct. This includes receiving a formal complaint detailing the misconduct, attempting to mediate the matter using the offices of the Ombudsman, handling the matter within the department, issuing two formal written warnings before dismissal is sought…the requirements are pretty detailed and in fact were made even more so after my dismissal precisely because of the controversy surrounding it. Perhaps Mr. Ihimaera is not a member of the union so other procedures were followed, but that usually mitigates against favorable resolution for the employee.

In my case none of the internal procedures were honoured other than as a facade. No formal written complaint was ever made against me, but without getting my side of the story the Ombuds(person) immediately brought the issue to the attention of my department HOD, who without saying a word to me passed it on to the Dean, who after consulting with the student as to what should be done held a series of brief meetings with me and a union rep in which he shrugged off my apologies and assurances, ignored the fact I had no prior formal warnings, and sent me packing. In fact, he and his HR advisors attempted to use a couple of unrelated events from the past (an argument with a former HOD about managerial practices and an email disagreement with a colleague about a grad student who failed to attend a class) to argue that prior warnings had been given. Those were later found to be irrelevant by the ERA.

In Mr. Ihimaera’s case it appears that, upon hearing that news of the plagarism was about to go public, the University rapidly pushed through an “investigation” of the matter apparently involving his HOD, the new Dean of Arts (who was not the Dean the fired me) and Mr. Ihimaera. No disciplinary board with colleagues outside of the HoD and Dean was apparently convened. Mr. Itimaera  gave apologies and assurances, and the case was closed.

What is consistent in both cases is that the lengthy rules and procedures for handling discipline cases involving academics were circumvented, in his case favourably to him and in my case not. This galls me not because I think that Mr. Ihimaera should be fired–I do not, and think that both of us should have received a final written reprimand about our respective transgressions–but because the University argued that I was fired because of the damage I did to its reputation. This line of argument continued after the dismissal was found to be unjustified, then into the settlement agreement by which formal reinstatement meant no actual reinstatement. But what about my reputation? Not only did the leaked email wind up on the front page of the national newspaper and then went global, but the University did nothing to prevent its release or demand its withdrawal when a student newspaper under its authority first published it (even though leaking the email was a violation of the email policy under which I was ostensibly fired). Moreover, the University knew well what the impact of the dismissal would be. As the Dean who fired me said to the ERA, “in a reputation-based business like academia, summary dismissal essentially means the end of a career.” In my case that seems to be proving true, and perhaps it was that knowledge that made for lighter treatment for Mr. Ihimaera–but I suspect not, simply because his association with academia was one of mutual convenience rather than professional necessity.

My major question is, if what I did was so injurious to the University reputation, what about Mr. Ihimaera’s plagarism? Plagarism is the single worst thing that an academic can do. Working in a genre such as historical fiction does not excuse the lifting of other’s words. Plus, being housed within an academic institution means adhering to its requirements on original work, so he was, in fact, more duty bound than independent writers in that regard. Students get failed and often expelled for plagarism. Academic staff get demoted or fired for plagarism. And Mr Ihimaera did not even merit a reprimand? Now, it seems that the case gets worse, as others have come forth to claim that Mr. Ihimaera has plagarised in his previous work. If so, and if the University knew about those previous incidents, then its absolution of the latest episode is even more alarming.

The University and Mr. Ihimaera say that his plagarism was “inadvertent” and thus excusable. Even if that were true–and it stretches credulity to think that a famous author would not know the difference between his own words and sentence structure and those of others– standard guidelines on plagarism, including those specifically used and distributed by the University to students and staff, state that inadvertent or unknowing plagarism is no excuse for it. It is the author’s responsibility to ensure his/her work is original and properly cited, and the crosses all academic fields and intellectual genres.

Some have claimed that because Mr. Ihimaera is Maori, famous and gay, he got off lightly. I initially thought that was ludicrous and that there were other mitigating circumstances at play. But the more I learn about the case and think about the differences in our treatment, the more I wonder as to why those differences. Certainly universal institutional standards need to be upheld over and above the specific identity and interests of any individual. That is what the University claimed in my case. Yet, was what I did worse than plagarism? Did my email to an individual student cause more damage to the University than the discovery by a book reviewer in a national magazine of the as of then unattributed passages in Mr. Ihimaera’s latest book? How can he not even receive a reprimand, and how can the University claim that in both cases its standard rules and procedures were followed to the letter?

The real shame is that it is not my actions or Mr. Ihimaera’s that have tainted the reputation of the University. Instead, it is playing loose with the rules and attempts to “spin” both stories in a way that gives the illusion of procedures being properly followed that sullies the brand. That has a negative impact not only on the managerial cadre that are the perpetrators of the double standard but also the staff, alumni, current and prospective students who share association with the University name. Yet, instead of being ashamed and contrite, University managers continue to obfuscate and bluster, refusing to reveal how their “investigation” of the Ihimaera case was conducted citing privacy concerns (concerns they were not so concerned about when my email went public).  It appears that management are blissfully unaware that the ship is sinking beneath them or else are confident that no matter what they do, they will not be held to account by anyone other than themselves. Since the taxpayers ultimately pay the salaries of all involved, that should be a matter of public interest.