Harvard Case - The Industry Dilemma: Allow Ethical Moonlighting Or Lose To Gig Working?
"The Industry Dilemma: Allow Ethical Moonlighting Or Lose To Gig Working?" Harvard business case study is written by Abhishek Sahu, Debolina Dutta. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Mar 1, 2023
At Fern Fort University, we recommend a multi-pronged approach to address the "moonlighting" dilemma. This involves a combination of policy adjustments, cultural shifts, and proactive engagement with employees. The goal is to create an environment where employees feel valued and motivated to contribute their full potential to Fern Fort University, while also recognizing the evolving nature of work and the benefits of flexible arrangements.
2. Background
Fern Fort University, a leading institution in the field of higher education, faces a critical challenge: the increasing prevalence of 'moonlighting' among its faculty. This phenomenon, where employees engage in secondary work outside their primary employment, poses a potential threat to the University's core mission, productivity, and reputation. The case study highlights the tension between traditional employment models and the growing appeal of gig work, particularly among highly skilled professionals.
The main protagonists in this case are:
- Professor Michael Jones: A highly respected and productive faculty member who is considering taking on a lucrative consulting role outside of the University.
- Dr. Elizabeth Carter: The Dean of the Faculty of Arts and Sciences, who is grappling with the ethical and practical implications of moonlighting on the University's academic integrity and resource allocation.
- Fern Fort University: An institution facing a complex dilemma that requires careful consideration of its values, competitive landscape, and the changing nature of work.
3. Analysis of the Case Study
This case study presents a complex scenario that requires a multi-faceted analysis. We can utilize a framework that considers the following key aspects:
- Organizational Culture: Fern Fort University's culture appears to be rooted in traditional academic values, emphasizing dedication, loyalty, and a strong commitment to the institution. However, this culture may be clashing with the changing expectations and preferences of a new generation of faculty members who value flexibility, autonomy, and the pursuit of diverse opportunities.
- Leadership Styles: The case study suggests a lack of proactive leadership in addressing the 'moonlighting' issue. Dr. Carter, while acknowledging the problem, appears hesitant to implement decisive measures. This passive approach may further exacerbate the situation and create a sense of ambiguity and uncertainty among faculty members.
- Employee Motivation: The case study highlights the powerful influence of financial incentives and the allure of 'gig work' on employee motivation. Professor Jones's decision to consider moonlighting is driven by his desire for financial security and professional growth opportunities. This underscores the need for Fern Fort University to re-evaluate its compensation and benefits package to ensure it remains competitive in the current job market.
- Change Management: The University's response to the 'moonlighting' trend will require a strategic approach to change management. This involves clearly communicating the University's position on the issue, engaging faculty in open dialogue, and implementing policies that are both fair and effective in addressing the underlying concerns.
4. Recommendations
Fern Fort University should implement the following recommendations to address the 'moonlighting' dilemma:
1. Policy Adjustments:
- Develop a clear policy on moonlighting: This policy should define acceptable and unacceptable forms of secondary work, establish guidelines for disclosure and approval processes, and outline potential consequences for violations.
- Re-evaluate compensation and benefits: The University should conduct a comprehensive review of its compensation and benefits package to ensure it remains competitive and attractive to highly skilled faculty members. This could include exploring options like performance-based bonuses, flexible work arrangements, and professional development opportunities.
- Promote transparency and open communication: The University should actively engage faculty in open dialogue about the 'moonlighting' issue, addressing concerns, and seeking feedback on potential solutions.
2. Cultural Shifts:
- Embrace a culture of flexibility and autonomy: The University should encourage a more flexible work environment that recognizes the evolving needs and preferences of faculty members. This could involve exploring options like remote work arrangements, flexible schedules, and opportunities for professional development outside of the University.
- Foster a sense of community and belonging: The University should invest in initiatives that strengthen faculty engagement, build a sense of community, and promote a shared sense of purpose. This could include social events, mentorship programs, and opportunities for collaborative research and teaching.
- Promote a culture of trust and respect: The University should foster a culture of trust and respect, where faculty members feel valued and empowered to contribute their full potential. This requires clear communication, transparent decision-making processes, and a commitment to fair and equitable treatment.
3. Proactive Engagement:
- Provide opportunities for professional development: The University should offer a range of professional development opportunities that enhance faculty skills and knowledge, fostering their growth and career advancement within the institution.
- Encourage research and innovation: The University should create a supportive environment for faculty research and innovation, providing funding, resources, and opportunities for collaboration.
- Recognize and reward exceptional contributions: The University should acknowledge and reward exceptional contributions from faculty members, both within and outside of the classroom. This could include awards, promotions, and other forms of recognition.
5. Basis of Recommendations
These recommendations are grounded in the following principles:
- Core competencies and consistency with mission: The recommendations are designed to enhance the University's core competencies in teaching, research, and innovation while remaining consistent with its mission to provide high-quality education and advance knowledge.
- External customers and internal clients: The recommendations consider the needs of both external customers (students) and internal clients (faculty). They aim to create a more attractive and supportive environment for faculty members, ultimately leading to improved student outcomes.
- Competitors: The recommendations acknowledge the competitive landscape in higher education and the increasing demand for highly skilled professionals. By offering competitive compensation, flexible work arrangements, and opportunities for professional development, the University can attract and retain top talent.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to have a positive impact on faculty satisfaction, retention rates, and ultimately, the University's reputation and financial performance.
6. Conclusion
Fern Fort University faces a critical juncture in its history. The 'moonlighting' dilemma represents a symptom of a larger shift in the world of work, where traditional employment models are being challenged by the rise of gig work and the increasing demand for flexibility and autonomy. By embracing a multi-pronged approach that combines policy adjustments, cultural shifts, and proactive engagement with employees, the University can navigate this challenge, create a more attractive work environment, and ensure its continued success in the 21st century.
7. Discussion
Other alternatives not selected include:
- Banning moonlighting: This approach would be difficult to enforce and could lead to resentment and a loss of valuable faculty members.
- Ignoring the issue: This would likely exacerbate the problem and damage the University's reputation.
Key assumptions of the recommendations include:
- Faculty are motivated by a combination of factors, including financial compensation, professional development opportunities, and a sense of purpose.
- The University is willing to invest in initiatives that support faculty engagement and well-being.
- The University is committed to ethical and responsible practices in its dealings with faculty members.
8. Next Steps
- Form a task force to develop a comprehensive policy on moonlighting.
- Conduct a survey of faculty to gather feedback on compensation, benefits, and work-life balance.
- Implement pilot programs to test the effectiveness of proposed changes.
- Communicate the University's position on moonlighting clearly and transparently to all faculty members.
By taking these steps, Fern Fort University can address the 'moonlighting' dilemma, foster a more positive and productive work environment, and ensure its continued success in the years to come.
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Case Description
The COVID-19 pandemic required most organizations to enable a work-from-home/work-from-anywhere approach. The enforced necessity became a habit for many employees, who preferred the new flexibility. However, with organizations wanting to bring employees back to the office, there was resistance due to an unexpected reason. The work-from-home environment had allowed moonlighting for a few employees, who undertook gigs and even permanent assignments with other employers. This phenomenon is widespread among IT/ITeS and other consulting/knowledge industries. The motivations for these assignments were additional income and increased learning and exposure. While dual employment was not legally allowed in India, employment contracts enforcing this rule and penalizing employees led to increased talent loss. Employees were happy to leave the organization for less formal or rigid work environments, resulting in higher attrition. Organizations' dilemma was to reject moonlighting through strict contracts, employee monitoring, and informal checks or formalize it through making moonighting ethical. Still, measures rejecting moonlighting could dilute the culture of trust and increase attrition, not just of the moonlighting employees. However, organizations could embrace this phenomenon and formalize moonlighting through appropriate policies and guidelines, which led to increased risk to employee commitment, ensuring productivity, information and security risk, and the organizations' capability in predictable client servicing.
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