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India’s Workplace Culture
Context:
In September, following the tragic death of Anna Sebastian, a young chartered accountant who allegedly succumbed to work-related stress, her mother expressed profound anguish, stating, “They say we have received freedom in 1947, but our children are still working like slaves.”
More on News:
- The poignant remark highlights the critical issue of workplace culture in India’s corporate sector.
- Despite promises from the Ministry of Labour to deliver an inquiry report within ten days, the corporate world has largely remained silent on this tragedy.
- Many corporate leaders hesitate to criticise others when similar conditions prevail in their own firms.
Toxic Work Culture:
- Beyond Long Hours: Toxic work culture is rampant in the private sector, characterised by excessive working hours driven by a relentless focus on profit margins at the expense of employee well-being.
- Inadequate Staffing: Management frequently operates with inadequate staffing—employing two people where four are needed—and attempts to motivate them by offering salaries that reflect the workload of three employees.
- This exploitation is often masked by corporate jargon; for instance, meeting demanding targets is referred to as “organisational stretch,” while “variable pay” is touted as a means to foster a “performance culture” that primarily benefits top management through stock options.
- Blame Culture: Moreover, performance evaluations often employ a bell curve system that labels employees as super-performers or under-performers, leading to a blame culture where individuals are scapegoated for systemic issues.
- Stress management workshops are organised to address burnout without addressing the root causes of stress in the first place.
Comparison with Global Work Cultures:
- Limited Working Hours: Long working hours and employee burnout are common in the U.S., but this is not as prevalent in Europe, where countries like France enforce a 35-hour work week and most European nations average about 40 hours.
- Despite claims of lower competitiveness, European living standards remain high.
- Per Capita Income: The stark contrast in per capita income—$85,000 in the U.S. compared to $2,700 in India—illustrates that Indian employees face additional stressors such as challenging commutes and household responsibilities that exacerbate their work-related stress.
Management Behaviour:
- Toxic Language: Management behaviour significantly contributes to workplace toxicity. Many bosses use language that can range from unprofessional to outright abusive.
- For example, during Prime Minister Rishi Sunak’s tenure, his deputy Dominic Raab faced allegations of bullying and aggressive behaviour, which ultimately led to his resignation—a standard of accountability that seems absent in India’s corporate landscape.
- No Legal Recourse: In contrast to countries like the U.S. and Europe, where employees can sue for mental distress and often receive substantial settlements, Indian employees lack such legal recourse.
- Unfair Treatment: Employees frequently feel unfairly treated due to biased performance evaluation systems and ruthless handling of perceived under-performance.
- Lower Dignity: Terms like “weeding out dead wood” reflect a disregard for employee dignity and contribute to a toxic atmosphere where resentment brews among those who feel undervalued.
Public vs. Private Sector Work Culture:
- Public>Private: Interestingly, many public sector firms exhibit a better work culture compared to their private counterparts.
- Job Security: While public sector employees may not receive exorbitant rewards, they benefit from job security and union protections that help mitigate arbitrary management practices.
- Less Disparities: Pay disparities are less pronounced, and although grievances exist among public sector employees, reports of toxic culture are notably rarer.
Potential Remedies:
- Core Values: To remedy these issues, corporate responses will likely include reaffirmations of “core values,” new “codes of conduct,” and initiatives aimed at improving “work-life balance.”
- However, if such measures were effective, the current problems would not exist in the first place.
- Responsibility: Boards of directors need to take responsibility for workplace culture by engaging with employees at all levels and understanding their experiences.
- Regulatory Measures: It may be necessary to hold boards accountable for workplace conditions and ensure they actively engage with employee concerns.
- Precedent: Just as the Nirbhaya case prompted significant changes regarding women’s safety in India, Anna Sebastian’s untimely death should serve as a catalyst for reforming workplace culture across the country.
Corporate Donkeys and Micromanagement:
- The phenomenon of corporate donkeys—employees who bear excessive workloads without adequate recognition or compensation—exemplifies how organisations exploit their workforce while promoting an image of productivity.
- Furthermore, micromanagement exacerbates stress levels; rather than empowering employees with autonomy over their work, managers often hover excessively over tasks, stifling creativity and increasing anxiety.
Engagement with Purpose: TCS and Nike’s Breakthrough Bias:
- Companies like Tata Consultancy Services (TCS) have begun emphasising engagement with purpose as a strategy to improve workplace morale and productivity.
- By aligning organisational goals with employee values and fostering a sense of belonging, TCS aims to create a more supportive work environment.
- Similarly, Nike’s commitment to breakthrough innovations reflects an understanding that fostering creativity requires an environment free from excessive pressure and toxicity.
- By prioritising employee well-being alongside performance metrics, these companies exemplify how positive workplace cultures can lead to sustainable success.
