In many institutions across Kashmir, particularly in educational and governmental departments, there is often a tendency to refer to the workplace as a "family." Heads of departments emphasize unity and respect among colleagues, with the notion that each member, regardless of rank or employment status, plays an essential role in the larger organizational family. However, my experience as a lecturer has shown that this ideal of a family is frequently contradicted in practice, especially during events or functions where distinctions between ranks overshadow any sense of unity.

The recent farewell and superannuation function for a senior professor at my college serves as a striking example of this disparity. As a faculty member, I had high hopes that the principles of mutual respect and togetherness, often emphasized by the department head, would be reflected in the event’s organization and interactions. Instead, the distinction between permanent faculty and other lecturers was painfully evident. The so-called family members—the lecturers and contractual employees—were treated as outsiders, not included in the primary seating arrangements or allowed to dine alongside guests and senior faculty. The implied message was clear: some members of the institution are valued more than others.
This practice highlights a deeper societal issue. When leaders use terms like "family" to describe the work environment, there’s an implicit promise that all members are equal, respected, and supported. Yet, if "family" only extends to those with permanent status or seniority, it becomes a hollow concept, excluding those who contribute just as much to the institution's success. Why, then, should the term "family" be used if it doesn't encompass everyone?
In many departments, this hierarchical divide becomes apparent during functions, meetings, and even day-to-day interactions. Permanent faculty are often given privileges that contractual or temporary staff can only aspire to, while their contributions are undervalued. This issue is exacerbated during events meant to celebrate unity, such as farewells, where non-permanent employees are treated as though they are separate from the department's achievements and success.
For any institution to function as a true family, respect and equality must extend to every individual, regardless of their employment status. Heads of departments have a responsibility to embody the values they preach. If they wish to foster a sense of family, they must do so by treating all employees—permanent and temporary—with the same respect and appreciation, particularly on occasions meant to honor the institution's collective achievements.
The negative impact of this divide is not limited to employee morale; it also undermines the institution's reputation within the community. Society looks to educational institutions as role models of inclusion and integrity. If these institutions fail to practice what they preach, the community begins to question the authenticity of these values. How can we expect students to learn the principles of equality and unity if they see them disregarded by the very people who are supposed to model them?
Moreover, the consequences of this issue extend beyond individual events. When lecturers and other staff members feel excluded, it fosters resentment, reduces productivity, and creates an environment where people are unwilling to go beyond their basic duties. A divided institution, where temporary employees feel inferior, loses the benefits of a truly collaborative and supportive environment. We cannot underestimate the positive impact a cohesive work environment has on overall performance and well-being.
In conclusion, it’s time for our institutions to re-evaluate what it means to be a family. It is crucial that department heads and senior faculty practice the unity and respect they promote. Only then can we eliminate the divide between permanent and temporary staff, foster a genuine sense of family, and set an example for the students and the broader community. The ideals of equality and respect should not be limited to speeches and slogans; they should be evident in every interaction, every day.
Let this be a call for change. As members of the institution, we must all work toward fostering a culture of inclusion, understanding, and mutual respect. Only then can we transform the illusion of family into a meaningful reality that supports, respects, and values each member equally.

Email:--------------------aasifdar46@gmail.com