Relief

The workload at the University of Kassel is too high in many areas. A lack of systematic personnel development and personnel planning concepts, outdated job descriptions, real or alleged cost pressure due to the strong dependence on third-party funding, fixed-term contracts and the constant reference to cost-cutting measures lead to job cuts and non-replacement - and thus to a burden on other employees.

In administration, it has been observed that the introduction of new systems duplicates processes instead of simplifying them. For example, the introduction of order management with SAP. Unrealistic targets, unclear task allocations and fixed-term employment contracts also lead to work intensification and thus to more stress.

Overload and fixed-term contracts are closely linked: Third-party funded employees usually have to apply for new projects and/or complete old ones while projects are still running, in each case unpaid. At the same time, in addition to project work, they are often expected to be involved in departmental processes such as teaching and examinations, even if this is not part of their job description. If externally funded employees leave, for example because there is no more money, the work is distributed among the other colleagues, whose workload increases.

Temporary academic colleagues often have to write their qualification theses in their free time, even though their employment contract gives them time to do so. Ongoing work (working in the department/group etc. as well as teaching and supervision) already takes up more than the paid working time. This can take on different proportions depending on the situation in the individual subject areas. Due to the feudal dependency relationships (fixed-term contract and academic supervision relationship with the supervisor), many colleagues do not see any opportunity to object. In addition, these colleagues are under great pressure to publish and present in order to have a chance of continued employment in the university system. The collectively agreed working hours are often exceeded, as the sum of tasks, especially those with high teaching commitments, cannot be completed in working hours.

In view of this situation, relief can come in the form of more staff, through other funding modes (moving away from third-party funding), by reducing time limits, by reviewing tasks, by democratizing the departments (limiting professorial power) and through solidarity among colleagues who jointly defend themselves against excessive targets, for example. This also includes colleagues making overload visible through appropriate complaints.

In the 4-E campaign, we are campaigning for the relief of university employees. You are cordially invited to join in!