Case Study: Seva Kendra Kolkata - The Work from Home Dilemma

Abstract

In March 2019, Seva Kendra Kolkata, a non-governmental organization (NGO), faced a challenging situation. The organization had received multiple emails from its donors demanding project completion reports by March 31st, with the threat of funding being revoked for the next financial year if the reports were delayed. However, due to frequent absenteeism among the project coordinators, the Director, Mr. Franklin Menezes, was concerned about completing the reports on time. At this critical juncture, the employees of Seva Kendra requested the option of working from home, citing various concerns. This case examines the dilemma faced by Seva Kendra in balancing urgent project requirements with the needs and concerns of its employees, exploring issues such as employee engagement, communication gaps, and organizational culture.

Introduction

Seva Kendra Kolkata, founded in 1971 to aid refugees during the Bangladesh Liberation War, evolved into a community development NGO addressing healthcare, education, and livelihoods for marginalized groups in West Bengal. Despite its important role and international donor partnerships, the organization faces internal challenges, especially with employee management, project completion, and donor relations.

In March 2019, a critical deadline for submitting project completion reports threatened Seva Kendra’s future funding. However, many employees, citing commute difficulties and personal obligations, requested to work from home, raising concerns about timely report submission and collaboration. An emergency meeting revealed deeper employee dissatisfaction related to poor compensation, lack of training and promotion opportunities, job insecurity, and unequal pay between staff levels.

Employees expressed commitment to the organization’s mission but insisted on improved working conditions, clearer policies, and better support before returning to office work. Management acknowledged these grievances but struggled to find a quick solution due to financial constraints and the urgency of donor deadlines. The situation highlighted the tension between organizational demands and employee welfare, posing risks to Seva Kendra’s reputation and sustainability.

Conclusion

Seva Kendra Kolkata, despite being a pioneering NGO in community development, faced significant internal challenges related to employee engagement, compensation, and communication. The work-from-home dilemma underscored deeper issues within the organization, such as poor internal policies, lack of employee support, and resistance to change. While the employees remained committed to the organization’s mission, their growing dissatisfaction could potentially affect project completion and future donor relationships. The case highlights the importance of maintaining open communication, addressing employee grievances, and ensuring a supportive work environment to sustain long-term organizational success. The need for a balanced approach, where both donor relations and employee welfare are prioritized, became evident in this scenario. This case serves as a reminder to NGOs and similar organizations about the importance of fostering a positive work culture, providing opportunities for employee growth, and maintaining clear, transparent communication to avoid dissatisfaction and ensure the smooth execution of projects.

References

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Copyright

Copyright © 2025 Dr. Mourlin K.. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.