On Tue, Mar 24, 2009 at 8:42 AM, Bonobashi <bonoba...@yahoo.co.in> wrote: >There is also an unfortunate tendency to assume >that work here should be paid differently, on the >basis of voluntarism, thus scaring away young >people, most of whom are under enormous pressure >from their parents and family to show reasonable >social return on investment. It tends to become
Its a bit difficult to justify equating salaries in NGOs with private sector jobs. Most NGOs i have seen carry huge administrative costs, so much so that the proportion of funds spent on administrative costs / vs / project implementation spending is sometimes ludicrous.... Secondly, if you have a private sector company -- if it isnt doing well it either goes bankrupt / closes down -- this is because there is a very clear definition in terms of what is the starting point (to manufacture / service a need etc..) and what is the ending point (not competitive, service not required anymore etc...). With NGOs, while there seems to be a clear starting point -- it is never clear when the ending point has been reached. Most NGOs start with a kind of charter - a statement describing why the organization has been started. What is perhaps needed is a clear identification of time-frames and goals -- and if those arent reached the organization is disbanded at that point because it clearly did not serve the purpose it was built for.
