Maharashtra Real Estate Regulatory Authority Salaries in Mumbai

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MahaRERA started with a strong vision under its first chairman and secretary, who were seen as positive and influential leaders. During the initial four years, the organization encouraged learning, innovation, and new ideas, creating an environment that was dynamic and growth-oriented. Employees appreciated the stability and work-life balance offered by the organization, making it an attractive choice for those prioritizing personal time over aggressive career growth. Being a part of such a reputable regulatory authority also provided valuable exposure to the real estate sector.

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However, the scenario reportedly changed after the retirement of the first chairman. Leadership transitions led to a perceived decline in both service standards and employee welfare. The work culture became more rigid, dominated by retired officers who preferred traditional, bureaucratic methods. Internal politics grew significantly, and favoritism appeared to overshadow merit-based opportunities, affecting the morale of talented and qualified employees. Additionally, the lack of focus on employee well-being has become a major concern. Late working hours have become a habit for many officers, contributing to an unhealthy work culture. This shift towards a "babu culture" has made the environment less conducive for ambitious professionals seeking growth and innovation. While the initial years were marked by dynamic leadership and progress, the organization now seems to be grappling with internal challenges that impact both employees and overall service quality. Not good, if you are seeking growth in your life.