Employee experiences in merger literature: South African higher education 1998 – 2008

1. Employee experiences in merger literature: South African higher education 1998 – 2008 Eduard Fourie and Ricky Snyders Department of Psychology Unisa

2. People’s issues Mergers denote radical change – not only management, but the ‘souls’ of the partners are also affected (Skodvin 1999)

3. In this presentation • a review is provided of international and national literature on the impact that the restructuring process in HE has on employees, • with specific reference to the incorporation of Vista University Distance Education Campus (VUDEC) into the University of South Africa (Unisa) and Technikon South Africa (TSA) merger.

4. Awareness of international mergers in higher education may be useful in assisting South African institutions of higher education: • to conceptualise issues and problems • to develop an understanding of the drivers of mergers • to identify the models and mechanisms that have been used to implement and assess different approaches (Kotecha and Harman 2001)

5. Main force behind mergers seems to be some kind of assumed gain(Harman and Harman 2003)

6. Prior to 2004 • Number of specialist institutions of HE had merged with or been incorporated into other institutions • Power relations and struggles cloud merger processes • A certain degree of distress unavoidable

7. 2004 - 2008 • Management of the change process • Communication as a vehicle for change • Institutional culture • Institutional identification

8. The Unbundling of Vista University • Incorporation on macro level • Incorporation on micro level • The Unisa-TSA merger with the incorporation of VUDEC

9. Attention to people issues: Is it achieved?

10. A survival kit for conserving the self • Appraise the merger process positively • Embrace the notion that people determine the outcome of the change process • Adapt a real commitment to the processes of transformation, diversity management, and institutional change • Allow time to grieve and reflect on the gains and losses of the pre-merger institutional culture and identity • Allow time to become familiar with and to adopt the new institutional culture and identity • Get actively involved, participate in decision-making processes, and seek consultation • Focus on the opportunities for personal growth and skills development • Maintain social and professional networks • Seek professional counselling

11. It would be of importance to the future of higher education in South Africa to continue monitoring and reflecting on the impact of the restructuring process on institutions, employees, and society at large.

12. References • Arnolds, C. A. and C. Boshoff. 2004. The management of the early stages of restructuring in a tertiary-education institution – An organisational commitment perspective. South African Journal of Business Management 35(2): 1–13. • Bakker, T. M. 2007. Voices from the margins: Towards conservation of local knowledge in psychology during incorporation. South African Journal of Higher Education 21 (1): 7–22. • Botha, M. M. 2001. Models for mergers in higher education. South African Journal of Higher Education 21 (4): 273–280. • Cai, Y. 2006. A case study of academic staff integration in a post-merger Chinese university. Tertiary Education and Management 12 (3): 215–226. • Chalufu, S. 2002. The merger of the KwaZulu Natal Technikons. In Mergers in higher education: Lessons learned in transitional contexts, ed. J. D. Jansen, 128–153. Pretoria: University of South Africa Press. • Department of Education. (2002). A new institutional landscape for higher education in South Africa.Department of Education, Pretoria. • Hall, M., A. Symes, A. and T. Luescher. 2004. The governance of merger in South Africa higher education. Research report prepared for the Council on Higher Education, Pretoria. • Harman, G. and K. M. Harman. 2003. Institutional mergers in higher education: Lessons from international experience. Tertiary Education and Management 9: 29–44. • Hay, D. and M. Fourie. 2002. Preparing the way for mergers in South Africa higher and further education institutions: An investigation into staff perceptions. South African Journal of Higher Education 44 (1): 115–131. • Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Politikon30 (1): 27–50. • Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Politikon30 (1): 27–50. • Kotecha, P. and G. Harman. 2001. Exploring institutional collaboration and mergers in higher education. http://www/sauvca.org.za/publications/806092.htm (accessed 17 July 2003). • Norgård, J. D. and O.-J. Skodvin. 2002. The importance of geography and culture in mergers: A Norwegian institutional case study. Higher Education 44 (1): 73–90. • Skodvin, O. J. 1999. Mergers in higher education: Success or failure? Tertiary Education and Management 5 (1): 65–80. • Tayobeka, E. M. and G. Schoeman. 2007. Making sense of the merger. Discourse 35 (1): 19–26.

13. Thank you Eduard Fourie & Ricky Snyders fourime@unisa.ac.zasnydefja@unisa.ac.za