Employee experiences in merger Employee experiences in merger literature: South African higher educationliterature: South African higher education

1998 – 2008 1998 – 2008

Eduard Fourie and Ricky SnydersEduard Fourie and Ricky Snyders

Department of PsychologyDepartment of PsychologyUnisaUnisa

People’s issuesPeople’s issues

Mergers denote Mergers denote radical change – not radical change – not only management, only management, but the ‘souls’ of the but the ‘souls’ of the partners are also partners are also affected affected

(Skodvin 1999)(Skodvin 1999)

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.

Awareness of international mergers in higher Awareness of international mergers in higher education may be useful in assisting South education may be useful in assisting South

African institutions of higher education:African institutions of higher education:

to conceptualise issues and problemsto conceptualise issues and problems to develop an understanding of the drivers of to develop an understanding of the drivers of

mergers mergers

to identify the models and mechanisms that have to identify the models and mechanisms that have been used to implement and assess different been used to implement and assess different approaches approaches

(Kotecha and Harman 2001)(Kotecha and Harman 2001)

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

Prior to 2004Prior to 2004

Number of specialist institutions of HE had Number of specialist institutions of HE had merged with or been incorporated into merged with or been incorporated into other institutionsother institutions

Power relations and struggles cloud Power relations and struggles cloud merger processesmerger processes

A certain degree of distress unavoidableA certain degree of distress unavoidable

2004 - 20082004 - 2008

Management of the change processManagement of the change process

Communication as a vehicle for changeCommunication as a vehicle for change

Institutional cultureInstitutional culture

Institutional identificationInstitutional identification

The Unbundling of Vista UniversityThe Unbundling of Vista University

Incorporation on macro levelIncorporation on macro level

Incorporation on micro levelIncorporation on micro level

The Unisa-TSA merger with the The Unisa-TSA merger with the incorporation of VUDECincorporation of VUDEC

Attention to people issues: Is it achieved?Attention to people issues: Is it achieved?

A survival kit for conserving the self

Appraise the merger process positively Appraise the merger process positively Embrace the notion that people determine the outcome of Embrace the notion that people determine the outcome of

the change process the change process Adapt a real commitment to the processes of Adapt a real commitment to the processes of

transformation, diversity management, and institutional transformation, diversity management, and institutional change change

Allow time to grieve and reflect on the gains and losses of Allow time to grieve and reflect on the gains and losses of the pre-merger institutional culture and identity the pre-merger institutional culture and identity

Allow time to become familiar with and to adopt the new Allow time to become familiar with and to adopt the new institutional culture and identity institutional culture and identity

Get actively involved, participate in decision-making Get actively involved, participate in decision-making processes, and seek consultation processes, and seek consultation

Focus on the opportunities for personal growth and skills Focus on the opportunities for personal growth and skills development development

Maintain social and professional networks Maintain social and professional networks Seek professional counselling Seek professional counselling

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.

ReferencesReferences Arnolds, C. A. and C. Boshoff. 2004. The management of the early stages of restructuring in a tertiary-education institution – Arnolds, C. A. and C. Boshoff. 2004. The management of the early stages of restructuring in a tertiary-education institution –

An organisational commitment perspective. An organisational commitment perspective. South African Journal of Business ManagementSouth African Journal of Business Management 35 35 (2): 1–13.(2): 1–13. Bakker, T. M. 2007. Voices from the margins: Towards conservation of local knowledge in psychology during incorporation. Bakker, T. M. 2007. Voices from the margins: Towards conservation of local knowledge in psychology during incorporation.

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prepared for the Council on Higher Education, Pretoria.prepared for the Council on Higher Education, Pretoria. Harman, G. and K. M. Harman. 2003. Institutional mergers in higher education: Lessons from international experience. Harman, G. and K. M. Harman. 2003. Institutional mergers in higher education: Lessons from international experience.

Tertiary Education and Management Tertiary Education and Management 9: 29–44.9: 29–44. Hay, D. and M. Fourie. 2002. Preparing the way for mergers in South Africa higher and further education institutions: An Hay, D. and M. Fourie. 2002. Preparing the way for mergers in South Africa higher and further education institutions: An

investigation into staff perceptions. investigation into staff perceptions. South African Journal of Higher Education South African Journal of Higher Education 44 (1): 115–131.44 (1): 115–131. Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Politikon Politikon 30 (1): 30 (1):

27–50.27–50. Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts. Politikon Politikon 30 (1): 30 (1):

27–50.27–50. Kotecha, P. and G. Harman. 2001. Kotecha, P. and G. Harman. 2001. Exploring institutional collaboration and mergers in higher educationExploring institutional collaboration and mergers in higher education . .

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Thank you

Eduard Fourie & Ricky SnydersEduard Fourie & Ricky Snyders

fourime@unisa.ac.za snydefja@unisa.ac.za