Thesis (Phd. (Education Management )) - Central University of Technology, Free State, 2014 / The dawn of democracy in South Africa resulted in an emphasis on the involvement and participation of stakeholders in decision-making processes. At public higher education institutions, involvement and participation were guaranteed by the enactment of the Higher Education Act 101 of 1997. This Act provides that co-operative governance should be practiced in the governance of public higher education institutions. Students are stakeholders in higher education institutions. This means that according to the Act, students ought to be represented in the governance of public higher education institutions. The representation of students in university governance became a new phenomenon in the democratic South Africa. This thesis explored the involvement and participation of student representative councils in the co-operative governance of South African higher education institutions. It evaluated the role and effect of SRCs in the co-operative governance of public higher education institutions in South Africa. Following the merging of these institutions, universities have multi campuses, all of which need to be represented in the universities Managements through SRCs. This study employed the QUAN-Qual (explanatory) mixed methods design which included the use of a questionnaire and in-depth, open-ended, semi-structured interviews. The sample for the study was made up of hundred and fifty-three respondents and nine interviewees from three types of South African higher education institutions. The quantitative part of this study investigated the nexus between the involvement and participation of SRCs in co-operative governance at public higher education institutions. The correlation between SRCs’ perception of participation and co-operative governance was also examined. The study also explored the SRCs’ perception of the implementation of co-operative governance at different universities types. The qualitative part of the study investigated perception of the nature of co-operative governance the SRCs at different universities. It also examined perceptions regarding whether participatory democracy was practiced at universities, v challenges experienced in the governance of universities and what the SRCs thought should be done to address those challenges. The study found that SRC members feel that they are both involved and also participate in the governance of public higher education institutions in South Africa. This was further enhanced by research hypotheses that revealed that there is a statistically significant relationship between the SRCs’ perception of their involvement and participation in university governance and their perception of the implementation of co-operative governance in the South African higher education institutions. Although SRC members feel that they are involved and that they participate in co-operative governance, interviews have revealed that they experience the following problems:  SRC members have annual budget deficits at their universities and as a result, they fail to fulfill their mandates by the student body.  SRCs find it difficult to deal with the challenges pertaining to multi-campus set-ups in their institutions.  The existence of student political structures contributes to ideological differences amongst SRC members. This affects effective student governance at universities.  The capacity building of SRC members at higher education institutions is not adequately addressed by managements of these institutions. The researcher recommends that it is important that HEIs adhere to the HE Act 101 of 1997, as amended. Adherence to the Act will ensure that there is compliance with the law and will minimise the chances for HEIs to be placed under administration. The managements of universities and SRCs need to co-operate in order to ensure that co-operative governance in HEIs is effectively implemented. Workshops and meetings are held at universities between SRCs and managements regarding issues of co-operative governance. SRCs need to involve themselves in national and international student activities in order for them to gain knowledge and skills about student governance. The researcher designed a multi-campus student governance model that will effectively deal with the challenges mentioned above.

The procurement function accounts for the largest total amount of organisational expenditure. This fact notwithstanding, the function is still referred to as non-strategic and is often subordinate to finance in the public or service sectors, and is therefore considered as a non-value-adding task in some organisations. Despite the fact that renowned scholars have revealed that organisations may eliminate waste, realise more prospects and cut costs if they implement procurement best practices. It is reported that few organisations have adopted procurement best practices, especially in the public sector. In South Africa, public universities face numerous procurement challenges, such as procurement irregularities and wasteful expenditure of resources and money. Corruption and maladministration in the procurement system have been noticed, which involves among others, the payment of suppliers, owned or co-owned by university employees who have failed to declare their interest when providing services to the university. This study determines whether South African comprehensive universities conduct procurement according to the best practices. In order to investigate the problem, an exploratory study was carried out in two phases. The first phase comprised the literature study, while the second phase entailed an empirical study. Face-to-face interviews were conducted using open-ended questions. The findings of the study revealed that that some participating South African comprehensive universities do not conduct their procurement according to procurement best practices and consequently do not contribute sufficiently to the university’s overall objectives for competitive advantage and sustainability. While others displayed elementary initiatives in the adoption of procurement best practices, some universities had developed turnaround strategies for implementing procurement best practices. The slow progression can be attributed to the rigid, cumbersome and unclear public procurement policies that govern procurement in South Africa. So, comprehensive universities face diverse challenges in the adoption of procurement best practices. A framework for implementing procurement best practices in South African Comprehensive universities was developed. / Business Management / M. Com. (Business Management)

The procurement function accounts for the largest total amount of organisational expenditure. This fact notwithstanding, the function is still referred to as non-strategic and is often subordinate to finance in the public or service sectors, and is therefore considered as a non-value-adding task in some organisations. Despite the fact that renowned scholars have revealed that organisations may eliminate waste, realise more prospects and cut costs if they implement procurement best practices. It is reported that few organisations have adopted procurement best practices, especially in the public sector. In South Africa, public universities face numerous procurement challenges, such as procurement irregularities and wasteful expenditure of resources and money. Corruption and maladministration in the procurement system have been noticed, which involves among others, the payment of suppliers, owned or co-owned by university employees who have failed to declare their interest when providing services to the university. This study determines whether South African comprehensive universities conduct procurement according to the best practices. In order to investigate the problem, an exploratory study was carried out in two phases. The first phase comprised the literature study, while the second phase entailed an empirical study. Face-to-face interviews were conducted using open-ended questions. The findings of the study revealed that that some participating South African comprehensive universities do not conduct their procurement according to procurement best practices and consequently do not contribute sufficiently to the university’s overall objectives for competitive advantage and sustainability. While others displayed elementary initiatives in the adoption of procurement best practices, some universities had developed turnaround strategies for implementing procurement best practices. The slow progression can be attributed to the rigid, cumbersome and unclear public procurement policies that govern procurement in South Africa. So, comprehensive universities face diverse challenges in the adoption of procurement best practices. A framework for implementing procurement best practices in South African Comprehensive universities was developed. / Business Management / M. Com. (Business Management)