Submitted in fulfilment for the requirements for the degree of Doctor of Technology: Human Resource Management, Durban University of Technology, 2010. / Since the advent of democracy in 1994, South African society has been undergoing a rapid transformation. By the time the second democratic elections had come around, the focus had turned to transforming and restructuring the higher education sector. Mergers became an instrument in the hands of the Government to restructure and configure the higher education landscape. Mergers are not new and have been used by many countries to transform or restructure their higher education sector. However, comparison with higher education mergers in other countries would point to the most ambitious change programme ever undertaken in recent times, especially given the large scale of mergers and incorporations that were planned for the South African higher education sector. The Durban University of Technology merger which took place in 2002 preceded the main wave of the Government decreed mergers that took place in 2004 and in 2005. This thesis focuses on contributing to the knowledge of higher education mergers by investigating higher education mergers in South Africa from a micro as well as macro perspective. At a micro level the study undertaken is a case study of the Durban University of Technology (DUT), the first merged higher institution in the country, while from a macro perspective, an examination into the impact that mergers have had on the transformation of the higher education sector. This second part has been undertaken through a perception survey of staff at merged institutions. The emphasis is on providing a detailed analysis of DUT merger in terms of its problems, pitfalls and peculiarities. It covers an examination of the processes, procedures, practices and trials and tribulations when two or more higher education institutions merge. This study is guided by two central research questions. The first is: What can be learned about higher education mergers as examined through the Durban University of Technology (DUT) case study? The second question, whether higher education mergers have been successful or otherwise in South Africa? In particular this question seeks to elicit whether the broader goals and objectives of higher education transformation have been or are being achieved or accomplished through mergers in the sector. The literature review emphasized a conceptual understanding of higher education mergers, merger processes and steps. The review also touches on the limitations and gaps in higher education literature when examined from a iv South African perspective. In particular a detailed study of the South African merger policy development was undertaken. The DUT merger experience allows one to draw a distinction between what is termed the technical merger issues and the soft issues. Technical aspects of a merger would simply be those aspects that have to be done to ensure the physical merger of two or more institutions. In a sense it is the soft issues which shape the merger process. These soft issues largely relate to people, the consultation with stakeholders, the negotiations and the cultural dimensions. Despite the assumption that voluntary mergers are generally easier to negotiate and execute because of the perceived greater involvement of stakeholders, the DUT case provides no evidence to support this position. If anything, the DUT merger although voluntary was at best difficult and beset with people and human relations problems. The findings from the case study point to the following: Government initiated mergers (forced mergers) are less likely to failure because of a greater national agenda; that an all new embracing style of leadership is needed when institutions undergo great changes such as through a merger; that where trade unions exist they will become powerful forces if people management issues are neglected or dealt with poorly during the merger. A genuinely co-operative and consultative process is the way to go; that to overcome past cultural differences a new cultural identity must be established early in the merger by sharing the new vision and mission of the new entity; that mergers could be understood and managed in three distinct phases, which are, the pre-merger phase, the integration phase and the consolidation phase. Equally there are a number of merger steps. By reviewing the processes, procedures and practices of the DUT merger, a model has been developed to understand how mergers take place. In respect of the perception survey of merged institutions, respondents saw some benefits accrue to the academic goals and there were some efficiency gains. More students came into the higher education system. Not many were complementary about their state of physical resources including teaching and learning facilities. Some even felt that teaching and learning were set back during the merger period and this is backed up by key statistics for example like pass rates and dropout rates. Given the difficulty with the softer issues in mergers, much of the blame seems to have been directed at Management and Leadership. Nearly 50% of respondents felt that mergers did not result in high quality Management, while a slightly lower percentage of 42% thought that v mergers did not help establish high quality Councils. Many thought that their governance structures and systems were also weakened. Mergers are complex and it invariably affects the entire institution. It requires careful planning and preparation, inclusivity and a developmental approach to mergers. It also requires effective leaders to manage change of such magnitude. These are the ingredients to ensuring successful higher education mergers.

Thesis (MPhil)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This study takes as starting point the observation in sensemaking theory that autonomic arousal is accompanied by a loss of existing frames and cues and the consequential cognitive implosion. Situations such as these are marked by a crisis in identity construction and the resultant loss of sense being made. The aim of the study was to find out to what extent this phenomenon is at play during a merger between two organizations. Specifically to what extent this phenomenon did manifest itself among the employees of the Central University of Technology in Welkom after the merger of the former Welkom Campus of Vista University and the Technikon Free State. The study starts with an overview of the literature on corporate mergers; focusing on research on effects with regards to (i) how the different gender groups of employees were affected by these interruptions, (ii) how employees with diverse levels of experience were affected, (iii) to what extent the qualifications of employees was a factor regarding the impact of this autonomic arousal and (iv) whether race was a factor in determining the extent of autonomic arousal. The above is followed by an explanation of the sensemaking perspective and the nature of and moment for autonomic arousal. It is argued that organizational mergers represent an interruption in the ongoing flow of sensemaking that could lead to autonomic arousal. Using sensemaking theory and autonomic arousal as a theoretical starting point, interviews were conducted with key figures in the specific merger between the Vista University Welkom Campus and the Technikon Free State. The respondents were selected using the snowballing sampling technique. The idea behind the interviews was to demonstrate how staff members were emotionally affected by the interruption of the merger and how it had an impact on their perceptions about their work. It was found that the flow of experience was interrupted and as cues and frames were reduced, the employees focussed more on personal issues. / AFRIKAANSE OPSOMMING: Hierdie studie neem as vertrekpunt die observasie van singewingsteorie dat outonomiese aktivering gepaard gaan met 'n verlies aan bestaande raamwerke en aanduidings en die gevolglike kognitiewe implosie. Sulke situasies word gekenmerk deur 'n krisis in identiteitskonstruksie en gevolglike verlies aan sin. Die doel van hierdie studie was om uit te vind tot watter mate hierdie fenomeen plaasvind tydens 'n samesmelting van organisasies, en spesifiek hoe dit manifesteer onder die werknemers van die Sentrale Universiteit van Tegnologie in Welkom na die samesmelting van die Welkom-kampus van Vista Universiteit en die Technikon Vrystaat. Die studie begin met 'n oorsig van die literatuur oor korporatiewe samesmeltings en oomames, spesifiek oor daardie studies wat die effekte bestudeer met betrekking tot (i) hoe verskillend mans en vroue geraak is, (ii) die impak van verskillende vlakke van ervaring onder werknemers se persepsies oor die samesmelting, (iii) die mate waartoe die kwalifikasievlak van werknemers, asook (iv) ras 'n rol gespeel het in die vlak van outonomiese aktivering wat deur werknemers ervaar is. Daama word singewingsteorie en die aard en geleenthede van outonomiese aktivering uitgepak. Daar word argumenteer dat korporatiewe samesmelting 'n onderbreking in die vloei van sin veroorsaak wat tot outonomiese aktivering kan lei. Ge1ei deur singewingsteorie en outonomiese aktivering as teoretiese vertrekpunt is onderhoude gevoer met sleutelfigure in die spesifieke samesmelting tussen die Welkom kampus van Vista Universiteit en die Technikon Vrystaat om die outonomiese effek van die onderbreking te illustreer. Die respondente is deur die sneeubalmetode geselekteer. Die idee is om te toon hoe werknemers emosioneel getref is en hoedat dit 'n impak op hulle persepsies rondom hulle werk tot gevolg gehad het. Daar is bevind dat die vloei van sin deur die samesmelting onderbreek is, en dat werknemers soos te wagte, meer op persoonlik sake begin fokus. Dit dui op 'n vemouing van singewingsraamwerke en die verlies van lewensin.

Mergers and incorporations are relatively new phenomena in the South African higher education landscape. The unbundling of Vista University, and the subsequent incorporation ofVUDEC into the merger between Unisa and TSA, posed a major challenge to all affected employees. This thesis focuses on how these employees experienced the various stages of the incorporation process. A social construction of inner and outer voices heard, shared, and read during the different phases of the incorporation process attempts to describe how to conserve the self in a merger. The aim of the thesis is to build towards a framework for dealing with the human aspect during institutional mergers and incorporations. The thesis consists of a prologue, a series of four manuscripts that report on the experiences of employees during the different phases of the merger process, and an epilogue. Each manuscript focuses on a specific phase or aspect of the incorporation process, with its own research focus, aims, and methodology. The first two manuscripts reflect on the pre-merger phase. The first manuscript reports on employees' preparation for the incorporation. Following a social constructionist grounded theory approach, four participating employees gained the opportunity to reflect on their own experiences of well-being during the pre-merger phase. The manuscript also reports on a wellness development workshop, attended by 35 representatives from various departments and units of Vista University during the pre-merger phase. The second manuscript reports on how employees embraced the VUDEC institutional culture. A case study approach was selected for semi-structured interviews with 17 participants from governance, academic and administrative departments, and post-graduate programmes. By means of content analysis, the institutional culture ofVUDEC was captured on the eve of the incorporation into Unisa. The third manuscript focuses on employees' experiences of the four-year transition and implementation phases of the incorporation. This manuscript follows a social identity approach, and through thematic analysis, reports on how 24 participants experienced the four-year implementation of the incorporation process. The fourth manuscript provides an overview of the human side of mergers as depicted in both national and international literature. The aim is to position the current longitudinal investigation and its findings in the broader higher education landscape, and a survival kit for conserving the self in a merger is proposed. / Psychology / D. Litt. et Phil. (Psychology)

This thesis examined the 2004 SA higher education merger processes in order to determine the extent to which these mergers have achieved in the context of the broader transformation goals of the post-1994 government’s policy objectives. Mergers have become part of the South African higher education landscape and system since their implementation in 2004. The merger process induced the reduction of higher education institutions from 36 to 23 (at least until 2012 at the time of writing this report). The merger implementation process itself was not voluntary. Some South African universities did not just willingly opt for the transformation process. It took the government a range of strategies, elaborate consultations and ‘carrot and stick’ approaches to convince some of the targeted institutions. The merger was not only limited to physical reconfiguration, but also to the systemic aspects motivated by the need to open the doors of learning and culture to all South Africans without barriers of ethnicity, race and other forms of discrimination. The ‘ivory tower’ universities had to be reigned into the national transformation project as well. Curriculum which was mainly crafted from an epistemological-ideological premise of the supremacy of Afrikaans as a language of the government of the day and the employer of choice had to be reviewed. Admission criteria, advanced access restrictions to the majority of black students to urban and more advanced universities, also warranted scrutiny / Public Administration / Ph. D. (Public Administration)

Since the dismantling of Apartheid in South Africa in 1994, the South African socio-political and economic landscape has been characterised by rapid change. In the ten years since the 'new' democratic South Africa emerged, transformation has become a dominant discourse that has driven much action and practice in a variety of public areas. One of the areas of focus for transformation has been Higher Education whereby the Department of Education aimed to do away with disparity caused by Apartheid segregation by reducing the number of Higher Education institutions from 36 to 21. This research draws on Foucauldian theory and post-colonial theories (in particular Edward Said and Frantz Fanon), and the concept of racialisation in an analysis of the incorporation of Rhodes University's East London campus into the University of Fort Hare. Ian Parker's discourse analytic approach which suggests that discourses support institutions, reproduce power relations and have ideological effects, was utilised to analyse the talk of students and staff at the three sites affected by the incorporation (viz. Rhodes, Grahamstown, Rhodes, East London and Fort Hare) as well as newspaper articles and public statements made by the two institutions. What emerged was that in post-Apartheid South Africa, institutional and geographic space is still racialised with virtually no reference to the historical and contextual foundations from which this emerged being made. In positioning space and institutions in this racialised manner a discourse of 'white' excellence and 'black' failure emerges with the notion of competence gaining legitimacy through an appeal to academic standards. In addition to this, transformation emerges as a signifier of shifting boundaries in a post-Apartheid society where racialised institutional, spatial and social boundaries evidently still exist discursively.

Higher Education in the late 1990’s experienced significant problems with capacity due to many black students applying to enter previously white institutions (Jansen, 2002:159). The main concern of the new ANC government was the status of historically black institutions. They were unstable due to the migration away from black to white universities and technikons. This reduced their financial status and viability. In addition, the anticipated huge increase in black enrolments in higher education had not materialised (Finweek Survey, February 2009). In order to overcome both of these problems, the then Minister of Education decided to press ahead with a merger programme aimed at reducing the number of higher education institutions from 36 to 21 (Jansen, 2002:6). The primary objective of this research is to investigate the factors that influence employee perceptions of a post-merger Working Environment and Organisational Commitment: a case study of the administration staff in the Finance Department at Walter Sisulu University. There seems to be a lack of efficiently and effectiveness in the he operations of the Finance Department of Walter Sisulu University which this research will investigate through finding solutions to factors of improving the relationship between employee perceptions of their post-merger Working Environment and their Organisational Commitment. This exploratory study collected primary data through the distribution of questionnaires to 59 employees from the Finance Department at the Walter Susulu University, with a 69.12% response rate. The survey included closed questions that were analysed using statistical techniques. The findings revealed overall low scores of 31% for employee perception of their post – merger Working Environment and 50.21% for Organisational Commitment, together with its sub-dimension Affective, Continuance and normative. These scores are disturbing and need to be urgently addressed by the management of the Institution. The implication of the Finance staff’s low perception of their post – merger Working Environment and organisation Commitment is that the institution’s goals will be difficult to be fulfilled due to the low morale of the staff and the non-conducive working conditions. The Institution’s Management should be more transparent, more trustworthy, and more supportive towards staff members and have a good overall communication strategy.