Employee experiences in merger
literature: South African higher education
1998 – 2008
Eduard Fourie and Ricky Snyders
Department of Psychology
Unisa
People’s issues
Mergers denote
radical change – not
only management,
but the ‘souls’ of the
partners are also
affected
(Skodvin 1999)
In this presentation
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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
education may be useful in assisting South
African institutions of higher education:
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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)
Main force behind mergers seems to be
some kind of assumed gain
(Harman and Harman 2003)
Prior to 2004
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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
2004 - 2008
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Management of the change process
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Communication as a vehicle for change
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Institutional culture
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Institutional identification
The Unbundling of Vista University
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Incorporation on macro level
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Incorporation on micro level
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The Unisa-TSA merger with the
incorporation of VUDEC
Attention to people issues: Is it achieved?
A survival kit for conserving the self
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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
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.
References
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Arnolds, C. A. and C. Boshoff. 2004. The management of the early stages of restructuring in a tertiaryeducation 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.
Politikon 30 (1): 27–50.
Jansen, J. D. 2003. Mergers in South African higher education: Theorising change in transitional contexts.
Politikon 30 (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.
Thank you
Eduard Fourie & Ricky Snyders
fourime@unisa.ac.za snydefja@unisa.ac.za