Submitted in fulfillment/partial fulfillment (delete as appropriate) of the requirements for the degree of MASTERS, in the Graduate Program. It is submitted for the degree of MASTER OF ARTS (SOCIAL POLICY) in the Faculty of Humanities, Developmental Social Sciences, University of KwaZulu-Natal, South Africa. This study examines the challenges and opportunities facing the merger of higher education institutions, with a focus on staff responses to the merger at the University of Kwa-Zulu Natal (UKZN).
The focus of the research was based on the attitudes of staff and their diverse experiences since the merger of the former University of Durban Westville (UDW) and the University of Natal (VN) to form the new institution UKZN. SPP- Social Policy Program TWR- Technikon Witwaterstrand UCT- University of Cape Town UDW- University of Durban Westville UJ- University of Johannesburg UK- United Kingdom.
CHAPTER ONE
Some of the key reforms related to the merger of higher education institutions relate to 'rationalization', 'cost efficiency' and 'outsourcing'. The state of macropolitics and institutional micropolitics, and of understanding how each plays out, is a key to understanding both the shape and future of the merger. How former UDW staff and former UND staff experience the merger of the two former institutions;
Thus, it is appropriate that the key questions that form the core synthesis of the study pertain to the issue of governance and the notion of academic freedom. By the time the present research was undertaken, much of the initial anxiety and displacement had subsided.
CHAPTER TWO
Therefore, cost-effectiveness is the crucial underlying notion of the private and public higher education sector. An illuminating example of amalgamation of higher education institutions can be gleaned from countries such as the United Kingdom (UK), Australia, Germany, the United States (US) and the Netherlands to name a few. In addition to the goals listed in the White Paper, Kilfoil and Groenewald (2005) argued that "the aim may be to overcome the racial fragmentation of the higher education system".
The National Plan for Higher Education states that "the intention may be to overcome the racial fragmentation of the higher education system" (South Africa, 2001:75). The cost factor is perhaps one of the essential fundamental aspects in the merger process.
CHAPTER THREE
Therefore, interviewing is not passive listening where the characterization of the data is interpretive based on the perspectives of the people, which in most cases are multiple in nature. All research – its process and its products – depends on the characteristics of the people involved: on their biological, mental, social, cultural and historical nature and circumstances. Much of the HDSS Faculty moved from the Westville campus to the Howard College campus, while the Management Studies Faculty was consolidated on the Westville campus, with a significant number of people transferred from Howard College to Westville.
A second parallel sample, undertaken with the research instrument (interview schedule) developed by me, was taken from the Faculty of Science at both the Howard College and Pietermaritzburg campuses; and members of the Library Administration at the Howard College, Westville and Pietermaritzburg campuses. The data collected from the respondents was honest, and the respondents were unexpectedly open and honest about their perceptions of the university, both before and after the merger. Due to the sensitivity of my research topic, anonymity and confidentiality had to be maintained because it allowed for the protection of the identity of the respondents.
As part of the preparation for this study, ethical clearance was sought from the University's Office of Research (see Appendix Two). This application has been reviewed at the level of the Higher Diploma Committee of the School as well as the Higher Diploma of the Faculty. Below are the demographic characteristics of the respondents in the Faculty of Humanities and Management Studies groups.
I was personally responsible for the transcription of the Faculty for HDSS and the Faculty of Management. The process involved gathering material that could be rethought and revised in light of a growing understanding of the interrelationships of the categories in the data. The study design was indicated as the choice of analytical tools and the use of a purposive, (judged) sampling frame as an integral part of the preferred choice of qualitative methodology.
CHAPTER FOUR
At the HDSS faculty, the geographical location of the combined campuses was not experienced as a problem for either administrator. A former UDW academic from the HDSS faculty stated, “I don't think the university as a whole supports and admits high-quality students into the institution. The head of the HDSS faculty school also said that “the university does not attract high-quality students.
In the Faculty of Management Studies, all academic staff agreed that “The merger provided research initiatives for staff development. A former UDW academic of Cultural Heritage and Tourism in the faculty HDSS said that "It is difficult because research at All the academic staff in the Faculty of Management Studies claimed that the time spent on research had decreased due to the heavy workload.
However, a minority of academics, particularly in the Faculty of Management, felt that the merger did not deliver anything in terms of core functions. In contrast, both administrators at the HDSS faculty said that research and publishing work had increased since the merger. Regarding the exchange of ideas, a former UDW academic on the HDSS faculty noted that "it has improved to the extent that new and fresh ideas have been brought together through the merger." (Transcripts, Faculty of HDSS, HC).
All interviewed respondents of the Faculty of Management, including the surveyed main school, said that access to resources has deteriorated. A former HC academic at the Faculty of Management pointed out that "90% of our time we do administrative work, 1% research and 8% teaching." (Transcripts, Faculty of Management, Westville). Both the administrators of the Faculty of Management and HDSS commented that there is a heavy workload and lack of staff at their faculty.
CHAPTER FIVE
The Head of the School of the Faculty of HDSS thought that "There is no transparency in the university now. A former Howard College academic in the Faculty of Management Studies mentioned that staff are leaving because of a lack of recognition and low levels of job satisfaction. 76 | P a g e The administrative staff in the Faculty of Management Studies felt that there was a decline in efficiency.
A former Westville academic staff in the Faculty of Management Studies expressed that “The University does not pay attention to its academic staff. The Principal in the Faculty of Management Studies shared almost identical views on the quality of the working conditions. A former UDW academic in the Faculty of Management Studies said that “Tutorial rooms are not conducive to facilitating tutorials.
On the other hand, the Head of School at the Faculty of Management stated that. A former Howard College academic on the HDSS faculty said, “There are still inequities. A former UDW academic at HDSS faculty mentioned that working conditions were better before the merger.
One of the administrators at the Faculty of Management expressed the opinion that the working conditions have worsened. The former UDW academic on the HDSS faculty said "I wish I had more time to attend meetings". Transcripts, Faculty of HDSS, HC). The Head of School at the Faculty of Management Studies commented: “If there are any barriers, one of the barriers will simply be […] geographic location.
A former Howard College HDSS faculty member emphasized that “good governance comes from the principle of ubuntu. The head of the school at the Faculty of Management mentioned that "good management is a positive step in the new academic system.
CHAPTER SIX
Transcripts are available to examiners upon request.). 2002) “Statement by the Minister of Education, Professor Kader Asmal, on the Transformation and Reconstruction of the Higher Education System”. The Rise of the Disciplinary University.” The Harold Wolpe Lecture presented at the University of Kwa Zulu-Natal, 17 May 2007. Speech at an information dinner to discuss Technikon Witwaterstrand's perspectives on the Ministry of Education's merger proposals.
Speech by the Minister of Education at the annual general meeting of the South African Universities Vice-Chancellors Association, Cape Town, 15 October. Report of the Independent Process Observer to the Council of the University of Kwa Zulu-Natal on the work of the Governance and Academic Freedom Committee (GAFC). University of KwaZulu-Natal, 2009 (GAFC Report) Report of the Independent Process Observer to the Council of the University of KwaZulu-Natal on the work of the Governance and the Academic Freedom Committee.
Has the merger increased or decreased your school/division's efficiency and ability to deliver services? Has the merger increased or decreased your school/division's efficiency and ability to conduct high-quality research? as an academic school). Has the merger had a positive or negative impact on your school/division's ability to attract high-quality students?
What examples can you give that illustrate increased levels of stress among staff and students in your school/division since the merger. Do you believe your terms of service have improved or worsened since the merger? Do you believe your social and collegial relationships have improved or worsened since joining?
