The university participants who answered and returned my questionnaires, and the University Research Office for the available data. It became clear that any strategic changes the university envisioned had to include a revised incentive system if they were to positively impact researcher productivity.
Introduction
It was already accepted in 1999 that the downward trend needed to be reversed in order for the university to remain competitive and continue to attract competent researchers and academics, and ways of doing this were explored by the university's research office. This article attempts to evaluate the effect of the change in the university's strategy using research instruments and methods to determine what effect the changes have had on the researchers' performance and to what extent the changes have managed to contribute to increased productivity.
Background of the Research
According to Balogun and Hailey (1999), the change agent is the person responsible for bringing about the change in any organization. The change agent may recognize that a reward system within an organization needs to be changed, along with changes in the production system and job redesign.
Motivation for the Research
Supporting performance is seen as the responsibility of managers who must incorporate four elements, namely directing, energizing, reviewing and rewarding in their management of performance (Heisler et al 1988).
Value of the Project
If the university can only maintain rather than increase its current research output, it will likely suffer financially.
Problem Statement
Objectives of the Study
A qualitative case study method using a triangulation approach will be used to answer the research question.
Research Methodology
For this purpose, the presidents/representatives of the faculty's research committee were selected by non-probability sampling and, above all, by purposive sampling. Before completing the questionnaire, two members of the faculty research committee reviewed the questions to verify understanding of the questions.
Limitations of the Study
Structure of the Study Chapter 2
The first section will evaluate and discuss the information relating to the case study in Chapter 3 against theory and a recommended theoretical model illustrating that reward and recognition are part of and dependent on other elements of the change agenda. The second part will be devoted to the presentation of a summary of the results obtained with the survey questionnaires.
Summary
Recommendations and conclusions will be presented based on what was discussed during the literature review and the results presented in chapter four. This literature review is based on the motivation for the research and the research question contained in the previous chapter.
Change Management and Strategic Leadership
The "trick" is to adapt the culture of the organization to the new way of working by modeling what is needed in the way the change is implemented. If a plan exists, it is based on the capabilities of the organization and the forward thinking of strategic managers.
Exploring Strategic Change
Why Do Organisations Embark on Change
Both thinking and feeling are essential, and both can be found in a successful organization, but the core of change lies in the emotions. Based on interviews with more than 100 organizations in the midst of large-scale change, Kotter and Cohen's (2002) The Heart of Change provides simple but proactive answers.
Change Agent
Understanding an organization's change content requires the change agent to develop certain managerial and personal skills. The key skill for the change agent is to be able to recognize what is critical in the specific change context. External facilitation: External consultants can be appointed and play a crucial role in the change process.
Bold Strategies for Bold Visions
It is also necessary to develop some kind of vision of the desired future organizational state or to encapsulate the strategic intent in a tangible format. A strategic plan and policies based on the results of the environmental scan compared to the organization's strengths and weaknesses. Due to the very nature of large-scale change, much must be done to achieve the vision.
Reward Strategy
Developing a Reward Strategy for Recognition
A detailed plan for changes to existing practices and new practices needed to implement the strategy;. Implementation according to the planned timeline – accompanied by constant implementation reviews and 'fine tuning', adapting design and practices to meet changing new requirements. The experience of organizations in developing a reward strategy has confirmed how important it is to involve both the people who will be covered by the new system and those who will manage it.
The Value of a Payment-for Results System
The Failure of a Payment-For-Results System
These views are supported by Pearce (1985), who argues that pay-for-performance systems can result in performance being directed away from key areas within the organization and reducing flexibility. Pearce notes that a pay-for-performance system can undermine the employer/employee relationship by putting self-interest ahead of cooperation and interdependence. Pearce adds that paying for individual performance can be detrimental to organizational commitment, as the employee is seen as merely doing the work.
Models used for Launching and Following through on Change Initiatives
Capacity-Building Models
Mintzberg 2003 says that it is important to remember that change comes from the ground up: change should not be driven from the top down.
Strategic Steps
For example, ownership potential (the ability to have a financial stake in the business) is more important in the private sector, while feeling that your work is valued is more important in most parts of the public sector. The quality of communication with staff, for example whether it is clear, timely and uses appropriate media. How effectively personal development and learning are encouraged and supported, for example clear training and development maps and courses.
Recommended Model for change
People's views and priorities around these six elements vary considerably depending on what most people need to do to improve their particular employment environment and where they are in the organization. It often turns out that there are clear gaps between what senior management believes they offer and what their employees believe is offered.
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Summary
This chapter has introduced the role of the change agent and emphasized the fact that change is different from strategy in that change is concerned with moving an organization from its current position to a future state. The recommended models suggested at the end of the literature review highlight the seven key elements or levers for successful change and how they depend on each other. It makes clear the reality that reward and recognition are part of and dependent on other elements of.
Introduction
Background
The Office of the Vice-Chancellor (Research and Development), assisted by the Director (Research), is specifically responsible for realizing the part of the mission statement that calls on the University to be 'innovative in research'. These are the three legs on which the academic effort rests, and each of which nourishes the university's research efforts. It is important that any strategy adopted by the university should be driven by their academic merit first.
Leadership
Research and development at the end of 1993 illustrated a strong commitment from the management of the university at that time to its research and development functions. The DVC's primary role is to ensure that a supportive and enabling environment is created so that research can flourish at the university. The series of changes in the university's research policy implemented in 2003 was an act of innovative leadership that should inspire those in the organization.
Values and Culture
Each faculty has an FRC, its role is to promote and stimulate research in that faculty and to consider and advise on all matters related to research in the faculty. The university is at the forefront of international research in several areas, particularly in HIV/AIDS, forestry, water technology, invertebrates and economic development. The extensive postgraduate programs offered at the university attract an increasing number of Masters and PhD students from the African continent as well as abroad (internet 5).
Work Processes and Business Systems
This includes Community and Science (COS) funding alerts and the information is shared with the University community accordingly. Assistance is provided in various areas, including institutional cost recovery and the provision of legal advice to protect the interests of the University and the researcher. It provides funds to invite international visiting academics who are already in South Africa to the University.
Individual and Team Competence
All academics should be involved in teaching, but they do not necessarily contribute equally to teaching. Everyone should be equally involved in scholarship and research, but the proportion of effort may vary among individuals. The university must find ways to enable each individual to contribute in a way that best suits his talents and interests, and to find ways to reward efforts that go beyond general expectations.
Management Process Systems
Reward and Recognition
- Incentive for Research Outputs
- Fellowship of the University of KwaZulu-Natal
- Vice Chancellors Award
- Annual Book Prize
- Honorary Research Associate (HRA)
- History of the Changes to the Incentive Award for Publications Receiving Recognition
Based on the number of individual staff members at the three universities, it was clear that the University of Natal was potentially able to attract a much larger share of the publication subsidy. On an annual basis, the University Council, on the recommendation of the Scholarship Selection and Awards Committee, may award up to three University of KwaZulu-Natal Scholarships for distinguished academic achievement. The Vice-Chancellor's Award is awarded annually by the University Council on the recommendation of the Scholarship Selection and Awards Committee.
Results
The incentive-driven funding category applies to employees who have already established a research profile. Employees who are already engaged in research but have not yet established a research profile that will give them access to sufficient funding through the Productivity Awards event. The DoE will publish the final updated statistics for the year 2002 only after all requests for evaluation have been submitted for accredited publications at the end of 2002 and 2003.
Summary
- Strategic Objectives
- Leadership
- Values and Cultures
- Work Processes and Business Systems
- Organisation, Team and Job Design
- Individual and Team Competence
- Management Processes and Systems
- Reward and Recognition
- Results
This observation confirms that the introduction of the category of Competitive Grants for young researchers is considered a good system. Research is part of the total academic endeavour, and the University must ensure that a balance is achieved between research, teaching and the application of knowledge. It helps to attract the attention of industry and trade, information on the research activities of the faculty.
Results of Questionnaires
It should be noted that the incentive grant for publication was increased in 2001 and the new "Productivity Grants", within the framework of an incentive-driven funding policy, were implemented in 2002. As the SAPSE measure is such an important aspect of the Research Office there must be a dedicated team that ensures that all alternatives are explored to ensure that SAPSE accredited journal articles are submitted to DoE and this should not only be the sole responsibility of the researcher don't be The Manager of Publications of the University of Cape Town ensures that her team is actively involved in ensuring that all available resources are exhausted to ensure that published accredited articles are obtained from the library or accessed from the web, should academics not be able to not provided. information (Kom-Mahlulo. S., Private conversation 28/06/04).
In Figure 4.6, 25% of respondents indicated that they were unsure whether the number of articles submitted to SAPSE-accredited journals would increase as current statistics were not available for comparison. The respondents (25%) who answered 'no' indicated that funds were available within the faculties to accommodate those eligible for conference attendance. The majority of respondents indicated that they could not respond because insufficient statistics were available and the time frame was too short for observable results.
- Conclusions
- Recommendations Values and Cultures
- Recommendations for Future Research
It would be useful to obtain feedback from the researchers on the service and support provided by the research office's administrative support staff to the researchers. The conflicting pressure on researchers from the university's various departments must be addressed. It is recommended that a similar study, which includes all researchers from the university, be included in the study.
Dear Respondent
Do you think the new research funding system for productivity awards will affect the quality of articles submitted to SAPSE-accredited journals. Do you think the new incentive for productivity awards will result in an increase in the number of SAPSE accredited journal articles. How do you think the new productivity award will affect the authorship of SAPSE accredited articles in the future.
