Academic's experiences of a merger in higher education
- Authors: Goldman, Geoff A.
- Date: 2010-03-10T06:27:36Z
- Subjects: University of Johannesburg , Vista University , Technikon Witwatersrand , Universities and colleges' mergers , College teachers' attitudes , Organizational change management
- Type: Thesis
- Identifier: uj:6668 , http://hdl.handle.net/10210/3073
- Description: D.Phil. , The restructuring of the South African Higher Education landscape in postapartheid era has been the scene of vast organisational change as numerous mergers between Higher Education Institutions have typified this transformation. One such a merger is the merger between the Technikon Witwatersrand, the Rand Afrikaans University and two campuses of Vista University (namely the East Rand and Soweto Campuses) into the University of Johannesburg. Announced on 31 May 2002 and intended to be effective as of 1 January 2005, this merger represents the birth of the largest residential university in South Africa and presents the opportunity of studying the effects of all-encompassing change on employees first hand. In terms of organisational change – with mergers representing a specific type of organisational change – it is apparent that the effect of change on staff members is not only a widely overlooked matter in practice, but also in organisational change literature (and in mergers and acquisitions literature in particular). This study explores the merger experiences of academic staff at the University of Johannesburg and also examines the role leadership has played in these experiences. Using an Interpretive, case study design, 40 academic staff members were interviewed. These research subjects were selected on a purposive basis from all faculties across all campuses. Using the Strauss and Corbin application of Grounded Theory, the collected data was analysed to construct the reality of academic staffs’ merger experiences and perceptions of the merger at the University of Johannesburg. In terms of the University of Johannesburg, findings indicate that institutional predisposition is a major contributor to shaping research subjects’ initial attitude toward the pending merger. Furthermore, the interim phase that the University found itself in directly after merger the date, was a cause of great discontent amongst academic staff and was seen as the greatest debilitating factor to the successful roll-out of the merger. The study indicates that academic staff relay their experiences and perceptions of the merger in three discernable time frames, or perspectives, each with its own unique dynamic. Collectively, these three perspectives constitute the Reflective Experience of Mergers (REM) theory, which examines how the merger experiences of academic staff shape their perceptions of and attitudes toward the merger over time. The REM-theory reiterates the temporal nature of change; it is a phenomenon that evolves over time in discernable stages. Furthermore the REM-theory also underscores the effect change has on the emotional and psychological well being of individuals over time. The REM-theory also highlights the important role leadership plays in a merger as, in the case of the University of Johannesburg, research subjects tended to be far more critical of deficiencies in leadership as opposed to deficiencies in management.
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- Authors: Goldman, Geoff A.
- Date: 2010-03-10T06:27:36Z
- Subjects: University of Johannesburg , Vista University , Technikon Witwatersrand , Universities and colleges' mergers , College teachers' attitudes , Organizational change management
- Type: Thesis
- Identifier: uj:6668 , http://hdl.handle.net/10210/3073
- Description: D.Phil. , The restructuring of the South African Higher Education landscape in postapartheid era has been the scene of vast organisational change as numerous mergers between Higher Education Institutions have typified this transformation. One such a merger is the merger between the Technikon Witwatersrand, the Rand Afrikaans University and two campuses of Vista University (namely the East Rand and Soweto Campuses) into the University of Johannesburg. Announced on 31 May 2002 and intended to be effective as of 1 January 2005, this merger represents the birth of the largest residential university in South Africa and presents the opportunity of studying the effects of all-encompassing change on employees first hand. In terms of organisational change – with mergers representing a specific type of organisational change – it is apparent that the effect of change on staff members is not only a widely overlooked matter in practice, but also in organisational change literature (and in mergers and acquisitions literature in particular). This study explores the merger experiences of academic staff at the University of Johannesburg and also examines the role leadership has played in these experiences. Using an Interpretive, case study design, 40 academic staff members were interviewed. These research subjects were selected on a purposive basis from all faculties across all campuses. Using the Strauss and Corbin application of Grounded Theory, the collected data was analysed to construct the reality of academic staffs’ merger experiences and perceptions of the merger at the University of Johannesburg. In terms of the University of Johannesburg, findings indicate that institutional predisposition is a major contributor to shaping research subjects’ initial attitude toward the pending merger. Furthermore, the interim phase that the University found itself in directly after merger the date, was a cause of great discontent amongst academic staff and was seen as the greatest debilitating factor to the successful roll-out of the merger. The study indicates that academic staff relay their experiences and perceptions of the merger in three discernable time frames, or perspectives, each with its own unique dynamic. Collectively, these three perspectives constitute the Reflective Experience of Mergers (REM) theory, which examines how the merger experiences of academic staff shape their perceptions of and attitudes toward the merger over time. The REM-theory reiterates the temporal nature of change; it is a phenomenon that evolves over time in discernable stages. Furthermore the REM-theory also underscores the effect change has on the emotional and psychological well being of individuals over time. The REM-theory also highlights the important role leadership plays in a merger as, in the case of the University of Johannesburg, research subjects tended to be far more critical of deficiencies in leadership as opposed to deficiencies in management.
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Students’ perception of the position of ethics within an organisation
- Yassa, Christa C., Bounds, Maria M., Goldman, Geoff A., Mashele, Ntsako Iyton
- Authors: Yassa, Christa C. , Bounds, Maria M. , Goldman, Geoff A. , Mashele, Ntsako Iyton
- Date: 2017
- Subjects: Business ethics , Value systems , Ethical leadership
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/250744 , uj:26137 , Citation: Yassa, C.C. et al. 2017. Students’ perception of the position of ethics within an organisation.
- Description: Abstract: This study examines the perceptions that senior business management students have towards the position of ethics within organisations in Johannesburg in relation to the availability of formal ethics programmes, ethical culture, ethical leadership and ethical value systems. Research Design & Methods: The study employed a quantitative survey design to collect data, using selfadministered questionnaires from the respondents. The data were then analysed using descriptive statistics. Reliability statistics were employed to test the reliability of each construct. Findings: The findings of this study showed that senior students have a positive perception of the ethical position of Conclusion: There is evidence of positive attitudes towards the ethical conduct of organisations. However, some evidence shows that some organisations consider results first and ethics later, despite the availability of ethical codes, value systems, and ethical leadership and culture.
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- Authors: Yassa, Christa C. , Bounds, Maria M. , Goldman, Geoff A. , Mashele, Ntsako Iyton
- Date: 2017
- Subjects: Business ethics , Value systems , Ethical leadership
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/250744 , uj:26137 , Citation: Yassa, C.C. et al. 2017. Students’ perception of the position of ethics within an organisation.
- Description: Abstract: This study examines the perceptions that senior business management students have towards the position of ethics within organisations in Johannesburg in relation to the availability of formal ethics programmes, ethical culture, ethical leadership and ethical value systems. Research Design & Methods: The study employed a quantitative survey design to collect data, using selfadministered questionnaires from the respondents. The data were then analysed using descriptive statistics. Reliability statistics were employed to test the reliability of each construct. Findings: The findings of this study showed that senior students have a positive perception of the ethical position of Conclusion: There is evidence of positive attitudes towards the ethical conduct of organisations. However, some evidence shows that some organisations consider results first and ethics later, despite the availability of ethical codes, value systems, and ethical leadership and culture.
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Exploring academics’ experiences of a merger in higher education : the reflective experience of mergers (REM)- framework.
- Authors: Goldman, Geoff A.
- Date: 2012
- Subjects: University mergers - South Africa , Academics - South Africa - Attitudes , Organisational culture - South Africa , University of Johannesburg - Employees
- Type: Article
- Identifier: uj:5851 , ISSN 1993-8233 , http://hdl.handle.net/10210/7938
- Description: In contrast to most mergers and acquisition literature which focuses on merger activity in the business world, this paper examines the University of Johannesburg (UJ) merger, which is typical of transformation in South African Higher Education. This merger does not conform to the norm, as it is ideologically motivated and thus the ideal base to study individual experiences of large scale change. Following a qualitative, case study approach, 40 academic employees from UJ were interviewed. Findings indicate that academics relay their experiences and perceptions of the merger in three discernable timeframes, each with its own dynamic. Collectively, these timeframes constitute the reflective experience of mergers (REM) framework, which examines how merger experiences of academic staff shape their perceptions of and attitudes towards the merger over time. The REMframework reiterates the temporal nature of change, its effect on the emotional and psychological wellbeing of individuals, and the role of leadership during a merger.
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- Authors: Goldman, Geoff A.
- Date: 2012
- Subjects: University mergers - South Africa , Academics - South Africa - Attitudes , Organisational culture - South Africa , University of Johannesburg - Employees
- Type: Article
- Identifier: uj:5851 , ISSN 1993-8233 , http://hdl.handle.net/10210/7938
- Description: In contrast to most mergers and acquisition literature which focuses on merger activity in the business world, this paper examines the University of Johannesburg (UJ) merger, which is typical of transformation in South African Higher Education. This merger does not conform to the norm, as it is ideologically motivated and thus the ideal base to study individual experiences of large scale change. Following a qualitative, case study approach, 40 academic employees from UJ were interviewed. Findings indicate that academics relay their experiences and perceptions of the merger in three discernable timeframes, each with its own dynamic. Collectively, these timeframes constitute the reflective experience of mergers (REM) framework, which examines how merger experiences of academic staff shape their perceptions of and attitudes towards the merger over time. The REMframework reiterates the temporal nature of change, its effect on the emotional and psychological wellbeing of individuals, and the role of leadership during a merger.
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The determinants of apathy amongst South African youth toward entrepreneurship : an exploration
- Masondo, Thokozani, Ntando, Thabiso, Mkwanazi, Sizwe, Goldman, Geoff A.
- Authors: Masondo, Thokozani , Ntando, Thabiso , Mkwanazi, Sizwe , Goldman, Geoff A.
- Date: 2017
- Subjects: Youth entrepreneurship , Apathy , Business funding
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/236101 , uj:24154 , Citation: Masondo, T. et al. 2017. The determinants of apathy amongst South African youth toward entrepreneurship : an exploration.
- Description: Abstract: Literature purports that high barriers to entrepreneurship have instigated a growing social perception that the youth prefer, or believe, that they are obliged to follow the route of seeking formal employment rather than pursuing entrepreneurial ventures. This research seeks to shed light upon the reasons for the low rate of entrepreneurial intention amongst the South African youth. Using a qualitative research approach, eight semi-structured interviews were conducted with university students in Gauteng, South Africa. The data were analysed by means of summative content analysis, Findings indicate a broad understanding of entrepreneurship, but uncertainty surrounds the concept of entrepreneurship, as well as the support provided to prospective entrepreneurs by government and private institutions.
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- Authors: Masondo, Thokozani , Ntando, Thabiso , Mkwanazi, Sizwe , Goldman, Geoff A.
- Date: 2017
- Subjects: Youth entrepreneurship , Apathy , Business funding
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/236101 , uj:24154 , Citation: Masondo, T. et al. 2017. The determinants of apathy amongst South African youth toward entrepreneurship : an exploration.
- Description: Abstract: Literature purports that high barriers to entrepreneurship have instigated a growing social perception that the youth prefer, or believe, that they are obliged to follow the route of seeking formal employment rather than pursuing entrepreneurial ventures. This research seeks to shed light upon the reasons for the low rate of entrepreneurial intention amongst the South African youth. Using a qualitative research approach, eight semi-structured interviews were conducted with university students in Gauteng, South Africa. The data were analysed by means of summative content analysis, Findings indicate a broad understanding of entrepreneurship, but uncertainty surrounds the concept of entrepreneurship, as well as the support provided to prospective entrepreneurs by government and private institutions.
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Individual experiences of a merger : the REM-theory
- Authors: Goldman, Geoff A.
- Date: 2009
- Subjects: University of Johannesburg merger , Reflective Experience of Mergers theory , Mergers of universities and colleges
- Type: Article
- Identifier: uj:6192 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5271
- Description: The University of Johannesburg (UJ) merger is typical of transformation in South African Higher Education. This merger does not conform to the "norm"; as it is ideologically motivated and thus the ideal base to study individual experiences of large scale change. Following a qualitative, grounded theory approach, 40 academic employees from UJ were interviewed. Findings indicate that academic staff relay their experiences and perceptions of the merger in three discernable time-frames, each with its own dynamic. Collectively, these time-frames constitute the Reflective Experience of Mergers (REM) theory, which examines how merger experiences of academic staff shape their perceptions of and attitudes toward the merger over time. The REM-theory reiterates the temporal nature of change; its effect on the emotional and psychological well-being of individuals and the role of leadership during a merger.
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- Authors: Goldman, Geoff A.
- Date: 2009
- Subjects: University of Johannesburg merger , Reflective Experience of Mergers theory , Mergers of universities and colleges
- Type: Article
- Identifier: uj:6192 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5271
- Description: The University of Johannesburg (UJ) merger is typical of transformation in South African Higher Education. This merger does not conform to the "norm"; as it is ideologically motivated and thus the ideal base to study individual experiences of large scale change. Following a qualitative, grounded theory approach, 40 academic employees from UJ were interviewed. Findings indicate that academic staff relay their experiences and perceptions of the merger in three discernable time-frames, each with its own dynamic. Collectively, these time-frames constitute the Reflective Experience of Mergers (REM) theory, which examines how merger experiences of academic staff shape their perceptions of and attitudes toward the merger over time. The REM-theory reiterates the temporal nature of change; its effect on the emotional and psychological well-being of individuals and the role of leadership during a merger.
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