The changing higher education The changing higher education landscape: Establishing a new landscape: Establishing a new identity during an institutional identity during an institutional

incorporationincorporation

Eduard FourieEduard Fourie

Department of PsychologyDepartment of Psychology

UnisaUnisa

‘Unisa and TSA are the two elephants, they are making the love. . . and VUDEC is the lawn on which they are making the love’

Human Resource implicationsHuman Resource implications

‘‘People our greatest resource’ seldom People our greatest resource’ seldom appears to inform merger practicesappears to inform merger practices

Little attention:Little attention:

- reaction of employeesreaction of employees

- stress employees experiencestress employees experience

Six theoretical approachesSix theoretical approaches

anxiety theory, social identity theory, anxiety theory, social identity theory, acculturation theory, role conflict acculturation theory, role conflict theory, job characteristics theory, theory, job characteristics theory, and organisational justice theory and organisational justice theory

(Seo and Hill 2005)(Seo and Hill 2005)

Social identity theorySocial identity theory

Social groups form significant part of self-conceptSocial groups form significant part of self-conceptIndividual to a greater or lesser extent think, act and Individual to a greater or lesser extent think, act and have feelings consistent with grouphave feelings consistent with groupInstitutional identity – particular form of social identityInstitutional identity – particular form of social identityAssociates with membership of a specific institution or Associates with membership of a specific institution or unitunitStrong identification with the institution generally Strong identification with the institution generally desirable for the well-being of the institution and its desirable for the well-being of the institution and its membersmembersa strong workgroup identification in the pre-merger a strong workgroup identification in the pre-merger phase may lead to negative feelings about the mergerphase may lead to negative feelings about the merger

Mergers alter employees’ identificationMergers alter employees’ identification

Those from the incorporated institution – may go Those from the incorporated institution – may go through a state of cultural shock (Stahl and through a state of cultural shock (Stahl and Sitkin 2001)Sitkin 2001)

Dysfunctional culture classes may lead to Dysfunctional culture classes may lead to us us and themand them dynamics dynamics

(Giessner et al. 2006)(Giessner et al. 2006)

Longitudinal study into well-being of Longitudinal study into well-being of employeesemployees

2004 - 20082004 - 2008

Unstructured interviews with 24 participantsUnstructured interviews with 24 participants

Ages of participants between 35 and 60 yearsAges of participants between 35 and 60 years

Years of appointment varied from 1 to 18 yearsYears of appointment varied from 1 to 18 years

Theoretical sampling – participants from Theoretical sampling – participants from governance (1), academic (12), administrative governance (1), academic (12), administrative (7) departments, and HR consultants (4)(7) departments, and HR consultants (4)

Individual & focus group interviewsIndividual & focus group interviews

Participation on voluntary basisParticipation on voluntary basis

Thematic analysisThematic analysis

Inductive approach in identifying themes (Patton Inductive approach in identifying themes (Patton 1990)1990)Aim of analysis to proceed with coding of data Aim of analysis to proceed with coding of data without trying to fit it into pre-existing coding without trying to fit it into pre-existing coding frames (Braun and Clarke 2006)frames (Braun and Clarke 2006)Or into my own analytical preconceptionsOr into my own analytical preconceptionsAcknowledge my own interest and experience Acknowledge my own interest and experience provided ‘fore-having’, fore-sight’ and fore-provided ‘fore-having’, fore-sight’ and fore-conception’ (Heidegger 1962)conception’ (Heidegger 1962)Coded extracts of data – meaningful groups – Coded extracts of data – meaningful groups – potential themes - thematic maps – thematic potential themes - thematic maps – thematic network (Attride-Stirling 2001)network (Attride-Stirling 2001)

Themes

Various themes came to the Various themes came to the fore and were more evident fore and were more evident during different stages of the during different stages of the four year incorporation processfour year incorporation processTwo global themes:Two global themes:

- institutional cultureinstitutional culture- identification with the new identification with the new

institutioninstitutionDivided into three levelsDivided into three levels

- IndividualIndividual- GroupGroup- InstitutionalInstitutional

VUDEC: Family affair

Unisa: Us & Them

Legacies, traditions & patterns

Institutional culture

Communication

Management

Current status

Unfinished business

Impact on self

Negotiations

Support

Establishing new position

Future prospects

Maintaining new positions

Identification with the new institution

A thematic map of general, basic, and global themes

Institutional culture: Us & ThemInstitutional culture: Us & Them

Difficult to leave the old and familiar behindDifficult to leave the old and familiar behindPersonal experiences varied drasticallyPersonal experiences varied drasticallyPhasing out of VUDEC’s programmesPhasing out of VUDEC’s programmesNegotiating new positionsNegotiating new positionsValued new opportunitiesValued new opportunitiesOld loyalties remainOld loyalties remainIncorporator institution more powerfulIncorporator institution more powerfulDifficult to become part of established work-groupsDifficult to become part of established work-groupsConstant comparison of the old with the newConstant comparison of the old with the newStormy history of VUDEC & transformation in the general higher Stormy history of VUDEC & transformation in the general higher education landscapeeducation landscapeSpeedy transformation on managerial levelSpeedy transformation on managerial levelConcerns about transformation on middle management and Concerns about transformation on middle management and departmental levelsdepartmental levelsAll role players are effectedAll role players are effected

Identification with the new institutionIdentification with the new institution

Establishing and maintaining positionsEstablishing and maintaining positionsFacilitated or hampered by various factorsFacilitated or hampered by various factorsAcademics in better positionsAcademics in better positionsAdministrative employees intense uncertaintyAdministrative employees intense uncertaintyUncertain times, inadequate guidance and communication – not Uncertain times, inadequate guidance and communication – not new to VUDEC employeesnew to VUDEC employeesGetting use to new ways of functioning and new structuresGetting use to new ways of functioning and new structuresthe whole process was far more smooth than one would have the whole process was far more smooth than one would have expectedexpectedI’m still testing the watersI’m still testing the watersVista is still with usVista is still with usAcknowledgement that employees of Unisa & TSA are also Acknowledgement that employees of Unisa & TSA are also influencedinfluencedTime will tell whether the new Unisa will continue to be a major role Time will tell whether the new Unisa will continue to be a major role player in HE in RSAplayer in HE in RSA

Concluding remarksConcluding remarks

Us & themUs & them

Racial and power relationsRacial and power relations

Sense of continuitySense of continuity

CommunicationCommunication

Accepting the changesAccepting the changes

HE landscape & national landscape not HE landscape & national landscape not stagnantstagnant

Only time will tell whether the divorce from Only time will tell whether the divorce from the old and the re-partnering of the three the old and the re-partnering of the three

institutions will lead to a successful blended familyinstitutions will lead to a successful blended family

ReferencesReferences

Attride-Stirling, J. 2001. Thematic networks: An analytic tool for qualitative research. Attride-Stirling, J. 2001. Thematic networks: An analytic tool for qualitative research. Qualitative Research Qualitative Research 1: 385–405. 1: 385–405. Bartels, J., R. Douwes, M. de Jong and A. Pruyn. 2006. Organizational identification during a merger: Determinants of Bartels, J., R. Douwes, M. de Jong and A. Pruyn. 2006. Organizational identification during a merger: Determinants of employees’ expected identification with the new organization. employees’ expected identification with the new organization. British Journal of Management British Journal of Management 17 (s1): S49–S67.17 (s1): S49–S67.Braun, V. and V. Clarke. 2006. Using thematic analysis in psychology. Braun, V. and V. Clarke. 2006. Using thematic analysis in psychology. Qualitative Research in Psychology Qualitative Research in Psychology 3: 77–101. 3: 77–101. Giessner, S. R., G. T Viki, S. Otten, D. J. Terry and S. Täuber. 2006. The challenge of merging: Merger patterns, Giessner, S. R., G. T Viki, S. Otten, D. J. Terry and S. Täuber. 2006. The challenge of merging: Merger patterns, premerger status, and merger support. premerger status, and merger support. Personality and Social Psychology Bulletin Personality and Social Psychology Bulletin 32: 339–352.32: 339–352.Haslam, S. A. 2004. Haslam, S. A. 2004. Psychology in organizations: The social identity approachPsychology in organizations: The social identity approach. London: Sage.. London: Sage.Heidegger, M. 1962. Heidegger, M. 1962. Being and timeBeing and time. Trans. J. Macquarrie and E. Robinson. New York: Harper and Evanston.. Trans. J. Macquarrie and E. Robinson. New York: Harper and Evanston.Lotz, T. and F. Donald. 2006. Stress and communication across job levels after an acquisition. Lotz, T. and F. Donald. 2006. Stress and communication across job levels after an acquisition. South African Journal of South African Journal of Business Management Business Management 37 (1): 1–8.37 (1): 1–8.Nalbantien, H. R., R. A. Guzzo, D. Kieffer and J. Doherty. 2005. Making acquisitions work. Nalbantien, H. R., R. A. Guzzo, D. Kieffer and J. Doherty. 2005. Making acquisitions work. Journal of Organizational Journal of Organizational Excellence Excellence 24 (2): 45–52.24 (2): 45–52.Patton, M. Q. 1990. Patton, M. Q. 1990. Qualitative evaluation and research methodsQualitative evaluation and research methods. 2nd ed. Thousand Oaks: Sage.. 2nd ed. Thousand Oaks: Sage.Schuler, R. and S. Jackson. 2001. HR issues and activities in mergers and acquisitions. Schuler, R. and S. Jackson. 2001. HR issues and activities in mergers and acquisitions. European Management European Management Journal Journal 19 (3): 239–253.19 (3): 239–253.Seo, M.-G. and N. S. Hill 2005. Understanding the human side of merger and acquisition: An integrative framework. Seo, M.-G. and N. S. Hill 2005. Understanding the human side of merger and acquisition: An integrative framework. Journal of Applied Behavioral Science Journal of Applied Behavioral Science 41: 422–443.41: 422–443.Stahl, G. K. and S. B. Sitkin. 2001. Trust in mergers and acquisitions. Paper presented at the Annual Meeting of the Stahl, G. K. and S. B. Sitkin. 2001. Trust in mergers and acquisitions. Paper presented at the Annual Meeting of the Academy of Management, Washington, D.C.Academy of Management, Washington, D.C.Tajfel, H. and J. C. Turner. 1986. The social of identity theory of intergroup behaviour. In Tajfel, H. and J. C. Turner. 1986. The social of identity theory of intergroup behaviour. In Psychology of intergroup Psychology of intergroup relationsrelations, ed. S. Worchel and W. G. Austin, 7–24. Chicago: Nelson., ed. S. Worchel and W. G. Austin, 7–24. Chicago: Nelson.Van Dick, R. 2001. Identification and self-categorization processes in organizational contexts: Linking theory and Van Dick, R. 2001. Identification and self-categorization processes in organizational contexts: Linking theory and research from social and organizational psychology. research from social and organizational psychology. International Journal of Management Reviews International Journal of Management Reviews 3: 265–283.3: 265–283.Van Dick, R., J. Ullrich and P. A. Tissington. 2006. Working under a black cloud: How to sustain organizational Van Dick, R., J. Ullrich and P. A. Tissington. 2006. Working under a black cloud: How to sustain organizational identification after a merger. identification after a merger. British Journal of Management British Journal of Management 17 (s1): S69–S79.17 (s1): S69–S79.

Thank you

Eduard Fourie

fourime@unisa.ac.za