An exploration of employee readiness for change at Walter Sisulu University
- Authors: Mpepo, Bulelwa N
- Date: 2017
- Subjects: Walter Sisulu University for Technology & Science -- Employees -- Attitudes , Education, Higher -- South Africa -- Case studies , Educational change -- South Africa -- Case studies , Organizational change -- South Africa -- Case studies , Programme and qualification mix
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/4455 , vital:20673
- Description: Higher education institutions are faced with pressure to change to meet academic as well as socio-economic needs. These changes are often aimed at achieving financial viability, increased institutional efficiency, and solving problems of fragmentation in the university. Universities can change in their structure, operations, systems, or and in the use or adoption of technology. The effective implementation and management of these requisite changes is the key challenge to organisations facing change. Walter Sisulu University, a comprehensive university in the Eastern Cape, has formulated a strategy to turn the university around. Included in the strategy is a project on the academic enterprise. The level of readiness for change is viewed to be a determining factor in making any change successful. Since readiness is not automatic, there is a need to prepare individuals to have a positive attitude towards the change and to embrace the proposed change initiative. This study is informed by the quest to know what will encourage and prepare employees for the implementation of the new Programme and Qualification Mix (PQM) at the University. The study therefore sought as its main purpose to explore factors influencing individual readiness for change in the PQM at Walter Sisulu University. A qualitative approach was adopted in the study. Models of change readiness were reviewed to identify themes that would be used to explore the levels of readiness amongst university academic employees who were to implement the new Programme and Qualification Mix. Documents were analysed to understand the change in PQM and face-to-face, semi-structured interviews held to solicit the views of academic employees regarding enablers or inhibiters of their readiness. Results highlighted the poor preparation of academic employees at Walter Sisulu University to support and implement the change. Key concerns of employees included dissatisfaction with the inadequate and inappropriate communication strategies, uncertainty about the suitability of the changed PQM, doubt regarding leadership support for change, as well as the perceived risk of the change. However, the main enablers were the comprehension by WSU employees of the need for a new PQM to address the poor alignment with university vision and HEQSF requirements, an appreciation of the lack of social relevance of the programmes, and confidence that they have the requisite skills and qualifications. The perceived benefits for the institution provided the needed spur for embracing the new PQM.
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A case study of organisational change in an employee wellness company and its effects on job satisfaction and organisational climate
- Authors: Kassiem, Wahib
- Date: 2015
- Subjects: Organizational change -- South Africa -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:844 , http://hdl.handle.net/10962/d1016404
- Description: The modern era has brought the phenomenon of organisational change closer to the average person. With the recent financial crisis placing more strain on businesses, organisations are always under pressure to review their business models in order to deliver a sustainable operational model and as result, hopefully a sustainable competitive advantage. In order to remain competitive, the leadership team has to constantly seek ways of differentiating their organisations from others with similar product offerings. When these changes are initiated, there is no doubt that the leadership gave extensive thought prior to execution. However, their motives are not always clear to their most important constitution, their employees. Often when these changes are implemented, employees believe that they’ve been left out of the decision making process. Furthermore, post change review with employees are also not given enough thought and are often not done. This research used qualitative research methods to establish how employees experience job satisfaction and organisational climate subsequent to changes that transpired within their work environment. Semi-structured interviews and document analysis were used to collect data. The interviews were constructed by expanding upon well-documented quantitative dimensions of these behavioural variables. Questions were developed focusing on these dimensions in line with the changes experienced. The sample consisted of nine employees at an employee wellness organisation in Roodepoort, Gauteng. There is evidence to show that in this short period of two years (May 2012 to June 2014), by implementing various changes, the new leadership has improved the financial viability of the organisation. However, insights from the interviews point to a number of areas where the leadership and management structures have to exert more effort. Communication processes have to be reviewed, especially to lower levels. As there exists limited opportunities for promotion, investigations into expanding existing roles, again at the lower levels may assist in raising job satisfaction levels. Employees felt that support structures are severely lacking when significant changes affecting them are implemented. A climate for innovation and risk taking has to be considered which, if instituted, could aid the organisation in setting the pace for the organisational wellness industry. The structure adopted for this research consists of three sections. Section one follows the evaluation report format, with the literature review and research methodology sections following thereafter. By making use of established literature as a basis, the findings and recommendations are therefore not exclusively applicable to this organisation. Hence other organisations intending similar change initiatives could benefit from this research.
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