Abstract
Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.
Highlights
Problem statementThe main problem statement of this study focuses on strategies to create a post-merged organisational culture which is conducive to effective management of performance. Froneman (2003) contends that higher education is one of the most rapidly changing sectors of society
This study aims to focus on the changes and challenges imposed on higher education institutions in South Africa as a result of the mergers as well as the concomitant implications for organisational culture and performance management in these post-merged institutions
It is clear from the information contained that the Nelson Mandela Metropolitan University (NMMU) employees completed the majority of the questionnaires compared to that of the Cape Peninsula University of Technology (CPUT) and the Durban University of Technology (DUT) as separate institutions
Summary
Problem statementThe main problem statement of this study focuses on strategies to create a post-merged organisational culture which is conducive to effective management of performance. Froneman (2003) contends that higher education is one of the most rapidly changing sectors of society. In reference to the South African context, she argues that a political decision was made to change the higher education landscape This has had the unintended consequence of lower organisational commitment and potentially lower employee job performance in the mergerbound higher education institutions as a result of the slapdash manner in which the restructuring occurred. She argued that employees’ responses to a http://www.sajhrm.co.za merger have an impact on institutional performance and that serious consideration should be given to realigning the people management component to support the business strategy and to produce the desired level of organisational performance (Schultz, 2009)
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