Change the world

Journal for Development and Leadership

Volume 2, Number 1


 

Employee motivation and organisational culture identification in merged higher education institutions in South Africa: implications for strategic management
Arnolds, C.A. and Stofile, R.N.

The transformation of higher education through a process of mergers has characterised the South African education landscape during the period 2001 to 2007. The question is whether these mergers were all successful given the recent suggestions for the unbundling of certain merged institutions. The main objective of this study is contribute to the effective strategic management of the post-merger universities in South Africa by investigating how the perceived attainment or non-attainment of merger goals and the satisfaction with merger outcomes are affecting their employees’ motivation and identification with the organisational culture of the merged institution. The empirical results show that perceptions about merger goal successes and workload distribution (as a merger outcome) exert a significant influence on the employees’ motivation and identification with the organisational culture of the merged institution.

Keywords: higher-education mergers, strategic management, employee motivation, organisational culture