The Role of Employee Participation in Change Management Decisions in a South African University

Abstract

The South African education landscape is facing gradual change to meet the ever changing and turbulent environment. Sustainability and retention of human capital is greatly dependent on the involvement of employees in as far as organisational change and decision-making is concerned. This paper is presenting a study conducted at a university that underwent changes in the few years prior to the study. Unfortunately, hardly ten years later, there was a de-merger followed by an immediate change in processes within the organisation as well as a name change. The study was conducted with the aim of exploring the employees’ understanding of the changes that took place, their engagement in the whole change process and whether they felt that the changes that took place were effective or not. A qualitative study was conducted with the employees. The sample was drawn from both administrative and academic staff of the institution. Obtained data in the study were analysed using the NVIVO version 14 through the principle of thematic analysis. Results of the study show that employees were dissatisfied with the way change was managed at this particular university. The paper recommends more communication and engagement of all relevant stakeholders in future change management endeavours.