Lower-Level Employee Perceptions of Institutional Merger Processes at a South African University of Technology: A Human Resource Management Perspective

Higher education mergers are complex processes that significantly impact employees at all levels. This qualitative study explored the perceptions of lower-level employees regarding the merger between the former Technikon Natal and M.L. Sultan Technikon, which led to the establishment of Durban University of Technology in 2002. The study examined employee experiences across the pre-merger, during-merger, and post-merger phases. Using a qualitative research approach, six in-depth interviews utilising a case study were conducted to gain insights into employees’ perspectives. This study adopts a phenomenological research design, which is rooted in the interpretivist paradigm and seeks to explore and understand individuals’ lived experiences of a particular phenomenon. Phenomenology is concerned with how participants perceive, describe, and make meaning of their experiences within a specific context. This study employed a purposive sampling strategy to select six participants for in-depth qualitative interviews. The rationale for selecting six participants is grounded in the methodological principles of qualitative research, particularly within a phenomenological framework, where the emphasis is on depth, richness, and meaning rather than numerical representativeness. All interviews were audio-recorded with consent and transcribed verbatim. The researchers repeatedly reviewed the transcripts to gain familiarity with the data and noted initial impressions, recurring ideas, and significant statements. Ethical approval was obtained, and participants gave informed consent. Confidentiality, anonymity, and the right to withdraw were ensured throughout the study. Findings revealed that minimal communication was provided by top management to lower-level employees, contributing to uncertainty and resistance during the transition. The study underscores the importance of clear and consistent communication as well as targeted training programmes to support employees throughout the merger process. It is recommended that higher education institutions prioritise inclusive engagement strategies that involve lower-level employees from the early stages of merger planning to post-merger integration. While lower-level employees may have lower-levels of formal education and skills, their inclusion is essential for fostering a sense of ownership and ensuring a smoother transition.