Chapter 5: Perceptions of Middle Managers on Change Implementation in a Public South African Higher Education Institution

An organisational structure implemented at a higher education institution (HEI) in South Africa at inception in 2004 was reviewed in 2010, with several changes being implemented in 2011. A significant change was the removal of the faculty layer, resulting in a two-layer structure of colleges and schools. The study aimed to explore the perceptions of middle managers regarding this change implementation. One objective was to identify factors that impacted the implementation of the change from their perspective. Middle managers were defined as those responsible for implementing the change at college and school levels. They were also affected as employees. The literature revealed that studies had been conducted to determine the impact on support staff within the HEI, but no review of the change implementation. The literature review included HEIs, the pandemic, change, organisational change, change management, the leadership role, and change management theories. The study was qualitative in nature, with purposive sampling used in an interpretive approach. Semi-structured interviews were conducted with 12 participants using deductive thematic analysis. The research revealed that most participants understood the purpose but had varied perceptions of the change objectives’ achievement. The adverse effects of uncertainty, fear, and mistrust from the top-down non-consultative approach, lack of engagement, and impact on employees’ psychological contract were evident, needing urgent repair. It was recommended that a review of the change event be conducted, a change event plan and communication strategy be developed, and a culture of knowledge management and sharing be established to ensure no loss of institutional memory.