Loopbaandilemmas van akademiese personeel binne 'n veranderende Suid-Afrikaanse hoëronderwyswerksomgewing

[摘要] English: The careers of academic staff in South Africa - as in the rest of the world - are under tremendous pressurefor various reasons, and a decline in the image and status associated with an academic career can evenbe observed. However, no academic institution can be totally successful without qualified and loyalacademics. Higher education institutions - more than any other type of organisation - are dependent onthe intellectual and creative abilities of academic staff, as well as their commitment, since it is difficult toreplace their knowledge, skills and experience. These qualities can only be acquired over a long period oftime and with experience. It is evident that there will be an increasing shortage of academic staff withinSouth African higher education institutions in the future, due to factors such as more attractive options inother business sectors. If the career dilemmas of academic staff are not identified and addressed, thequality and sustainability of higher education institutions may be jeopardised.In view of the above-mentioned, the purpose of this study was to investigate the typical career dilemmas ofacademic staff during the early, middle and late career phases within a changing South African highereducation institution.Aspects related to job dissatisfaction were used as indicators in this study in order to identify and explaincareer dilemmas. Career dilemmas are associated with high levels of job dissatisfaction and work stress,and imply aspects such as reduced commitment to the organisation, declining psychological and physicalhealth, problematic interpersonal work relations and lower work quality. Lifespan and career developmenttasks during the different adult lifespan phases were therefore used in this regard to explain thephenomenon of career dilemmas further. The different aspects that influence the job satisfaction ofacademic staff in a changing higher education work environment were subsequently identified anddiscussed.In view of the nature of this study and the type of problem that was investigated, a qualitative researchdesign was used. Ninety-three academic staff members were selected on the basis of age, gender andrace from a higher education institution, by means of an occasional random sample. The data wasobtained by means of a Delphi-process in order to identify the career dilemmas of academics during theearly, middle and late career phases.The results obtained in this study indicate that academics generally experience the same careerdilemmas, irrespective of the career phase they are in. The prominent career dilemmas of academicscentre mostly on the absence of a performance evaluation system that correctly and equitably reflects theirperformance, input and responsibilities. Limited opportunities for promotion, as well as the absence of aclear set of criteria or guidelines according to which promotion takes place, were identified as a furthersignificant dilemma. The absence of promotion criteria contributed towards the incidence of discriminationand double standards. Role overload and/or role conflict, as well as an inadequate financial remunerationstructure, were regarded as prominent career dilemmas throughout. Academics also identified aspectsindicating job insecurity and ineffective management as dilemmas. Certain forms of discrimination werealso identified as career dilemmas by some black and female academics. Academics in the early careerphase in particular regarded inadequate support in the performance of core activities - with specificreference to teaching and research - as a further significant career dilemma.The dominant career dilemmas of academics identified in this investigation show numerous similaritieswith the career dilemmas of academics identified in other national and international studies.The dilemma the academic career and higher education is probably facing is illustrated further by the factthat several of the academics employed at this institution indicated their uncertainty about continuing theircareers at the institution concerned, and that several of them even gave strong indications that they willprobably be leaving the institution.In order to effectively address the career dilemmas experienced by academics, higher educationinstitutions will have to devote particular attention to establishing an effective performance managementsystem that is easy to understand and implement, as well as transparent, equitable and fair. Promotioncriteria must be spelled out clearly and applied consistently. Alternative career paths that accommodate individual preferences and abilities and create additional promotion opportunities may also be consideredas a solution. Furthermore, it is important that remuneration for academics should be market-related andcompetitive. It must be ensured that junior colleagues receive adequate support with regard to teaching,research and community service by means of training opportunities, regular feedback, mentorship's andcounselling that addresses identified needs. Finally, it is important that academics functioning inmanagement positions possess appropriate management qualifications and receive the necessary trainingand support to enable them to effectively perform their management role. The effective management ofdiversity and cultural sensitisation should also be addressed on a continuous basis.

[发布机构] University of the Free State