The public mission of universities in South Africa: community engagement and the teaching and researching roles of faculty members

Tertiary Education and Management - Community engagement as a public mission of higher education is widely accepted in South Africa. This is articulated in White Paper 3 on the transformation of...     

Towards a critical re-conceptualization of the purpose of higher education: the role of Ubuntu-Currere in re-imagining teaching and learning in South African higher education

ABSTRACT

The 2015–2016 South African higher education students’ movement proved historical for our country in bringing to our dinner tables: issues of higher education transformation and decolonisation; institutional culture(s); curriculum reform; the need to foreground and make inclusive assessment in education; the coloniality in our knowledge production, and more. Influenced by the emergence of the student movements and the critique they have brought to South African higher education, we bring to the fore the often silent critical reflections on the purposes of higher education in general, and in South Africa especially, as they relate to teaching and learning. We propose that the purposes of higher education in relation to teaching and learning ought to respond to (1) context, (2) democratic difference, and (3) cosmopolitan perspectives. We argue that discourses, phases and logics about South African higher education have tended to disregard and, at times, blur the context and differences as well as cosmopolitan perspectives. Using the notion of Ubuntu-Currere, we re-imagine how teaching and learning could respond to context, difference and cosmopolitanism with examples from the South African higher education experience.     

Challenges of Implementing Contract Policies for University Academics in Malawi: A Case of Mzuzu University

Utilising critical theory, we explored the causes of the conflict that arose between academic staff on fixed-term renewable contracts and university administrators at Mzuzu University in Malawi in order to draw lessons. We collected data using semi-structured, in-depth interviews and document analysis. Ten university employees were purposively selected for interviews. The results showed that the causes of the conflict were, in the view of the respondents a mixture of: 1) a mutually antagonistic relationship between academics and university administrators; 2) less-than-effective administration of contracts by the university leadership; 3) dispute with respect to the university council’s views over the age of staff on contract; and 4) the university leadership’s negative response to a group of academics who criticised the administration. We argue that these results suggest leadership skills were less-than-satisfactory on the part of university senior management. We offer suggestions that could improve such leadership skills.