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G e t t i n g t o c o r e b u s i n e s s

VC Communique

Page

2

Volume 9 | 27 September 2019 | www.

mut.ac.za

In many organisations;

be it

academia,

FMCG,

telecommunications, banking , to mention a few; successful

Strategic Plans are the ones not imposed by executive

management and there is therefore some tolerance for an

emergent strategy. Dr Malaza, always cites the input by the

Student Parliament onto the MUT Strategy; particularly, the

current SRC President, Codesa Gwala, who at the time was

unbeknown to the University as a president-in-waiting.

The University is now on advent mode – waiting for a new

dawn that will elevate MUT.

Because soon we have to demonstrate results and fruits of our

performance.

”

Those are the words of Dr Mojaki Mosia,

executive director at the National Health Laboratory Service

(NHLS) and former executive director at UKZN when he

delivered a Public Lecture at MUT on Friday, 05 September.

“You are expected to work 100% and receive a 100% salary.

Your salary comes on a fixed date. You get paid because you

have delivered on your performance, not because of your

presence. Although you get paid on the 15

th

the University still

honours the psychological contract that you will deliver. Guess

what? When you resign, you get paid on the last day of the

month, he said.” Mosia concedes that performance

management is not a simple process and should not be taken

for granted. However; “We need to come to a consensus on

what performance management is”, he said. Given how ‘busy

Giving life to MUT Strategy 2025

employees seem to be’, executive management needs to

guard against employees not knowing what they are supposed

to deliver on. “Top universities have a Strategic Plan, vision

and mission as well as set goals upon which employee

performance will be measured and these documents become a

reference point”, Mosia said. His presentation was spellbinding

and informative. Sometimes he used frightening imagery to

drive his point home.

In essence, his message was clear, the success measures for

a performance management system are:

Input – Process -

Output

. “Once you grasp this, you will be ahead with

performance management. For performance management to

succeed, plot at the top and engage at all levels and show

what you have done to assist the individuals.” He was lauded

by all who attended; Dr Malaza thanked him graciously.

“Finding a reason to come to work