Essence Newsletter Volume 9

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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.
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 15th 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