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Change is a way of life for organisations, managers and workers in general. It is a real phenomenon and a risky affair that demands systems change. It demands attention of highest note because it has an effect or impact on operations and structures of the organisation operations. No amount of pretention, prevention, resistance or even denial can change constancy of change. This paper examines the understanding of the transition and implications of merger in a merged multi-campus university in South Africa the human resource perspective. The paper succinctly described merger policy and the complexities brought by it; restructuring and re-organisation; how to manage transition and sustain momentum. The paper does not leave behind the managerial leadership of change and transition with specific skills in transitional periods. The paper however concluded that an organisation is constantly adapting and can never be static in a changing environment. Consequently psychological contracts can be broken during such times of restructuring and obviously this affects the workers in a special way and as such needs proper handling. DOI: 10.5901/mjss.2014.v5n23p1516

Understanding the Transition and Implications of Merger in a Merged Multi-Campus University in South Africa: Human Resource Perspective