Virtus InterPress


Musawenkosi Ngibe, Lawrence Mpele Lekhanya

DOI: 10.22495/rcgv6i3art4

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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.


South African higher education institutions, specifically, universities of technology have been faced with an arduous battle of increasing postgraduate students enrolment (masters and doctoral) and improve their completion rate. However, the situation is exacerbated by inadequate number and inexperience of supervisors to supervise these postgraduate students. The Durban University of Technology has formulated research structures to administer and co-ordinate research activities in order to improve the number of staff members with doctoral qualifications in order to aid the current challenges. Therefore, the aim of this study is to evaluate the circumstances and factors hindering the academic staff throughput rates and the impact it has on the university. The use of qualitative and quantitative approach was used for this study, with closed and open-ended questionnaires used to collect data from 278 academic staff members using a probability sampling. The respondents 9 (4.9%) indicated that lack of external funding and project management skills proved to be major contributory factors hindering academics staff to complete their postgraduate degrees within the required time. The study recommends that funding should be made easily available to academics pursuing doctoral studies, while project management workshops should be organised regularly to help academics appropriately management their studies. This can have a positive impact which will benefit the university and aid to the current crisis of lack of supervisor for masters and doctoral studies.

Keywords: Research, Governance, Activities, Outcomes, Institutions, Factors, Educational, Higher

How to cite this paper: Ngibe, M., & Lekhanya, L. (2016). Governance of the research activities in higher educational institutions: factors and outcomes. Risk governance & control: financial markets & institutions, 6(3), 26-30.

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