Article

Succession planning and its effects on employee career attitudes: Study of Iranian governmental organizations

African Journal of Business Management 04/2011; 5:3605-3613.

ABSTRACT This paper evaluates effects of succession planning as an organizational level intervening program on career attitudes as individual level variables. Best practices of succession planning are selected from literature and compliance of succession planning system of organization to these practices is defined as extensiveness of succession planning. A 22-item questionnaire was developed to measure the extensiveness of succession planning. Validity and reliability of questionnaire are confirmed by appropriate tests. For career attitudes, 3 variables of promotion satisfaction, perception of career success, and perception of job platitude selected. Then the correlation of the succession planning extensiveness and three career attitudes examined by empirical data gathered from 152 managers and key personnel in 23 large Iranian governmental organizations. Significant correlation exists between succession planning extensiveness and career success and satisfaction of promotion process. Perception of job plateau does not show correlation with succession planning extensiveness. This paper recognized best practices that should be considered for design of succession planning. Also the scale for measuring succession planning extensiveness developed. It can be used to gain a better understanding of status quo of succession planning in organizations and gap analysis which is generally one of the early stages of every organizational development project. The literature of succession planning was enriched by studying the effect of succession planning on individual level variables.

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    ABSTRACT: Building on a study of quantitative and qualitative approaches to workforce planning, a structure and a set of steps are proposed for conducting workforce planning projects in organizations. This approach contemplates four styles of governance applicable to a workforce planning project and the combinations (centralized or decentralized) to be used in the process of reaching decisions in the various difference organizational units. Its structure also comprises the sequencing necessary for workforce planning, as well as the various elements that make up each of the steps. Lastly, its application leads to the systematic construction of an information base that can contribute to enhancing the assertiveness of workforce planning decision making.

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