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

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


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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    • "They tried best to create organizations' culture and to provide them a development plan for future. Farashah et al. (2011) studied the role of succession planning in building employee's career attitude. They find out a strong correlation exists between succession planning, promotion process and career success. "

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    • "Another factor is the need for a succession plan in order to maintain service levels. As pointed by Farashah et al. (2011), " succession planning is no longer limited to top managers; nowadays need to successor for every job in the organization is evident, specially with more involvement of employees to the organization and distribution of decision making to empowered employees across organizations " . Anderson (2004), Shannon et al. (2007) "
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    Full-text · Dataset · Mar 2013
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    ABSTRACT: The research emphasized to examine the impact of specific HRM practices such as training & development (TD), fair treatment (FT), leave & vacation (LV), career development (CD), and reward (R) on employee attitude. Data were collected from eighty (N=80) medical promotion officers of Incepta Pharmaceuticals Limited in Bangladesh. The survey was conducted through 5-point Likert scale and convenience sampling technique was applied. Dependent and independent variables are analyzed by using Pearson correlation matrix and multiple linear regressions. Descriptive statistics also have been used to compute the value of mean and standard deviation. The findings suggest that average employees' attitude regarding the practice of HRM by the observed organization is greater than neutral (>3),which indicates that most of the medical promotion officers have positive attitude regarding training, leave and vacation, career development opportunities and rewards provided by the company. Thus, we accept H1, H3, H4 & H5, supporting that there is a positive and significant relationship between HRM practices and employee attitude. Therefore, the managerial implications is that due to existence of unfair treatment in that organization, management should design and implement fair treatment policy for growth and development of their organization.
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