Research Proposal

Succession Planning for Leaders Forms Part of Organizational Success

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This paper discusses the myth that top management requires succession planning to ensure continuity in the organization. The practices exclude all employees' growth, which does not support new growth paradigms. The new scientific approaches indicate that learning all employees is essential to ensure retention and provide objectivity in promotions, satisfaction, and top performance.

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Considerable research has linked leaders’ development practices to employee performance, but little research has concentrated on how succession planning minimizes the turnover intentions. In the current research, we investigate the impact of succession planning on turnover intentions among banking professionals. Moreover, we examine whether succession planning enhances the employee job security and creates career attitude that mitigates the risk of employee turnover intentions. Using the survey method, we recruited permanent employees of retail banking and the proposed model, and structural relationships were tested via structural equation modeling. The findings depict that succession planning provides job security and creates positive career attitude which in turn mitigate the turnover intentions among banks employees. The present study helps the bank management to formulate a strategic and proactive succession system based on job security and build a strong career attitude to discourage the turnover intentions among banks employees. Moreover, the outcome supports the management of banks in case of the sudden resignation of a bank employee; they will be in a position to appoint a resourceful employee immediately on the vacant post to provide excellent customer services. The current study successfully developed an empirical relationship between succession planning and turnover intentions which was skipped in the literature on human resource development. Furthermore, this study offers an important mediation mechanism for job security and career attitude for mitigating the turnover intentions among banks employees through succession planning.
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This case study explored the critical role a human resources department plays in developing and communicating an effective succession plan, specifically the criteria chosen to fill future vacancies in the organization. Businesses promote two parts of a succession plan: A plan to select the right people and a process to retain, promote, and train the appropriate people to fill a new position (Galagan, 2010). The emergent five themes were established from the data gathered from participant interviews and the assessment of internal documents from the human resources department. The findings strongly indicate discrepancies within succession planning criteria and a lack of a formal succession plan. Human resources directors are responsible for the success of the development, implementation, and communication of the organization's succession plan to support employee retention, engagement, and long-Term growth for the organization.
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The purpose of the paper is to present the process of knowledge transfer in intra-organizational networks. Due to the specificity of the research object, the case study method has been chosen. In order to make an in-depth analysis of the case study, we selected a group of several criteria based on the theory which we believe to be fundamental to the effectiveness of knowledge management in networks, and compared them with the situation in the ArcelorMittal Group. Our research show that ArcelorMittal Group has met all the criteria of effective knowledge management in its intra-organizational network. Some exceptions, albeit merely to an extent, are mostly the result of historical circumstances, as well as organizational culture. The main limitations of the paper are mostly related to the inherent approach therein. However, this case study analysis might be utilised to formulate a refutable hypothesis on a larger sample of companies from different sectors of the economy.
The authors do not have rights to distribute the full-text online so only the table of contents and front matter are provided here. If you are an instructor seeking a review copy or teaching supplements, please use this link to locate your Cengage representative: Brief Contents PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage 1 2 External Analysis: The Identification of Opportunities and Threats 43 PART TWO THE NATURE OF COMPETITIVE ADVANTAGE 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability 80 4 Building Competitive Advantage through Functional-Level Strategies 116 PART THREE STRATEGIES 5 Business-Level Strategy 153 6 Business-Level Strategy and the Industry Environment 178 7 Strategy and Technology 210 8 Strategy in the Global Environment 246 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing 286 10 Corporate-Level Strategy: Related and Unrelated Diversification 318 PART FOUR IMPLEMENTING STRATEGY 11 Corporate Performance, Governance, and Business Ethics 359 12 Implementing Strategy through Organization 395 CASES
Succession is a universal organizational process and therefore important for a comparative analysis of organizations. A review of published research indicated that succession tends to be a disruptive process. The small role-system of which the successor is a part and key characteristics of the whole organization's structure influence the degree of instability promoted by succession.
Purpose – The purpose of this paper is to examine the idea that flexible job descriptions are vital options that would allow library managers the latitude necessary to promote developmental opportunities in library succession management plans. Design/methodology/approach – This paper uses supportive literature from both within and outside librarianship to examine the impact flexible job descriptions could have on the succession management process. Findings – Traditionally, job descriptions have been constructed with a very narrow focus and could be construed to limit the ability to provide various opportunities for growth, particularly in a unionized environment. Flexible job descriptions may allow library managers more freedom in providing accelerated learning and development opportunities through a succession management program. Originality/value – With the projected impending retirement of baby boomer library managers, libraries should explore the use of flexible job descriptions. Flexible job descriptions may aid in accelerating development opportunities for those employees who will fill the positions vacated by retiring managers.
Succession planning is more than knowing who will take the reins if the corporate jet crashes tomorrow. It's about growing your own talent to ensure your company's future over the long term.
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