CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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The final chapter concludes the research by reinforcing the overview of the study, keyresearch findings, implications of these findings for theory and practice especially in thecontext of organizations in Malaysia. Recommendations for future research are alsoincluded.14
CHAPTER 2: LITERATURE REVIEW2.0 Chapter OverviewThis chapter will first discuss the definition and concept of succession planning. Then,the existing literatures on succession planning will be critically reviewed.2.1 Concept and Definition of Succession PlanningThe concept of succession planning has been in existence for some years. Forty years agoit was called manpower planning, and was expected to ensure that the right number ofpersonnel of the correct technical competence would be available to an organization indesired locations so that corporate objectives are achieved (Walley, 1973). Carter (1986,pp. 13-14) defines succession planning as “a means of identifying critical managementpositions, starting at the levels of project manager and supervisor and extending up to thehighest position in the organization”. Succession planning also describes managementpositions to provide maximum flexibility in lateral management moves and ensure that asindividuals achieve greater seniority, their management skills will broaden and becomemore generalized in relation to total organizational objectives rather than to purelydepartmental objectives (Carter, 1986).Succession planning and management can also be defined as “a deliberate and systematiceffort by an organization to ensure leadership continuity in key positions, retain and15
Page 2 and 3: the resources and support to establ
Page 4 and 5: Cheng (2007) indicates that expatri
Page 6 and 7: employees. It also indicates that t
Page 8 and 9: Figure 1.1: Malaysia’s Population
Page 10 and 11: 1.4 Objective Of The StudyThe ultim
Page 12 and 13: formal succession planning in their
Page 16 and 17: develop intellectual and knowledge
Page 18 and 19: usiness plan can only be realized w
Page 20 and 21: acquisition and retention of custom
Page 22 and 23: 1) Helped organization with interna
Page 25 and 26: Australian firms. It is reported th
Page 27 and 28: four possible candidates that could
Page 29 and 30: 2) Tied the succession planning pro
Page 31 and 32: In 1986, Hall conducted a research
Page 33 and 34: The characteristics of an effective
Page 35 and 36: 3) Development plans for future lea
Page 37 and 38: Busine & Watt (2005) recommend seve
Page 39 and 40: Figure 3.1: Theoretical Framework:
Page 41 and 42: management policies, practices and
Page 43 and 44: 12) Need to increase retention.In S
Page 45 and 46: 3.3 Sampling DesignThe data for thi
Page 47 and 48: 3.5 Data Analysis TechniquesThe dat
Page 49 and 50: CHAPTER 4: RESEARCH RESULTS4.0 Chap
Page 51 and 52: Out of the 108 responding firms, 53
Page 53 and 54: Table 4.3: Characteristics Of The D
Page 55 and 56: number of vacancies” on the quest
Page 57 and 58: In terms of organizational levels o
Page 59 and 60: demand in the business which had cr
Page 61 and 62: Prior studies found that the most e
Page 63 and 64: Table 4.9: Methods Used For Evaluat
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conduct when the participants in on
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H1 (b): There is a significant diff
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of practices and approach of succes
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Olkin (KMO) were also used to asses
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Whereas the second factor (F2), cla
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3.00 on average, indicating that th
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4.8 Pearson Product-Moment Correlat
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Based on the results reported in Ta
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4.9 Multiple Regression AnalysisMul
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independent (succession planning ch
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there was no serious multicollinear
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CHAPTER 5: CONCLUSIONS AND RECOMMEN
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eliability estimate. In addition, t
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a key talent or leadership can happ
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While this study attempt to look in
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products/services, and retention of
Page 98 and 99:
Buckner, M., & Savenski, L. 1994, S
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Falmer, R.M. 2002, Choose Tomorrow
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Kim, S. 2003, “Linking employee a
Page 104 and 105:
Rothwell, W.J. 2001, Effective Succ
Page 106:
Zikmund, W.G. 2003, Business Resear
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