CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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According to Fizel & D’ltri (1997), there are many conflicting findings in terms ofsuccession planning and firms’ performance over the years. As such, the relationshipbetween succession planning and firms’ performance is dependent on the characteristicsof the organizations under study. The way leadership transition and succession processesare handled can exert a significant influence on shareholders’ confidence and thus thefirm’s financial performance in the marketplace. Well-managed successions instillconfidence in heir owners and this correlates well with overall business financialperformance. Practices such as the smooth promotion of the designated heir, can lead topositive investor sentiment while surprise elevations of unknown candidates are poorlyreceived by shareholders (Shen & Cannella, 2003).Huang (2001) concludes in his study on Taiwanese firms that there is no empiricalevidence to support that firms with succession management system have better HRoutcomes than those who do not. The data collected for Huang’s (2001) study alsosuggests that the mere implementation of a succession management plan does not make asignificant difference to reported business outcomes.2.10 Characteristics Of Effective Succession Planning and ManagementAccording to Rothwell (2005, p.304), the characteristics of effective succession planningand management program are such:1) Tied the succession planning program to organizational strategic plans.28
2) Tied the succession planning program to the employees’ career plans.3) Tied the succession planning program to the training programs.4) Established measurable objectives for program operation.5) Identified what groups the program serves in priority order.6) Established a written policy statement to guide.7) Articulated a written philosophy.8) Established action plan.9) Established schedule of events based on action plan.10) Fixed responsibility for organizational oversight of the program.11) Fixed responsibility of each participant in the program.12) Established incentives/rewards for identified successors.13) Established incentives/rewards for managers with identified successors.14) Developed a means to budget.15) Devised means to keep records for individuals who are designated assuccessors.16) Created workshops to train management employees about the program.17) Created workshops to train individuals about career planning.18) Established a means to clarify present position responsibilities.19) Established a means to clarify future position responsibilities.20) Established a means to appraise individual performance.21) Established a means to compare individual skills to the requirements offuture positions.22) Established a way to review organizational talent at least annually.29
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 14 and 15: The final chapter concludes the res
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: four possible candidates that could
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
Page 65 and 66: conduct when the participants in on
Page 67 and 68: H1 (b): There is a significant diff
Page 69 and 70: of practices and approach of succes
Page 71 and 72: Olkin (KMO) were also used to asses
Page 73 and 74: Whereas the second factor (F2), cla
Page 75 and 76: 3.00 on average, indicating that th
Page 77: 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
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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
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Rothwell, W.J. 2001, Effective Succ
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Zikmund, W.G. 2003, Business Resear
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