CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

12) Need to increase retention.In Section B, 4 dimensions of the organization’s practices and approach were covered.This included organizational system, succession characteristics, an open-ended questionto list the most valuable practice in succession planning, and methods used for successioncandidate evaluation. The organizational system consisted of 7 items rated on a 5-pointLikert-type scale ranging from (1) ‘Not at all’ to (5) ‘Very much’ measures the linkage ofsuccession planning process with each item. The succession characteristics consisted of18 items rated on the same scale from (1) ‘Not at all’ to (5) ‘Very much’ measures thefirm’s degree of succession qualities/characteristics effectiveness. In addition, therespondent was also asked to list the most valuable practice in succession planning, basedon the question “What practice has been most valuable to your organization in successionplanning?” This was followed by a measurement on the method used for evaluatingcandidate for succession. It consisted of 8 items on a 5-point Likert-type scale rangingfrom (1) ‘Not at all’ to (5) ‘Very much’ to measure the degree to which organizationrelies on each of these methods for evaluating succession candidates. The firms wereconsidered to have good succession system characteristics or practices if the mean valuewas between 4 and 5. If the mean value was between 1 and 2, they were considered tohave weak succession system characteristics or practices and if the mean value was 3,they were considered to have average succession system characteristics or practices.Section C of the questionnaire measured the organizational outcomes or performance.The respondent was asked to rate his/her firm’s performance in the current year as43