CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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Malaysia (2007). Table 4.6 below showed the percentage of employment by industrialsector in Malaysia from 2001 to 2007.Table 4.6: Percentage Of Total Employment By Industrial Sector In Malaysia 2001-2007EmploymentUnitYears2001 2002 2003 2004 2005 2006 2007*Total 000’ 9,379 9,709 10,047 10,464 10,893 11,144 11,363Services % of total 49.9 50.3 50.2 50.4 5<strong>1.0</strong> 51.4 51.4Manufacturing % of total 26.4 26.7 27.6 28.4 28.7 28.8 29.2Agriculture % of total 15.1 14.6 14.1 13.4 12.9 12.5 12.2Construction % of total 8.2 7.9 7.7 7.3 7.0 6.8 6.8Mining % of total 0.4 0.4 0.4 0.4 0.4 0.4 0.4Note: * EstimatesSources: Economic Planning Unit, Department of Statistics, Malaysia (2008).While most firms (56.5%) in Malaysia had a succession planning in place, many hadindicated that the existing succession system or approach were moderately effective(mean = 5.47, on a scale of 1 = not at all effective, 5 = moderately effective, 10 =extremely effective). This indicated that some of the responding firms were not satisfiedwith the way succession decisions were currently made in their respective firms. Further,the majority (56.5%) of the respondents had indicated that their organizations intend tomake changes in their approach to succession decisions in the next 1 to 2 years. This wasbecause succession planning is becoming an important tool in developing future leadersin organization who will be responsible in implementing the firm’s business strategy andachieve its organizational objectives (Huang, 2001).56
In terms of organizational levels or group of employees that were included in successionplans, majority of organizations (56.5%) responded that they had succession plans for toplevel management which covered CEO and his direct reports. This was followed byfunctional department manager (50.9%), multi-department manager or manager ofmanagers (49.1%), first-level functional supervisors (29.6%) and individual contributors(19.4%). In the past, only important leadership positions were the primary focus in thesuccession planning process. However, now organizations have considered adding morelevels to their succession plans to include employees in middle management and nonmanagementpositions due to talent shortage (SHRM, 2006). Further, most of therespondents (71.3%) had indicated that only less than 50% of the jobs in theirorganizations were covered under formal succession. This meant that more than 50% ofthe jobs in the participating firms were not covered by formal succession process.All respondents, regardless of whether the organization that they were working in had aformal succession or not, were asked to indicate that if they were given a choice toreplace their current leaders or managers, what proportion would they replace. For whichmajority (64.8%) of them answered that they would replace less than 50% (mean = 47%,median = 45%, and mode = 30%) of the current leaders or manager. In terms of fillingmanagement position internally, 82.4% of the organizations had identified candidatesinternally before it became vacant. Of these organizations, 10.2% practice replacementplanning whereby a single candidate was identified versus 72.2% which was identifiedfrom a pool of candidates. Most of the organization (72.2%) had indicated more than50% success rate (mean = 66.4%, median = 70%, and mode = 60%) for having internal57
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 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: number of vacancies” on the quest
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
Page 80 and 81: Based on the results reported in Ta
Page 82 and 83: 4.9 Multiple Regression AnalysisMul
Page 84 and 85: independent (succession planning ch
Page 86 and 87: there was no serious multicollinear
Page 88 and 89: CHAPTER 5: CONCLUSIONS AND RECOMMEN
Page 90 and 91: eliability estimate. In addition, t
Page 92 and 93: a key talent or leadership can happ
Page 94 and 95: While this study attempt to look in
Page 96 and 97: products/services, and retention of
Page 98 and 99: Buckner, M., & Savenski, L. 1994, S
Page 100 and 101: Falmer, R.M. 2002, Choose Tomorrow
Page 102 and 103: 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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