CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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on succession characteristics as both the national and multinational corporations hadsome similarities in their approach to succession planning.4.6.3 Practices And Approach Of Succession Planning By Firm ListingIn terms of firm listing, the mean values of listed firms were higher than the unlistedfirms for all the 3 dimensions of practices and approach of succession planning. Thisprobably was due to the fact that all public listed companies (PLCs) were required by theMalaysian Code On Corporate Governance (Revised 2007) to have a formal successionplanning for their senior management. Thus, listed companies were more concerned oversuccession issues as compared to unlisted companies.Table 4.13: Practices & Approach To Succession Planning By Firm ListingVariables Unlisted Listed Total Sig.*Organizational System 3.24 3.34 3.29 0.569Succession Characteristics 3.16 3.20 3.18 0.803Methods of Evaluation 3.06 3.23 3.14 0.292Note: * Level of significance using t-tests.H1 (c): There is a significant difference in the practices and approach ofsuccession planning between the listed and unlisted firms in Malaysia.No significant difference was found between the listed and unlisted firms with regards tothe practices and approach of succession planning. Table 4.13 showed the 3 dimensions68
of practices and approach of succession planning with p-value of more than 0.05. Thisindicated that the listed and unlisted firms did not differ with respect to the 3 dimensionsof succession planning. As such, H1(c) was not supported. Since no past research had beenconducted on this issue, no comparison could be made.4.6.4 Summary Of Independent Sample T-TestTable 4.14 showed the summary of T-Test for the 3 dimensions of practices and approachof succession planning by industrial sector, firm type and firm listing. Coakes & Steed(2007) argued that the hypothesis could not be rejected if sig. value < 0.05.Table 4.14: Significance Difference Between Succession Planning Practices/Approach ByIndustrial Sector, Firm Type/Ownership, And Firm ListingVariablesSector(Manufacturing vsServices)H1(a)Ownership(National vsMultinationals)H1(b)Listing(Listed vsUnlisted)Organizational System No Yes NoSuccession Characteristics No No NoMethods of Evaluation No Yes NoHypothesis Testing Not Supported Partially Supported Not SupportedH1(c)Based on the findings, hypothesis H1(a) and H1(c)were not supported as there were nosignificant difference in terms of practices and approach of succession planning forindustrial sector and firm listing. However, hypothesis H1(b) was partially supported sincethe national and multinational differed significantly for 2 dimensions of practices and69
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the resources and support to establ
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Cheng (2007) indicates that expatri
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employees. It also indicates that t
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Figure 1.1: Malaysia’s Population
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1.4 Objective Of The StudyThe ultim
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formal succession planning in their
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The final chapter concludes the res
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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
Page 65 and 66: conduct when the participants in on
Page 67: H1 (b): There is a significant diff
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
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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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