CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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employees. It also indicates that there is need for Malaysian corporate sectors to engagean effective succession planning and talent management program as their employeeretention strategy in order to maintain continuous organizational growth and competitiveadvantage.Wallum (1993) conducts a survey and concludes that succession planning helpsorganization with internal sourcing; reduces attrition of high-fliers; allows for morerealistic counseling and planning; and prepares candidates in advance for seniorappointment.Therefore, the major purpose of this study is to empirically investigate the use ofsuccession planning and management program among private sector firms in Malaysiaand explore its common practices, policy and process dimensions. Then, the impact ofsuccession planning program on organizational effectiveness/outcomes will be examined.1.3 Importance Of The StudySuccession plans form a vital informational input into the day-to-day decision making inbusiness organizations. They are also important tool for developing the managementexecutives who will implement the organization’s business strategy and achieve itsorganizational objectives (Huang, 2001). Succession management can lower employeeturnover rates, improve staff morale, and place the most qualified candidates in keypositions (Johnson, Costa, Marshall, Moran, & Henderson, 1994). Firms that fail to treat6
their succession plans as living documents risk losing their continuity and the opportunityto revitalize their organizations (Getty, 1993).Based on projections by the U.S. Census Bureau, 29.7% of the entire population inMalaysia will be aged 50 and above by 2050. In 2000, this figure was only 13.2% of theentire population (as shown in Figures 1.1 & 1.2). Whereas, Malaysia’s entire workforcestood at about 11.7 million in 2007 as compared to 9.7 million in 2000. This indicatesthat the Malaysia’s workforce is ageing steadily and the fundamental change inMalaysia’s demographic will have some consequences for the economy and firmsoperating in Malaysia. The retirement of the ageing workforce is of particular concern inindustries or sectors where they represent a large percentage of employees and a largeproportion of the organizations’ leadership in general. Thus, an effective successionplanning would help to ensure business continuity when the ageing workforce leaves theorganization.Therefore, this research will be able to address the following questions:1) Do private sector firms in Malaysia have an effective succession planningsystem?2) Why private sector firms in Malaysia feel succession is important?7
Page 2 and 3: the resources and support to establ
Page 4 and 5: Cheng (2007) indicates that expatri
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 and 56: number of vacancies” on the quest
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In terms of organizational levels o
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demand in the business which had cr
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Prior studies found that the most e
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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
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
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
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Rothwell, W.J. 2001, Effective Succ
Page 106:
Zikmund, W.G. 2003, Business Resear
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