CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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Based on the results reported in Table 4.17, Hypothesis H2, was supported as the value ofcoefficient (r = 0.62) was large and significantly positive (p < 0.01). Therefore, it couldbe concluded that there was a significant positive relationship between the successionplanning characteristics/approach and organizational outcomes of private sector firms inMalaysia. In other words, effective succession planning characteristics would result in animprovement in organizational outcomes.4.8.2 Relationship Between Succession Planning Characteristics And ControlVariablesH3: There is a significant relationship between the control variables andsuccession planning characteristics/approach of private sector firms inMalaysia.Among the 6 control variables, only firm size and staff/employee turnover were foundsignificantly correlated with succession planning characteristics. The firm size positivelycorrelated (r = 0.23, p < 0.05) and staff/employee turnover negatively correlated (r = -0.32, p < 0.01). The remaining 4 control variables, i.e. firm age, industry, firm type, andfirm listing was found not significant. Thus, hypothesis H3 was partially supported.4.8.3 Relationship Between Organizational Outcomes And Control VariablesH4: There is a significant relationship between the control variables andorganizational outcomes of private sector firms in Malaysia.80
As depicted in Table 4.17, 4 out of 6 control variables were found to be significantlycorrelated. Firm age (r = 0.26, p < 0.01), firm size (r = 0.19, p < 0.05) and firm type (r =0.29, p < 0.01) were found positively and significantly correlated with organizationaloutcomes. However, staff turnover (r = -0.41, p < 0.01) negatively and significantlycorrelated with organizational outcomes. Thus, hypothesis H4 was partially supported.4.8.4 Summary Of Pearson-Moment CorrelationTable 4.18 showed a summary of hypothesis testing by using Pearson-Momentcorrelation between independent, control, and dependent variables.Table 4.18: Summary Of Hypothesis Testing Using Pearson Product-Moment CorrelationBetween Independent, Control, And Dependent VariablesHypothesis Association Between Variables Significance ConclusionH2 TotOC vs TotCR Yes H2 SupportedTotCR vs Firm AgeNoTotCR vs Firm SizeYesH3TotCR vs IndustryTotCR vs Firm TypeNoNoH3 Partially SupportedTotCR vs Firm ListingNoTotCR vs Staff TurnoverYesTotOC vs Firm AgeYesTotOC vs Firm SizeYesH4TotOC vs IndustryTotOC vs Firm TypeNoYesH4 Partially SupportedTotOC vs Firm ListingNoTotOC vs Staff TurnoverNote: TotOC = Organizational Outcomes, andTotCR = Succession Planning CharacteristicsYes81
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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
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usiness plan can only be realized w
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acquisition and retention of custom
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1) Helped organization with interna
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Australian firms. It is reported th
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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 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 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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