CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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there was no serious multicollinearity problem in the model. The overall results in thismodel showed some similarities with Pearson’s correlation test which was donepreviously where 4 out of 6 demographic/control variables were significant. However, inthe regression analysis 5 out of 6 demographic variables were significant. Industrialsector was not significant in both analysis, this indicated that industrial sector had noimpact on organizational outcomes. From the findings it could be concluded that thedemographic/control variables were important predictors of the dependent variable.Therefore, hypothesis H4 was partially supported.The regression line for this model was derived as follows:-Y = 3.185 + 0.17X 2 + 0.079X 3 + 0.103X 4 + 0.269X 5 - 0.407X 6 - 283X 7 + ε4.9.3 Model 3 - Regression Analysis Between Organizational Outcomes AndSuccession Planning Characteristics With The Effect OfControl VariablesModel 3 showed the linear relationship between independent and dependent variableswith the effect of control variable. Overall the regression model was significant (R 2 =0.556, F-value = 17.881, p = 0.000). The predictive power of the model improved withthe controlling effect of demographic variables, whereby, the adjusted R 2 improved from37.9% (Model 1) to 52.5% (Model 3) with the effect of control variable. The resultsshowed that succession planning characteristics (beta = 0.513, p < 0.05) and firm age(beta = 0.252, p < 0.05), were positively and significantly related to organizational86
outcomes. Whereas, firm listing (beta = -0.190, p < 0.05) and staff turnover rate (beta = -0.260, p < 0.05), were negatively and significantly related to organizational outcomes.Interestingly, though, firm size, industrial sector, and firm type/ownership appeared to benot significant (p > 0.05). Thus, it could be concluded that the controlling variables ( i.e.firm age, firm size, industrial sector, firm type/ownership, firm listing and staff turnoverrate) detected a significant relationship between succession planning characteristics andorganizational outcomes. The regression line for this model was derived as follows:-Y = 1.867 + 0.452X 1 + 0.206X 2 + 0.026X 3 – 0.036X 4 + 0.157X 5 – 0.308X 6 –0.175X 7 + ε87
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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
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2) Tied the succession planning pro
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In 1986, Hall conducted a research
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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
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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 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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