products/services, and retention of quality employees. These findings could assist HRpractitioners/experts/consultants to convince organization to implement formalsuccession planning in their organizations. In addition, the findings of this research couldalso assist them to understand better the practice and importance effective successionplanning.The results of the study also have important implications on the relationship betweensuccession planning characteristics, demographic variables and organizationaloutcomes/performance. Basically, the study has confirmed that a positive and significantrelationship exists between succession planning characteristics and organizationaloutcomes. Furthermore, certain demographic variables used in the study have shownsignificant relationship with the two main variables: succession planning characteristicsand organizational outcomes. Previous studies have shown significant relationshipbetween the degree of sophistication in succession planning and HR outcomes but do notshow any potential relationship with some demographic variables like firm size (no. ofemployees), firm age, industrial sector, and investor nationality (Huang, 2001).Finally, the findings of this research have many potential implications for future researchi.e. which pertain to both the methodology employed in collecting and analyzing the data,and to the substantive findings of the research effort.96
BIBLIOGRAPHYAction Insight Consulting Group, “12 Keys for Succession Planning”, Article 17, [onlineat: www.actioninsight.com, accessed September 2, 2007].Ang, E. 2007, “Teh: No subprime impact – The future of banking group”, Starbiz, 1October, p.5Aquila, A.J. 2007, “Key best practices for succession planning”, Practice Resources, Vol.21 No.16, p.1Axel, H. 1994, “HR executive review: Succession planning”, New York: ConferenceBoard.Barlow, L. 2006, “Talent development: the new imperative?”, Developing & learning inOrganizations”, Vol.20 No.3, pp.6-9.Bartlett, M.S. 1954, “A note on the multiplying factors for various chi squareapproximations”, Journal of the Royal Statistical Society, Vol. 16, Series B, pp. 296-298.Baruch, Y., & Peiperl, M. 1997, “High-flyers: glorious past, gloomy present, anyfuture?”, Career Development International, Vol.2 No.7, pp. 354-358.Barrett, A., & Beeson, J. 2002, Developing business leaders for 2010. New York: TheConference Board & Development Dimension International.Beeson, J. 1994, “Succession planning: building the management corps”, BusinessHorizons, pp. 61-66Beeson, J. 2000, "Succession planning, Leading-edge practices: What the best companiesare doing, Across the Board, pp. 38-41.Beatty, R.W., Schneier, C.E., & McAvoy, G.M. 1987, Executive Development andManagement Succession, in K.M. Rowland & G.R. Ferris (eds.), Research in Personneland Human Resource Management, Vol.5, pp. 289-322.Bernthal, P., Rioux, S., & Wellins, R. 1999, The Leadership Forecast: A BenchmarkingStudy, Development Dimensions International, Pittsburgh, PA.Bernthal, P., Rioux, S., & San, S., B. 2000, The Malaysian Leadership Forecast: ABenchmarking Study, Development Dimension InternationalBernthal, P., & Wellins, R. 2001, The Leadership forecast: A Benchmarking Study,Development Dimensions International, Pittsburgh, PA.97
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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
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3) Development plans for future lea
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Busine & Watt (2005) recommend seve
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Figure 3.1: Theoretical Framework:
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management policies, practices and
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12) Need to increase retention.In S
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