CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

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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
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 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 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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