Popular literature is resplendent with articles on the importance of succession planning. However, specific measures of the real impact of succession planning on organizations do not appear to exist. This research has explored succession planning by first developing a working definition and then a related set of seven indicators, or constructs, which can be used for further theory building. These indicators are: (1) The ability to identify new leaders. (2) The ability to develop new leaders. (3) The ability to deliver financial success. (4) The ability to foster a positive organizational culture. (5) The ability to maintain long-term viability. The ability to sustain core competencies. (6) The ability to initiate change management.
The working definition and this set of indicators were developed through the literature, and by both qualitative and quantitative data analysis. Although this research specifically targeted governmental organizations, the set of indicators developed is general and may be a first cut at indicators of the impact of succession planning on other types of organizations, e.g. for-profits or corporations. Quantitative data are included in this manuscript substantiating the indicators developed and the real importance of succession planning on organizations.
The literature review strongly supports the succession planning process as an integral part for private, non-for-profit, and public organizational strategy and line of action, in today dynamic and fast changing environment, for organizations business continuity, long-term viability, and growth. This research work define the succession plan within governmental organizations of the Kingdom of Bahrain, explore the existence of succession plan (formal, informal, not exist), develop a set of indicators or construct to measure the importance of succession plan, and explores what impact succession planning has on organizations.
This research work did explore and investigate the following: (1) Define the succession planning within 4 governmental organizations of the Kingdom of Bahrain. (2) Explore the existence of succession planning (formal, informal, not exist). (3) Develop a set of indicators to measure the importance of succession planning. (4) The success of succession planning was tested within the selected organizations based on the indicators developed.
|Advisor:||Hamner, Marvine P.|
|Commitee:||AL-Belooshi, Naser M., Harrald, John R., Hasan, Merza, Mazzuchi, Thomas A., Murphree, Edward L.|
|School:||The George Washington University|
|Department:||Engineering Mgt and Systems Engineering|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 69/02, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Organization theory|
|Keywords:||Bahrain, Government, Succession planning, System analysis|
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