International Journal of Economy, Management and Social Sciences, 3(1) January 2014, Pages: 76-81

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International Journal of Economy, Management and Social Sciences

ISSN
2306-7276

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The Study of Related Factors with the Implementation Amount

of Succession Planning System
Sanjar Salajegheh 1, Amin Nikpour 2, Mahdie Khosropour 3, Somayyeh Nobarieidishe 4
1

Assistant Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.
PhD Student of Public Management, Department of Management, Science and Research Branch, Islamic Azad University, Kerman, Iran.
3
Master of Public Management,, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.
4
Master Student of Commercial Management, Department of Management, East Azarbaijan Science and Research Branch, Islamic Azad University, Tabriz,
Iran.
2

AR TIC LE INF O

AB STR AC T

Keywords:

One of the most essential and important challenges facing organizations, is the increasing need to
the strong management in the near future. The purpose of this study is to study related factors with
the implementation amount of succession planning system in state agencies of Kerman city. The
study is descriptive and correlation research that has been conducted to survey. Statistical
population of research included all employees of state agencies of Kerman city and sampling was
done in disciplined categorization approach and the numbers of 330 people were selected as
research sample. In order to analyze the data is used descriptive and inferential statistics and
associated factors with the succession planning system and the implementation of succession
planning system questionnaires are used to collect the required data. The findings indicate that
there is significant relationship between related factors with the implementation of succession
planning system which consists of management commitment, organizational culture, organizational
preparation and management capabilities with the implementation amount of succession planning
system.

Management commitment
Organizational culture
Organizational preparation
Management capabilities
Succession planning system

2014 Int. j. econ. manag. soc. sci. All rights reserved for TI Journals.

1.

Introduction

Many organizations that are prone to deterioration and destruction dont have a plan for the future needs of their management and give the
affairs control to the events and time and deal passively with the problems. Such organizations can be called prudent organizations. Some
of the organizations due to meet directorial future requirements try to absorb and use managers and external talented forces, regardless of
organizational internal resources. Such organizations are called future-selecting organizations. Finally, a few smart organizations that are
looking for to maintain and improve their position, make their plans to identify and develop (at first) inside and outside-organization
management talents. Such organizations are planning to make their future. This causes them to be called progressive or prospective
organizations. Understanding the degree of importance and influence of management in their growth and success are following to design
and implement bona fide and disciplined talent-finding and succession planning programs.
Succession planning can be defined as an attempt to plan appropriate number with the best qualified management and key task personnel in
order to cover the retirement, death, serious illness or promotion or any new position which might be defined in future programs of an
organization. This definition consists of organizations ability to potential growth and existence management strategy [1].
Succession planning concept refers to a process which through it organization human talents in order to occupy the key occupations in the
future is identified and through variety of education planning are prepared to charge these jobs [2].
Succession planning is a flexible, long-lasting and growing approach in the future recruitment [3].
Succession planning is a deliberate program to prepare the organization and staff in their vacant positions in the future [4].
Succession planning is not a secret strategy for rapid replacement of individuals in certain positions, but is a systematic process by which
professional and personal development is consistent with strategic plans to ensure people that are ready to complete each mailing to void,
with the skills and right attitudes there are at the right time [5].
Succession plans are an important tool for developing the management executives who will implement the firms business strategy and
achieve its organizational objectives. Firms that fail to treat their succession plans as living documents risk losing their continuity and the
opportunity to revitalize their organizations [6].
It is important to note that a succession system general model cannot be done both in European companies and Middle East and also in
Central Asia. Therefore, this model should be defined separately for each organization. Whereas, the key notion which carry the least
attention in Iran is using models which are useful in other countries and we apply them in Iran regardless to have a complete definition or
make them indigenous [7].
* Corresponding author.
Email address: nikpour2003@yahoo.com

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 3(1) January 2014

Related factors with implementation of succession planning system include management commitment, organizational culture,
organizational preparation, and management capabilities [8].
1- Management commitment: Management commitment indicates the staff enthusiasm and eager in this case they work hard and use these
skills and knowledge to operate the service organizations goals.
2- Organizational culture: A set of shared and permanent beliefs which transmitted through a variety of symbolic tools and create meaning
in peoples lives.
3- Organizational preparation: Background and requirements which must exist to establish and run a system, in spite of the fact that lack of
these backgrounds and preparations leads to plans failure or expected outcomes are not achieved.
4- Management capabilities: Including incorporation of staff skills and knowledge which are useful and determining not for the present
time but for the organizations future.
Implementation dimensions of succession planning system include recruitment of talents, evaluation of present resources, training and
developing talents [9].
1- Recruitment of talents: These goals are pursuing in the domain of employing talented people: selecting the most and best appropriate
people through the test, conforming employees conditions in terms of occupation achieving conditions and conforming job conditions with
job applicants conditions.
2- Evaluation of present resources: Evaluation of present resources is examined through performance management and assessment centers.
Performance management merit the attention of real function and assessment centers that are evaluating individuals potential capabilities
and identifying talented managers and considering individuals desires for key posts.
3- Training and developing talents: Many of organizations educate their staff for the technical and management training in high levels.
Succession program implementation, like all similar plans and programs, require some preparations and backgrounds in related
organization. Some of these programs due to lack of these backgrounds and preparations fail or not achieve the desired outcomes and
achievements [10].
Considering all of the mentioned facts, this study is following to find related factors with the implementation amount of succession
planning system in state agencies of Kerman city.

2.

Research background

Collins and Collins (2007) believe that Henry Fayol was among the first authors who recognized global organization needs to succession
planning. The management scientist tried to manage organization leaders aware of the importance of ensuring stability in their labor. His
theories in the field of succession planning due to future labor preparation lead to inappropriate filing of vacant posts [11].
DeMay (2008) believes that After detecting the need to succession planning by Henry Fayol, succession planning idea and its basic model
was originated from army. It was important for each person to have prompt capabilities to enter the army. After the World War II, the
business community due to management remarkable mortality rate in work environment focused on succession planning idea. In general
succession planning traditional model focused on the leadership group in organization chart. Senior and middle managers identified people
who had the greatest potential to replace in low levels of organizational hierarchy and used to predict when they were ready to move to the
top of the corporate ladder [12].
Tropiano (2004) believes that the first steps in succession process which are identified as succession requirements are as commitment and
leadership participation and existence capabilities [13].
Beheshtifar (2008) in a study entitled Reviewing and explaining the succession requirements in the body of Islamic Republic of Iran and
providing desired model based on perspective objectives vision 1404 provided the desired and native model for governmental
organizations in Iran [8].
Macpherson (2009) through considering educated workforce in New Zealand schools proposed the need to internal preparation in
organizational succession and strategies. These needs are consists of existence of committed leaders as providers and recipients of
monitoring, opportunities to deep and continuous learning for leaders and etc [14].
Baladi (2010) performed a study entitled Design and analysis of the succession planning implementation pattern using multi criteria
decision making techniques in Isfahan National Bank [15].

3.

Research hypotheses

Main hypothesis:
There is a relationship between related factors with the implementation of succession planning system and its implementation rate in state
agencies of Kerman city.
Secondary hypotheses:

Sanjar Salajegheh et al.

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Int ernational Journal of Economy, Mana ge ment and Soci al Sci ences, 3(1) January 2014

1- There is a relationship between management commitment and the implementation amount of succession planning system in state
agencies of Kerman city.
2- There is a relationship between organizational culture and the implementation amount of succession planning system in state agencies of
Kerman city.
3- There is a relationship between organizational preparation and the implementation amount of succession planning system in state
agencies of Kerman city.
4- There is a relationship between management capabilities and the implementation amount of succession planning system in state agencies
of Kerman city.
5- There is a relationship between related factors with the implementation of succession planning system and its implementation rate and
demographic variables (gender, age, work experience, education) in state agencies of Kerman city.

4.

Research Methodology

This research is descriptive and correlative, and Kendall and partial tests are used to identify correlation coefficient. It is a field research
and is done in a survey way. The population of the study is all employees of public agencies in Kerman. The numbers of employees during
the research were 2287 and by using Cochrans formula and satisfied proportional sampling method from this number, 330 people were
selected as volume of sample. Of these total number more than 50 percent are male and more than 60 percent have a master of degree and
nearly 50 percent of them are over 15 years job experience and more than 70 percent of these people are over 30 years old and more than 50
percent of them are organization post graduate. Table 1 shows the sample size and statistical sample:
Table 1: Statistical population and sample size of employees in state agencies of Kerman city
Row

Title of organization

Volume of community

Volume of sample

Economic affairs and finance organization

115

17

Industries, mines and business organization

261

38

Martyr foundation and veterans affairs organization

293

42

Rural cooperative organization

97

14

Jihad agriculture organization

1343

194

Housing and urban development organization

163

23

Collecting and selling possessions property organization

National youth organization

Total

2287

330

In this study in order to collect needed data, two scholars- made questionnaires were used. The first questionnaire is used to assess related
factors with the implementation of succession planning system which consists of 49 questions. The second questionnaire which assesses the
implementation amount of succession planning system consists of 19 questions. Table 2 shows questions related to different aspects of two
variables of related factors with the implementation of succession planning system and the implementation amount of succession planning
system:
Table 2: Dimensions of related factors with the implementation of succession planning system and the implementation amount of succession planning
system and measure it

Row

Dimensions of related factors with

the implementation of succession
planning system

Questions
number

Row

Dimensions of implementation of
succession planning system

Questions
number

Managers commitment

1-2-3-4-5-6-7-8-910-11-12

Recruitment of talents

1-2-3-4-5

Organizational culture

13-14-15-16-1718-19-20

Evaluation of present resources

6-7-8-9-10-11

Organizational preparation

21-22-23-24-2526-27-28-29-3031-32-33-34-35

Training and developing talents

12-13-14-15-1617-18-19

Managers capabilities

36-37-38-39-4041-42-43-44-4546-47-48-49

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 3(1) January 2014

A) Validity: To determine the validity of related factors with the implementation of succession planning system and the implementation
amount of succession planning system questionnaires content validity test have been used (experts opinion). Validity of related factors
with the implementation of succession planning system questionnaire were calculated 0.884 and the implementation amount of succession
planning system level 0.865.
B) Reliability: The reliability of the questionnaires by test and re-test method are calculated respectively 0.926 and 0.943.
In order to analyze the data descriptive and inferential statistics (correlation test) was used. Data after entry into computer were analyzed
via SPSS software.

5.

Research findings

Table 3: Evaluate correlation of independent variables (related factors with the implementation of succession planning system) and dependant variable (the
implementation amount of succession planning system)
Kendall
Independent variable

Dependant variable

Frequency
Coefficient correlation

Significance level

Management commitment

System implementation

320

0.588

Less than 0.0001

Organizational culture

System implementation

320

0.751

Less than 0.0001

Organizational preparation

System implementation

320

0.400

Less than 0.0001

Management capabilities

System implementation

320

0.140

Less than 0.0001

Factors associated with

system implementation

System implementation

320

0.528

Less than 0.0001

Study researchs hypotheses:

Main hypothesis
- There is a relationship between related factors with the implementation of succession planning system and its implementation rate in state
agencies of Kerman city.
Regarding to table 3, Kendalls correlation is 0.528 and correlation in significance level is 0.01, it means that there is a relationship between
related factors with the implementation of succession planning system and its implementation rate in state agencies of Kerman city and as
Kendalls correlation is positive so there is a positive relationship between related factors with the implementation of succession planning
system and its implementation rate.
Secondary hypotheses
1- There is a relationship between management commitment and the implementation amount of succession planning system in state
agencies of Kerman city.
Regarding to table 3, Kendalls correlation is 0.588 and correlation in significance level is 0.01, it means that there is a relationship between
management commitment and the implementation amount of succession planning system in state agencies of Kerman city and as Kendalls
correlation is positive so there is a positive relationship between management commitment and the implementation amount of succession
planning system.
2- There is a relationship between organizational culture and the implementation amount of succession planning system in state agencies of
Kerman city.
Regarding to table 3, Kendalls correlation is 0.751 and correlation in significance level is 0.01, it means that there is a relationship between
organizational culture and the implementation amount of succession planning system in state agencies of Kerman city and as Kendalls
correlation is positive so there is a positive relationship between organizational culture and the implementation amount of succession
planning system.
3- There is a relationship between organizational preparation and the implementation amount of succession planning system in state
agencies of Kerman city.
Regarding to table 3, Kendalls correlation is 0.4 and correlation in significance level is 0.01, it means that there is a relationship between
organizational preparation and the implementation amount of succession planning system in state agencies of Kerman city and as Kendalls

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Int ernational Journal of Economy, Mana ge ment and Soci al Sci ences, 3(1) January 2014

correlation is positive so there is a positive relationship between organizational preparation and the implementation amount of succession
planning system.
4- There is a relationship between management capabilities and the implementation amount of succession planning system in state agencies
of Kerman city.
Regarding to table 3, Kendalls correlation is 0.14 and correlation in significance level is 0.01, it means that there is a relationship between
management capabilities and the implementation amount of succession planning system in state agencies of Kerman city and as Kendalls
correlation is positive so there is a positive relationship between management capabilities and the implementation amount of succession
planning system.

Table 4: Evaluate correlation between related factors with the implementation of succession planning system and the implementation amount of succession
planning system regarding to demographic variables
Mediator variables

Partial correlation
coefficient

Significance level

Frequency

Relation existence

Type of relation

Gender

0.764

Less than 0.0001

320

yes

positive

Age

0.763

Less than 0.0001

320

yes

positive

Experience

0.762

Less than 0.0001

320

yes

positive

Education

0.763

Less than 0.0001

320

yes

positive

Organization post

0.764

Less than 0.0001

320

yes

positive

With attendance of all

intermediate variables

0.761

Less than 0.0001

320

yes

positive

Without attendance of all

intermediate variables

0.764

Less than 0.0001

320

yes

positive

Findings of partial correlation coefficient show that if effect of gender, age, work experience and education is stable, there is a significant
relationship between related factors with the implementation of succession planning system and the implementation amount of succession
planning system separately (P<0.05).
Also if all intermediate variables (gender, age, work experience and education) are stable, there is a significant relationship between these
two variables simultaneously (P<0.05).
These findings show that these variables dont have moderating role in a relationship between related factors with the implementation of
succession planning system and the implementation amount of succession planning system, because there isnt any notable variation among
correlation of related factors with the implementation of succession planning system and the implementation amount of succession
planning system with attendance of each of these intermediate variable separately or simultaneously.
As it is shown, correlation with or without intermediate variables is equal. Also relationship between related factors with the
implementation of succession planning system and the implementation amount of succession planning system is direct separately or
simultaneously, if intermediate variables are stable.

6.

Conclusion

Present research findings is approved based on the relationship between significant relationship between related factor variables and
implementation of succession planning system and its amount of succession planning implementation. These findings analyzed and
compared with the various results and researches as follows:
Present study finding indicates that there is a significant relationship between management commitment and the implementation amount of
succession planning system that this finding is consistent with Tropiano (2004), Abolalay and Ghaffari (2006) study results.
Tropiano in his studies concluded that the first steps in succession planning process, which are identified as succession planning
requirements, include commitment, leadership participation and existence capabilities [13].
Abolalay and Ghaffari believe without a serious and sufficient support from senior management, succession planning plans will substitute a
mechanical and ineffective process and more the organization senior management team have a desired relative reliability in succession
planning implementation, the more tangible goals seems to be accessed. Factors such as efforts to expanding the system, system values
belief and the willingness to participate in succession planning system by the management have an effective role in succession planning
system [2].

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 3(1) January 2014

Other research finding shows that there is a significant relationship between organizational culture and the implementation amount of
succession planning system that this finding is consistent with the research results of Tropiano (2004), Groves (2007).
According to Tropiano and Groves opinion, existence and reinforce of supported culture in order to develop supported atmosphere of
succession process in all of the organization to gain the succession planning systems goals is required [13], [16].
Another research finding which is concerned with the relationship between organizational preparation and the implementation amount of
succession planning system is coordinated with Pietrorazio (2005), Abolalay and Ghaffari (2007) research findings.
Pietrorazio in a study on the small organizations in the United States concluded that the first approach to implementation of succession
planning is organizational preparation [17].
Abolalay and Ghaffari believe that management requirements prediction, existence of active and equipped human resource management
unit, appropriate management structure, organizations trend to meritocracy and maintaining the organization against the political pressures
are of the succession reasons for the succession planning system implementation in an organization. They also stated that the figurative
existence of active human resources unit shows that in the relevant organization, experience and also other efforts for organizing related
actions to key processes and human resource strategic management exist. And required systems to support and develop talent are designed
and activated [10].
The other finding of this study is concerned with management capabilities and the implementation amount of succession planning system
that this finding is consistent with the Pietrorazio (2005) research findings.
Pietrorazio in his investigation concluded that management commitment and capabilities plays an important role in the organizational
preparation (organizational preparation is the first step to implementing succession planning) [17].

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