A Case Study Exploring Succession Planning: Supported by a Quantitative Analysis of Governmental Organizations in the Kingdom of Bahrain
ProQuest, 2008 - 340 pages
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.
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Research Design and Methodology
Data Collection and Analysis
Results of this Research Conclusions and Suggestions for Future
Appendix A The George Washington University Institutional Review Board
Appendix B Schedule of the Visit of the Researcher
Initial Interview Organization 1
Appendix E Using the Indicators to Evaluate and Compare Organizations
Appendix F Unedited Transcriptions of Interviews and Review of Archived
assigned Bahraini Dinars Bahraini governmental organizations bench strength Budget Variance creation of opportunities current informal succession data collection develop new leaders development programs Directorate Dividing this value fill key positions formal succession planning foster positive culture four Bahraini governmental future key positions future leaders Grounded Theory high caliber high potential employees human resources identify new leaders impact of succession implementation informal succession planning initiate change management key employees interviewed key person key staff King of Bahrain Kingdom of Bahrain maintain long-term viability merit weighting value Ministry office mitigating factors number of mitigating organizational key employees organizational leaders prepare promoted response value round of data selected skills specific Succession planning ability succession planning existence Succession planning important succession planning indicators succession planning process successors sustaining core competencies top management Total Actual Expenditure total number Total Yearly Budget training and development turnover rate Undersecretary value by total vision weighting factor