The Relationship Between Succession Planning and Career Development

This quantitative research aims to determine the relationship between succession planning and career development and to create awareness on both matter among 1,453 PTD officers (Grade M48, M52 and M54) at five ministries/departments in Putrajaya (Prime Minister’s Department, Public Service Departmen...

Full description

Saved in:
Bibliographic Details
Main Author: Julia, Jaladdin
Format: Thesis
Language:eng
eng
Published: 2009
Subjects:
Online Access:https://etd.uum.edu.my/1685/1/Julia_Jaladdin_.pdf
https://etd.uum.edu.my/1685/2/1.Julia_Jaladdin_.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.1685
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
topic JF Political institutions (General)
spellingShingle JF Political institutions (General)
Julia, Jaladdin
The Relationship Between Succession Planning and Career Development
description This quantitative research aims to determine the relationship between succession planning and career development and to create awareness on both matter among 1,453 PTD officers (Grade M48, M52 and M54) at five ministries/departments in Putrajaya (Prime Minister’s Department, Public Service Department, Ministry of Home Affairs, Ministry of Finance and Ministry of Health). Instrument of Assessment Questionnaire for Effective Succession Planning and Management (SP&M) by Rothwell (1997) used to measure the importance of succession planning program and ASTD Survey Questionnaire by Gutteridge, Leibowitz & Shore (1990) to measure the effectiveness of career development program. Of the five hypotheses tested, two were substantiated and three were not. The finding shows that promotion is the most influential factor in explaining the effectiveness of career development programs. In other hands, respondents claimed that there is no effectiveness of career development program for them. The importance of succession planning is not the same among the ministries/departments and there is no difference between men and women in their perception towards succession planning. The result also shows that the career development program is effective if there is support from the top management, a system to manage the human resource, more recruitment, more training program and more promotion exercise for all excellent officers. Implications of the findings, suggestions for future studies and recommendations for positive actions to be taken by government were also suggested.
format Thesis
qualification_name masters
qualification_level Master's degree
author Julia, Jaladdin
author_facet Julia, Jaladdin
author_sort Julia, Jaladdin
title The Relationship Between Succession Planning and Career Development
title_short The Relationship Between Succession Planning and Career Development
title_full The Relationship Between Succession Planning and Career Development
title_fullStr The Relationship Between Succession Planning and Career Development
title_full_unstemmed The Relationship Between Succession Planning and Career Development
title_sort relationship between succession planning and career development
granting_institution Universiti Utara Malaysia
granting_department College of Business (COB)
publishDate 2009
url https://etd.uum.edu.my/1685/1/Julia_Jaladdin_.pdf
https://etd.uum.edu.my/1685/2/1.Julia_Jaladdin_.pdf
_version_ 1747827188785217536
spelling my-uum-etd.16852021-04-11T04:19:38Z The Relationship Between Succession Planning and Career Development 2009 Julia, Jaladdin College of Business (COB) College of Business JF Political institutions (General) This quantitative research aims to determine the relationship between succession planning and career development and to create awareness on both matter among 1,453 PTD officers (Grade M48, M52 and M54) at five ministries/departments in Putrajaya (Prime Minister’s Department, Public Service Department, Ministry of Home Affairs, Ministry of Finance and Ministry of Health). Instrument of Assessment Questionnaire for Effective Succession Planning and Management (SP&M) by Rothwell (1997) used to measure the importance of succession planning program and ASTD Survey Questionnaire by Gutteridge, Leibowitz & Shore (1990) to measure the effectiveness of career development program. Of the five hypotheses tested, two were substantiated and three were not. The finding shows that promotion is the most influential factor in explaining the effectiveness of career development programs. In other hands, respondents claimed that there is no effectiveness of career development program for them. The importance of succession planning is not the same among the ministries/departments and there is no difference between men and women in their perception towards succession planning. The result also shows that the career development program is effective if there is support from the top management, a system to manage the human resource, more recruitment, more training program and more promotion exercise for all excellent officers. Implications of the findings, suggestions for future studies and recommendations for positive actions to be taken by government were also suggested. 2009 Thesis https://etd.uum.edu.my/1685/ https://etd.uum.edu.my/1685/1/Julia_Jaladdin_.pdf text eng public https://etd.uum.edu.my/1685/2/1.Julia_Jaladdin_.pdf text eng public masters masters Universiti Utara Malaysia Andersen, P. & Vandehey, M.(2006). Career counseling and development in a global economy. New York: Lahaska Press. Beever, D.R.(2008).Integrating succession and career development strategies for finance professionals. (Diss, Canada Royal Roads University, 2008). Dissertation Abstracts International, Notre reference (ISBN: 978-0-494-44194-7)Boomer, L.G.(2008).The rules of attraction (and retention). Accounting Today, 22, 16-17. Bowes, B.(2008).Employee development programs help companies achieve greater success. CMA Management, 82(2), 13-14.Bratton, J & Gold, J (1999). Human resource management: Theory and practice (2nd ed.). New York: Palgrave.Budhwar, P. S. & Baruch, Yehuda.(2003).Career management practices in India: An empirical study. International Journal of Manpower, 24(6), 699-719. Cambron, L.(2001).Career development pays. Far Eastern Economic Review, 164(42), 83.Canada Public Service Agency.(2007).Succession planning and management tool: The business case. Available from http://www.psagency-agencefp.gc.ca/arc/hr-rh/hrp-prh/workshop-atelier/workshop-atelier_e.asp Coakes, S.J., Steed, L., & Dzidic, P. (2006). SPSS version 13.0 for Windows: Analysis without anguish. Australia: John Wiley and Sons Australia Ltd.Field, A.(2008).Do your stars see a reason to stay? Harvard Management Update, 13(6), 3-5.Gaffney, S.(2005).Career development as a retention and succession planning tool. Journal for Quality & Participation, 28(3), 7-10. Gutteridge, T.G., Leibowitz, Z.B & Shore,J.E (1993).Organizational career development. San Francisco: Jossey-Bass Publishers.Groves, K.S. (2007).Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3),239-260. Hair, J.F., Money, A.H., Samouel P., & Page M., (2007). Research methods for business. England, West Sussex: John Wiley and Sons.Hernandez, S.R, Haddock,C.C., Berhrendt,W., & Klein,W.F. (1991). Management development and succession planning: Lessons for health service organizations. Journal of Management Development, 10(4),19-30.Hirsh, W. (1990). Succession planning: Current practice and future issues. IMS Report No.184, Brighton: IMS.Hirsh, W and Jackson, C. (1997). Strategies for career development: Promise,practice and pretence, Report No.305, Brighton: IES.Huang,Tung-Chun. (2001). Succession management systems and HR outcomes. International Journal of Manpower, 22(8),736-747.Garis panduan pelasanaan landasan kerjaya perkhidmatan tadbir dan diplomatic. (2008). Putrajaya: Jabatan Perkhidmatan Awam Malaysia.Krauss, J. A. (2007). Succession planning and talent management recommendations to reduce workforce attrition and prepare for an aging population. (Diss, Wilmington University, 2007). Dissertation Abstracts International (UMI No. 3292900).Leibman, M.,Bruer, R.A.,Maki,B.R.(1996). Succession planning management: The next generation of succession planning. Human Resource Planning, 19(3),16-29.Marshall,J.(2005). Succession planning is key to smooth process. Financial Executive, 21(8),26-28.McCauley, C., & Wakefield, M.(2006). Talent management in the 21st century: Help your company find, develop, and keep its strongest workers. Journal for Quality & Participation, 29(4), 4-7.Neuman, W.L (2003). Social research theory methods: qualitative and quantitative (5th ed.). New York: Pearson Education Inc. Noryati Abdul Ghaffar (20060. A study on succession planning and organizational commitment of administrative officers (Grade N41) in public universities. Universiti Malaya, Kuala Lumpur, Malaysia.Oxford Advanced Learner’s Dictionary of Current English. (7th ed.). (2005). New York: Oxford University Press.Patton, W & McMahon, M (1999). Career development and systems theory: A new relationship. USA: Brooks/Cole Publishing Company.Public Service Department. (2006). Panduan mewujudkan search committee dan proses pelaksanaan pelan penggantian (succession planning) (Pekeliling Perkhidmatan Bilangan 3 Tahun 2006). Putrajaya: Malaysia Government Printing Office.Pynes, J.E (2004). The implementation of workforce and succession planning in the public sector. Public Personnel Management, 33(4),389-405. Rothwell, W.J. (2nd ed.) (2001). Effective succession planning: Ensuring leadership continuity and building talent from within. New York: AMACOM.Rothwell, W.J., Jackson,R.D., Knight, S.C.,& Lindholm, J.E. (2005). Career planning and succession management: Developing your organizations talent – for today and tomorrow. Westport, CT: Praeger.Salkind, N. (2006). Exploring researchI (6th ed.). New Jersey: Pearson Prentice Hall. Sekaran, Umar. (2003). Research methods for business: A skill building approach. (4th ed.) USA: John Wiley & Sons, Inc.Tarasco, J.A., & Damato, N.A. (2006). Build a better career path. Journal of Accountancy, 201(5), 37-41. Veldhoven, M.V & Dorenbosch,L. (2008). Age, proactivity and career development. Career Development International, 13(2),112-131.Young, M., & Dulewicz, V. (2005). A model of command, leadership and management competency in the British Royal Navy. Leadership & Organization Development Journal, 26(3), 228-241.Zajac, E.J. (1990). CEO selection, succession, compensation and firm performance: A theoretical integration and empirical analysis. Strategic Management Journal, 11, 217-230.Zeffane, R. & Mayo,G. (1994). Planning for human resources in the 1990s: Development of an operational model. International Journal of Manpower, 15(6),36-56.