Organizational Factors Influencing Succession Planning Managers in Khuzestan Province

Transcription

1 International Journal of Basic Sciences & Applied Research. Vol., 3 (SP), , 2014 Available online at ISSN Organizational Factors Influencing Succession Planning Managers in Khuzestan Province Abdolmajid Basiri 1*, Zeinolabedin Amini Sabegh 2 1 Department of Public management, College of Management, Saveh Science and Research branch, Islamic Azad University, Saveh, Iran 2 Department of Public Management, Saveh branch, Islamic Azad University, Saveh, Iran * Corresponding Author: Abdolmajid Basiri Abstract The truth is that managers who recognize and take advantage of one of the most fundamental challenges facing organizations through the difficult conditions tomorrow. For this reason, many organizations prospective, looking serious and systematic succession planning and provision for estimated future needs in this field. This study looked at the management approach to the issue of succession planning. The main objective of the research is the study of organizational factors influencing the succession of managers in Khuzestan province. Methods of survey research were conducted. The population of the study consisted of all employees Khuzestan province is the number 550. Random sampling and sample survey of 144 individuals were determined using Morgan. The questionnaire component of succession planning and organizational factors and 20 items on a Likert scale were (very low, 1; relatively low, 2-Moderate, 3-High, 4-Extreme, 5), respectively. Validity of the questionnaire was verified by experts. To assess the internal consistency reliability of the items was measured using Cronbach's alpha, which was 0.85 and because the level was higher than 0.7 as a result of the questionnaire was reliable. To analyze the data, Pearson correlation and bivariate regression was performed using SPSS software. The results showed that organizational factors moderate positive relationship was with succession planning. Bivariate regression analysis results also showed that the relative contribution of organizational factors in explain succession planning was this means that for every one-unit change in the variable of organizational succession planning change Keywords: Organizational factors, Succession planning, Management, Khuzestan. Introduction Progress in various fields, cultural, political, economic, social and especially technological, competitive environment, dynamic, ambiguous, unstable and highly variable, which can be programmed to create permanent conditions of many organizations stripping, and they have faced many challenges in achieving the purposes. Way that the lack of timely action and cross-action of these developments led to the decline, acquisitions, or a decrease in the lifetime of many organizations in recent years. In such circumstances, it seems one of the most essential and important challenges organizations, increasing the need for managers to be strong in the coming years. In the face and solve this problem, different approaches followed by organizations. Many organizations that are susceptible to deterioration and destruction, to meet the future needs of the managers, plan and do things the resort and at the time of the accident and deal with issues as passive collide. Such organizations can be called institutions of the future. Other organizations meet future requirements management, integration and use of external managers and talented people regardless of their internal resources. These organizations, organizations will have the option name. Finally, a few smart organizations are looking to improve their position, their plan to identify and develop managerial talent within the organization (Initially) organization and the external, they based on. These organizations are looking to the future. It can be next to construction companies or organizations named Pioneer. They understand the importance and influence their growth and success of managers to design and implement programs for serious and systematic planning are talent and the successor. Extensive and rapid changes in today's organizations came into existence because of the Managers with the skills to fill key positions is the sense and hence the importance of succession planning in organizations as an essential element, should be linked to strategic objectives and the strategy taken directly involve line managers. In fact, the second succession is an important issue

2 facing organizations today. Succession planning processes in which the office staff for key positions in the upper echelons of management of an organization, the talented and qualified individuals are selected. Key jobs in those businesses are finding that they are a force to be difficult, hardly dependent on the people, and to ensure the viability of the organization is important. Similarly, we can explain the process in a few steps. As a first step in this process, according to projections, the general view of the need for senior managers to be obtained. Then determine which of the employees will be better than others, in the absence of a key jobs in the organization, they are the more successful. Finally, planning for potential successors having the characteristics needed to achieve the organization's goals to acquire performed. From such a perspective, the successful managers of the Governor, should human talent in your organization to identify future key jobs and positions them through a variety of educational programs to prepare role and thus manage organizational talent. Despite the importance of succession planning issues roots and its long history in the field of management in our country has been studied as a serious need. The purpose of this research, the study of organizational factors influencing management succession planning is in Khuzestan province. Succession planning initiatives and requirements Ruth Blackwell (2005) states that the required components and prerequisites for implementation of the succession plan is as follows: Management's commitment to succession planning program custodians and advocates a fundamental role in the success and efficiency of any system on the one hand and their acceptance by others. Support systems, succession planning should be focused on the highest levels of organizations and organizational units, the main sponsor and the trustee are in the process of succession planning in the organization, managing director and senior management team are. Support and involvement of top management should be extremely obvious. Personal involvement that makes the participants motivated and ensure that the other members of the management team, devote time and effort to plan the succession planning program. The great thing about it is that they have the commitment and support of senior management, according to the criteria, indicators and assessments are more prone to the development of education and training capabilities focus and the development of key competencies and talented support staff. Linking human resources strategy to succession planning program planning for manpower requirements of one of the greatest challenges facing today's managers and leaders. A means of dealing with this challenge, the same process is required a systematic approach to matching human resources to provide the anticipated requirements. Succession planning and guidance for aging workers must earn the highest rank in the list of goals for the organization's human resources. The organization must use the tools that job performance is compared with the power and coming talent. Developmental needs of the organization shall identify talented individuals at a high level. Succession planning should be a function of the Fraternal Director, seniority and past performance. Instead, organizations should establish a mechanism to compare current performance with potential for the future. For this reason, any individual development needs for improvement are identified. Identification and age in the coming years due to leave the position vacant job or pension managers, the time available for application development and its density determined. Another point of interest in organizational leadership succession plan at this point can be competent and qualified human resources named. As it is for organizations to achieve predetermined goals will require the staff and especially the leaders, let given that obtaining qualified human resources in a complex and changing environment is a competitive market, there are human hunters quickly absorb qualified individuals. Senior executives to develop their leadership should be able to develop future leaders from within the organization. Top of the succession is closely related to the methods and practices of teaching and learning. The system should recognize that talented people available to accept managerial responsibilities should complete the distance learning and the use of new and effective methods of breeding them, to improve their capabilities and complete data. The world's best experiences, a variety of methods used to develop the capacities and skills of people management that action learning is the most important and effective. The mission of career experience in management development is the most active and most efficiently. The new coaching techniques with formal management training programs and courses are also used. Relationship between organizational strategy and succession planning succession planning should be associated with the organization's strategy, although this relationship can be difficult. During the review of the strengths and weaknesses of the organization and to overcome these problems, decision-makers need to develop a strategic plan for positive measures to address the issue of succession planning exercise program. Compliance and coordination with other processes in the organization's succession planning process, thereby increasing the efficiency and effectiveness of succession planning, human resource management and overall productivity growth in the organization. This action prevented the duplication of inputs or outputs of a given process can be used in other processes. If you want to have a succession planning strategy will be designed to be consistent with the overall strategy of attention. In the case of the ambiguous and contradictory to the overall strategy of the organization, automatically stops or that if it continues, efficiency and effectiveness will be required. Background Light's (2009) research on force-field analysis, succession planning is done at the National Petrochemical Industries, this study was designed to improve quality while facilitating the analysis and preventive practices in succession planning program at the National Petrochemical Industries, try to experience top management of the company documented. The results of this study emphasize the organizational culture and new factors that are common in Iranian organizations, in particular, the lack of integrity in the provision of information, lack of trust in each other, and envy of colleagues, along with universality of factors such as lack of support from senior managers, the calculation of costs and benefits, and general lack of motivation among employees, creating an

3 obstacle to the development of succession plans; although the significant facilitator in the process of improving knowledge, developing managers and employees will notice that the succession planning valuable dumping. Rashdmandy (2008) in their study as a case study of succession planning review, supported by quantitative analysis of government agencies in the Kingdom of Bahrain has been investigated. In this study, our aim was to determine the importance of succession planning in public organizations. The following are the indicators of the importance of succession planning in public organizations were represented. Ability to identify and develop new leaders, succession planning. Planning to succession planning in the provision of financial success. Planning to succession planning in fostering positive organizational culture. Ability to contribute to the survival of the organization's succession planning. The importance of succession planning to maintain superior organizational competencies; Ability to begin succession planning, change management The results Navyn (2006) indicated that succession planning more likely to volunteer succession planning and succession planning within the organization and less likely to be forced together. It also stated that the natural tendency of companies to prepare candidates for executive management functions with the size, diversity, and structure of the industry. Peter (2010) in research management, succession planning is such community of interest in this study, 1530 patients who received 414 sample and the responses. The results show that although succession planning in university management was implemented, but these efforts are generally inadequate. Participants need to improve these efforts should have known. Judy Chavez (2011) in their study as a case study on the management of succession planning is like this article author of three primary implementation of an effective succession management program treats. Identify potential successors as leaders, leadership development and a commitment to employee development and maintenance workers. Hypothesis Between organizational factors and management succession planning in Khuzestan Province Governor there. Methodology The present study is subject to the terms of applied research; in terms of collecting data to measure theory is a branch of athletics. Methods of survey research were conducted. The population of the study consisted of all employees Khuzestan province is the number 550. Random sampling is available so that all individuals have an equal chance of being selected. The study sample consisted of 144 individuals were determined using Morgan. The questionnaire component of succession planning and organizational factors and 20 items on a Likert scale were (very low, 1; relatively low, 2-Moderate, 3-High, 4-Extreme, 5), respectively. Validity of the questionnaire was verified by experts. To assess the internal consistency reliability of the items was measured using Cronbach's alpha, which was 0.85 and since the rate was higher than 0.7, thus we can say that the questionnaire is reliable. To analyze the data, Pearson correlation and bivariate regression was performed using spss software. Results There is a significant relationship between organizational factors and develop succession planning for directors in Khuzestan Province. Table 1.Pearson correlation coefficient between organizational factors and develop succession planning for directors County. Test Succession planning/organizational factors Pearson's correlation coefficient Sig Number of respondents 411 According to the results obtained in the above table, it can be said with certainty 0.01 is smaller than 0.99 statistical significance between the organizational factors and develop succession planning there. Also, the relationship that is equal to 0.493, direct (positive) and is moderate. This means the organizational factors increase, raising succession planning relatively modest. Table 2. Bivariate regression analysis between organizational factors and succession planning. Coefficients a Model Unstandardized Coefficients Standardized Coefficients t Sig. 95% Confidence Interval for B B Std. Error Beta Lower Bound Upper Bound 1 (Constant)

4 Sazemani a. Dependent Variable: Janashenparvari According to this table, the regression coefficient (B =0.986) varying the relative contribution of organizational factors predict changes in the dependent variable specifies. The upper bound and lower bound also shows the regression coefficients between and is obtained in the Community and since both positive and zero between them is not a result we can say that the resulting garment is significant. The t-statistics and the error are smaller than 0.05 it also shows that the observed variable effects of significant variables in explaining the succession planning. Conclusion The importance of succession planning and management as the key mechanism for the growth and improvement of the quality and quantity of survival in today's dynamic and turbulent period known to everybody. The management of the organization, without the implementation of succession planning and goal without a plan is considered as way more. Among the most remarkable run succession planning and the establishment of the first detailed examination of the human and organizational aspects in any organization. In this regard, the agency that created the system of succession planning as a strategic axis of human resources is vital and palpable, is governor. The County Center is seen as vital to the province there any managers (intentionally or unintentionally) the provincial planning process disrupts the attention to succession planning in the County of issues is considerable. Today, succession planning is a critical component of the organization's human resources and strategic planning process, because it can guarantee continuity of leadership and as an important means of systematic internal successors for key positions nurture. Succession planning for key positions at any level can be used to quantitatively estimate and future needs of personnel as well as quality candidates through the creation of competencies and skill gaps in the coverage provided. Through succession planning for retirement and promotion of qualified individuals to lose and the organization helps the next generation of leaders for the posts of greater responsibility, selected organizations should consider be neglected if the crisis of leadership succession planning will the County is also required to prevent such a crisis in the form of succession planning and succession planning to identify the mechanisms and requirements for implementation. This study attempted to implement the requirements of Executive succession planning program in the Khuzestan province in order to resolve the problems identified and corrective action is implemented. In this study, organizational factors are taken into consideration. Organizational factors included senior management support and encouragement, the rate of employees leaving work tends to attract talented people and organizations... there is positive relationship between organizational factors and the normal succession planning. Bivariate regression analysis results also showed that the relative contribution of organizational factors in succession planning about this means that for every one-unit change in the variable of organizational succession planning change Suggestions The full support of senior management and senior management succession planning programs in addition to strengthening the commitment and trust of employees and senior managers, strengthen the corporate culture is its acceptance and institutionalization of succession planning and the superintendent of the organization is less subject to change or stop the program. The promotion of scientific and practical workers to strengthen the skills of future managers and executives asserted himself in the not too distant future they deserve more, and more efficiently. Create and deploy business promotion and organization of the forces acting director for education and skills required to increase motivation and commitment. Create and deploy a database identifying all the right people prone succession would have been required competencies and it also identifies the internal capacity to plan for raising them, on the one hand, increased employee motivation and increases accuracy of succession planning program with just created and select all eligible employees to increase organizational commitment. Collaborative management of organizational culture should be done to create and deploy system offers efficient than thought and opinions of all employees in order to improve the efficient use be made and just as God in verse 38 of Sura Shura says God rewards those who embrace the call of your Lord is better and therefore consult their prayers had been among them... Internal displacement or job rotation, succession planning is the most important topic in addition to training and enhance the learning and skills leads to success if a person in a position of not much with its displacement person resulted in the discovery of his ability and talent in other posts and we will also increase the efficiency of his work. References Alavi SB, Organizational and individual narcissism. Sixth International Conference on Management. Tehran, Iran. Alavi SB, The central competent in Human Resource Management. Sixth International Conference, Tehran: Iran. 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