STUDYING APPLICATION OF SUCCESSION PLANNING PROCESSES COMPONENTS IN ISFAHAN MELLI BANK

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1 STUDYING APPLICATION OF SUCCESSION PLANNING PROCESSES COMPONENTS IN ISFAHAN MELLI BANK Ali Shaemi Barzoki Assistant Professor, Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran Ali Nasr Esfahani Assistant Professor, Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran Rasol Zabeti Ahmad 8 MA Student, Department of Banking Sciences Management, Institute of Iran Banking Abstract The purpose of this study was to studypragmatics of succession planning process componentsin Isfahan Melli bank. This study was practical and its method was descriptive-survey. The statistical population of this study was the middle managers and experts of Isfahan Melli bank and because size of this population was 60, then all of them have been selected as sample members. In order to collecting data, the questionnaire with 46 items (Beheshtifar, 2010) has been used that its stability(cronbach s Alpha) has been measured 83% by Beheshtifar (2010). In order to analyzing data and concluding results,one sample T test has been used. The results of this data analysis indicated that pragmatics of succession planning process components in Isfahan Melli bank based on the experts perspective include five components as managers commitment, organizations readiness, strategic plan, organizational commitment, and human resources planning. The means of managers commitment, organizations readiness, strategic plan, organizational commitment, and human resources planning to succession planning process in Isfahan Melli bank was lower than supposed mean (3) and the t was more than critical value (3.86) for each of these factors, this indicated tolack ofsuccession planning process in Isfahan Melli bank and this issuewas significant statistically. In order to ranking the means of pragmatics of requirements to implementing succession planning process components, the results of inferential analysis indicated that difference between ranking mean of managers commitment is more than and the mean of human resources planning lower than other components. Also the correlation coefficient indicated that there was significant positive correlation among the components of succession planning in the Isfahan Melli bank. Key words: Succession planning Process, Managers commitment, Organizations readiness, Strategic plan, Organizational culture, Human resources planning, and Melli bank. Introduction Nowadays importance of the qualified managers and human resources improvement has been increased. In our country (Iran) it is predicted that with respect to thecurrent economicalprocesses and competition, organizations considerably need to qualified managers that should educatedin their organizations (Beheshtifar, 2010). Based on 8 MA, Student, Department of Banking Sciences Management, Institute of Iran Banking COPY RIGHT 2012 Institute of Interdisciplinary Business Research 718

2 Peter Drucker, the current and future managers should are able to inspiring employees and leading work teams, therefore the new manager s educating and improving plans should are adaptable with their employees skills and competencies. The succession planning and talent management are important plans in order to this. The succession planning in the designed process that assures the organizations contentious effective performance that is achieved by applying and improving employees and managers in the key roles inside of their organization (Weathers Group, 2008:1). Also Walton believed that leaders inability to preparing their successors is one of their losses. Based on the latest estimation of the association of human resources management, there are little organizations that implement the succession plans (Beheshtifar, 2010). Other studies indicated that about 67% of executive managers inthe world biggest organizations believed that they will leave their organizations during ten future years. Approximately 39% of these managers believed that will select successors for themselves and about 45% of these managers didn t select successor for themselves. Also organizations need talent leaders to control changes in their organizational structure, culture, and processes that are able toconduct changes if needed. The purpose of succession planning is similar in every organization, but the used methods to acquiring these purposes are different in every organization. These goals include: 1- assuring that the qualified managers placed in the suitable key positions, 2-assuring that their employees and managers suitable skills are apply, 3- assuring that suitable processes designed to maintaining and improving core competencies to organizations future successfulness, 4- creating, screening, and examining a plan to replacing the competencies (Beheshtifar, 2010). Based on Rath well (2005), first basic step in the succession planning system is identification of the organizational existing problems in this term.examination of existing problems in the Iranian organizations indicated that many of their managers don t enjoy from management qualified educations. Many of managers knowledge, skill, and executive experiences aren t in line of their responsibilities. There are some managers in these governmental organizations that start their professions from lower levels and then promotethrough their competency and efficiencies (Beheshtifar, 2010). On the other hand, suitable employees of the organizations (such as employees of managerial and critical situations) are in the critical conditions such as retiring, promotion, and thesemanagers movement is one of the other problems of Iranian organizations especially governmental ones. Lack of rational promotion and efficiency thatbased on it everyone canpromotethrough his/her competency and performance is one of the Iranian governmental organizations (Esmiran, 2005). Also slowly process of succession planning, deficiency of the manager for some of workgroups, and the deficiency of managers with respect to development plans is one the requirements in Iranian governmental organization. Based on the Roth well (2005), after identifying the existing problems the second step in the succession planning is the identification and examination of organizational requirements. The implementation of succession planning system implies some basis in the organizations and the reason of some organizational failure in order to implementing succession planning system is the lack of such basis. On the other hand it is expected to designing different models in term of implementing succession planning systems because of differences between the organizations such as differences about organizational size, the employees expertise (Roth well, 2005: 108). Tropicana designed a model of succession planning. First step in this model is leadership commitment and participation. Then employee s improvement and educational plans conducted through identifying necessary COPY RIGHT 2012 Institute of Interdisciplinary Business Research 719

3 competencies and the existing competencies. Also Staves and Retz designed a new comprehensive model of succession planning that has been used by others (Karbasi, 2009). Reviewing latter models indicated that process of succession planning is combination of succession planning process requirements and the implementation of succession planning system. While the requirements and details in the succession planning models have been examined in terms of integrally succession planning process (Beheshtifar, 2010). In the present study these variables examined separately. Which requirements that examined in this study are derived from different models and include managers commitment to succession planning system (Abolalayi et al., 2007), participative and supportive organizational culture to succession planning system (beheshtifar, 2010), organizations readiness to succession planning system (Rath well, 2005), human resources planning (H. C. Kazanas and Rath Well, 1994), and organizations strategic plan (Rath Well, 2005). Benchmarking of other organizations management efforts and succession planning offer valuable information to designing a suitable style of succession planning. Also the results of this benchmarking maybe influence key decision maker s interest to management and succession planning, because this indicated that other organizations use better and more effective methods. With respect to goals of banking system increasing quality and volume of services, critical role of human resource is to acquiring these goals, abundance of educated, qualified, and professional human resources in the different departments of bank, also role of attending to succession planning system, attending to examination of different models and perspectives in terms of this, therefore present study was aimed to examine requirements of succession planning system to implementing this in Isfahan Melli bank and also examine relationship between them, first status of succession planning system requirements to implementing this in Isfahan Melli bank and finally managerial implications have been offered to successful implementation of it based on the findings. It is expected to determine that to what extent there are requirements of succession planning system such as mangers commitment, participative and supportive organizational culture, organizational readiness, organizational strategy, and human resources planning. Research methodology With respect to author s purpose in this study that want to study pragmatics of succession planning process componentsin Isfahan Melli bank, therefore this study was practical and its method was descriptive-survey. The statistical population of this study includes middle managers and experts of Isfahan Melli bank and because size of this population was limited (60), then all of them have been selected as sample members. In order to collecting data, the questionnaires with 46 items (Beheshtifar, 2010) have been used that this questionnaire s stability(cronbach s Alpha) has been measured 83% by Beheshtifar (2010), then in order to examining its content reliability has been use and approved by professors and experts after some review and reform. Also in present study in order to examining stability of the questionnaires Cronbach s Alpha has been measured that its value was 88%. This questionnaire examine the succession planning based on five components including manager s commitment, organizational culture, organizational readiness, strategic plan, and human resources planning. In order to analyzing data and concluding results, one sample T test been used. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 720

4 Findings In this section findings of present study have been indicated at different tables as following. In order to this, first normality of statistical population distribution has been examined through Kolmogorov- Smirnoff. The findings of this test indicated that normality of statistical population distribution has been accepted (K-S-Z: 1/01,P: 0.24). Second question indicated that what extent the requirements of succession planning system to implementing this in Isfahan Melli bank?table 1 indicated the results of T-test to comparing the means of manager s commitment to implementing succession planning process in Isfahan Melli bank. In order to inferential analysis, T-test has been used with α: 0.05, the resultsindicated that the measured mean (2.54) is lower than assumptive mean (3) and then is more than critical value (3.46). Therefore it is resulted that there is no commitment between these managers to implementing succession planning process in Isfahan Melli bank and this is significant statistically and approved. In inferential analysis, in order to examining significant level T-test has been used with α: 0.05, that based on the results, means of the questions about managers commitment to implementing succession planning processes in the Isfahan Melli bank (except Q2, Q3, and Q10) are lower than supposed mean (3) and also t is more than critical value (3.46) (except Q2, Q3, Q4, and Q5). Therefore it is resulted that based on the manager s perspective, there are commitment to implementing succession planning processes in some cases such as choosing manager without respect to seniority, employees ability to undertaking managerial positions, the necessity of succession planning processes in the bank, and choosing managers of the bank, and this is significant statistically and accepted. In order to inferential analysis, T-test has been used with α: 0.05, then the measured mean (1.99) is lower than assumptive mean (3) and t is more than critical value (3.46), Therefore it is resulted that there is no suitable organizational culture to implementing succession planning process in the Isfahan Melli bank and this is significant statistically and approved. In the inferential analysis, in order to examining significant level, T-test has been used (α: 0.05) that based on these means of organizational culture to implementing succession planning processes in the Isfahan Melli bank are lower than supposed mean (3) and also t is more than critical value (3.46), Therefore it is resulted that based on the manager s perspective, there aren t any organizational culture requirements to implementing succession planning and this is significant statistically and accepted. In order to inferential analysis, T-test has been used with α: 0.05, then the measured mean (1.99) is lower than assumptive mean (3) and the t is more than critical value (2.09), Therefore it is resulted that there is no suitable organizational readiness to implementing succession planning process in the Isfahan Melli bank and this is significant statistically and approved. In the inferential analysis, in order to examining significant level T-test has been used (α: 0.05) that based on these means about organizational readiness (except Q29 and Q30) to implementing succession planning processes in the Isfahan Melli bank are lower than supposed mean (3) and also t is more than critical value (3.46), Therefore it is resulted that based on the manager s perspective, there aren t any organizational readiness requirements to implementing succession planning (except inner promotion) and this is significant statistically and accepted. In order to inferential analysis, T-test has been used with α: 0.05, then the measured mean (1.99) is lower than assumptive mean (3) and the t is more than critical value (2.14), Therefore it is resulted that there is no suitable organizational strategic plans to implementing succession planning process in the Isfahan Melli bank and this is significant statistically and approved. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 721

5 In the inferential analysis, in order to examining significant level T-test has been used (α: 0.05) that based on these means about organizational strategic plans to implementing succession planning processes in the Isfahan Melli bank are lower than supposed mean (3) and also t (except Q36) is more than critical value (3.46), Therefore it is resulted that based on the manager s perspective, there aren t any organizational strategic plans requirements to implementing succession planning (except impact of succession planning process to increasing organizational strengths and weakness) and this is significant statistically and accepted. In order to inferential analysis, T-test has been used with α: 0.05, then the measured mean (1.99) is lower than assumptive mean (3) and the t is more than critical value (1.81), Therefore it is resulted that there is no human resources planning to implementing succession planning process in the Isfahan Melli bank and this is significant statistically and approved. In the inferential analysis, in order to examining significant level T-test has been used (α: 0.05) that based on these means about organizational strategic plans to implementing succession planning processes in the Isfahan Melli bank are lower than supposed mean (3) and also t (except Q36) is more than critical value (3.46), Therefore it is resulted that based on the manager s perspective, there aren t any human resources planning requirements to implementing succession planning and this is significant statistically and accepted. Discussion and conclusion Our findings about manager s commitment to implementing succession planning processes in Isfahan Melli bank indicated that there aren t such factors to implementing this. In other words, based on the manager s and expert s perspective these factors, that are needed to implementing succession planning processes in Isfahan Melli bank, didn t formed in this bank till now. Some of these such factors include: bank attention to succession planning processes, employees effort to promoting in managerial levels, existing fair behaviors to performing managerial positions, attending to employees internal competencies, supporting successor employees, basic efforts between internal managers to higher positions, educating managers and experts by senior managers and their participation in succession planning processes in Isfahan Melli bank. Lack of such factors that are related to manager s commitment to succession planning processes indicated that the managers of this bank haven t any interest to educating individuals to succession planning processes, while respondents to the questionnaires indicated that succession planning processes is very important issue for bank and also they believed that these employees are able to be successor of their managers in the future. On the other hands, the resultsof Rath well (2005) indicated that in his star model indicated that manager s commitment is necessary factor to succession planning processes. Also Henry Fayol (1920) considered succession planning process as the most fundamental need in organization. Therefore succession planning process is very important and critical factor to organizational excellence, while our findings indicated that there isn t any managerial commitment to succession planning process in Isfahan Melli bank. Rath well (2005) studied human resources management in USA and indicated that 40% of organizations have conducted succession planning process that based on Troponin (2004) and Pitter Rows (2005), role of managers is very important to implementing succession planning process and its successfulness in organizations. Sam brook (2005) considered COPY RIGHT 2012 Institute of Interdisciplinary Business Research 722

6 existence of these factors as necessary to organizational improvement and its excellence; also he believed that which organizations that implement succession planning in long term periodscould educated qualified and talented leaders for their organization and acquire many successfulness by their young leaders. The results of appropriate organizational culture to implementing succession planning processes in Isfahan Melli bank indicated that there isn t such component in the bank. In the other words, based on the manager s and expert s perspective who answered these questionnaires, there isn t such organizational culture in Isfahan Melli bank to implementing succession planning processes based on it and also managers are able to obedience by it in order to educating qualified leaders. It is rational that there are factors such as investment to elevating employee s skills, improvement of employee s competencies through manager s planning, improvement andencouragement of individuals to elevating their job abilities, employee s freedom to performing their job-related functions, reinforcement employee s values and attitudes about their efficiency in organization, manager s supporting succession planning processes and supporting qualified individuals in the new roles. Such factors are necessary to implementing succession planning processes and its successfulness.based on Simmer (2008) succession planning processes should learned employees in organizational culture and public learning in order to its effective implementation.wan (2011) debated about inattention to implementing succession process in his study, and lack of such plans means organizational failure in future. These studies indicated importance of succession planning, while there aren t any plans in terms of it in Isfahan Melli bank, and organizational culture designed so that rarely attended to succession planning. Based on Thompson (2006), reason of inattention to succession planning is lack or shortage of global competencies that derived from manager s reiterationand also their high ages is a crisis to future of organizations. Also in Lawinga model (2005), succession planning introduced as a need for organizational excellence and considered lack of such plans as irrecoverable gap in organizational figuration that could influence organization s future harmfully. Abdi and Dianati (2009) considered competency-based organizational culture as important factor to implementation of succession planning. Our findings about existence of organizational readiness to implementing succession planning processes in Isfahan Melli bank indicated that there isn t such factor to implementing succession planning processes in this organization. There are some factors that should attended in organizations, some of these factor include: attending to managerial needs in organization s future plan, predicting key positions based on managerial resources, manager s promotion from inside of organization, manager s successful in plans implementation, existence of human resources department, existence of needed opportunities to promotion of all employees, existence of new and appropriate information systems, relative stability of management, existence of awareness and experienced managers, ininterfere of external individuals in manager s appointment, appointment of individuals based on competency rather than their relationship with managers and supervisors. Therefore if there are such factors in organizations, and then they have necessarily conditions to implementing succession planning processes, while there aren t such factors in Isfahan Melli bank to implementing succession planning processes, and based on the respondent s perspective, there aren t conditions and facilities to implementing succession planning processes. Based on the Rath well model (2006), that has been designed to effective succession planning, the issue of organizational readiness was attended especially, and also in which organizations that there isn t such readiness, COPY RIGHT 2012 Institute of Interdisciplinary Business Research 723

7 basic approach to this is organizational change and strategic reform in their organizations. Indeed, importance of succession planning role evaluated in this model so that some organizational and strategic changes is needed to implementing succession planning processes. Also Trapiano (2004), Kearny (2009), and Kaufman (2009) considered organizational readiness and formation of succession planning climate is necessary and needed for each organization. Because continuousness of organizational successfulness is depended on talented and qualified successors in terms of management. If organization cannot conduct continuous long term plans, then a meritocracy gap formed that leads to many losses for organizations. The results about existence of strategic plans to implementing succession planning processes indicated to lack of these factors in Isfahan Melli bank. In other words, some factors should exists in strategic plans to implementing succession planning processes that include: concentration on implementing succession planning processes in long term plans, explaining succession planning processes in short and middle term periods, approving organizational strengths and weakness to implementing succession planning by managers. As Rath well (2005) attended plans and their evaluation in organizations in order to implementing succession planning processes and describes them in his model. Organizations should attend to long term and strategic plans in order to implementing succession planning processes and should apply all of their facilities, capabilities, and conditions. Thompson (2006) indicated that existence of a succession planning based on strategic plan is necessary for nowadays organizations and also indicated that implementation of succession planning is very important in his model and he implemented it successfully and resolve their organizational crisis compare to which organizations that didn t attend this process in their strategic plans. Also Skewer (2007) believed that it is necessary to existing leaders in organizations improve their successors in order to maintaining continuousness of leadership from one generation to another generation. Because organization s successfulness and growth will assured through educating talented and qualified managers, while Jusco (2005) indicated that 39% of managers didn t choose successor for themselves and this derived from organizational strategic plans and lack of attention to succession planning processes. All in all, it is needed to long term plans in order to successful implementation of succession planning processes. The results indicated that human resources planning haven t been formed and attended to implementation of succession planning processes in Isfahan Melli bank.in the other words based on the respondent s perspectives, there are some factors thatare necessary to successful implementation of succession planning. Some of these factors include: human resources department effort to effective implementation of succession planning processes, meritocracy-based promotion, adherence to comprehensive succession planning processes, continuousness implementation of succession planning processes, efforts to implementation of succession planning processes, and finally evaluation of succession planning processes in order to performing promotions. Because these factors don t exist in Isfahan Melli bank and because this bank hasn t any plan in order to this, then it is resulted that this bank cannot implement succession planning processes. While Kaufman (2009), Hoyt (2009), Wen Wektire (2011), and Grouse (2007) indicated that succession planning processes is necessary to organizations and also lack of it is harmful for them. But not only in our study, also Santorum and Sarous (2007), Rath well (2005), and Karbasi (2009), the authors reported that in some organizations the issues of succession planning hasn t been attended by COPY RIGHT 2012 Institute of Interdisciplinary Business Research 724

8 their managers and supervisors and lack of this attention leads these organizations couldn t acquire their expected growth. Bironi (2009) indicated that successful implementation of succession planning processes is organizational successfulness and excellence and also believed that which organizations that don t implement this processes appropriately, then face with problems in terms of accessing qualified managers and can t sustain their growthing trend. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 725

9 References Abtahi, Sayyed Hoseyn, (2007), Human Resources Management, Tehran: the institute of management education and researches. Abolalayi, Behzad, Ghafari, Abbas, (2007), the future Managers, Tehran: industrial management organization. Abdi, Akbar, Dianati, Mohammad, (2008), centers of evaluation, the modern approach of succession planning, Journal of Tadbir, vol 211: 24 Abolalayi, Behzad, Ghafari, Abbas, (2004), centers of evaluation and succession planning management, Journal of Tadbir, Vol 145: 12. Barzegarzad, Ahmadali, Andalibzade, Arman and Soltani, Iraj, (2010), Offering the Suitable Style of succession planning for Employees, Journal of Tadbir, Vol 159: p 23. Baladi, Manoucheher, (2010), planning and developing usage of AHP techniques to choosing the managers in the Isfahan Melli bank, university of Sanandaj. Beheshtifar, Malihe, (2010), examining and explaining the executive necessities of succession planning in the Islamic Republic of Iran, Rafsanjan Branch, Islamic Azad university. Beheshtifar, porkiani & nekoei-moghadam, (2010) succession planning in Iranian governmental agencies,journal of American science, vol 6. No 12, pp Budhwar & Baruch (2003), career management practices in India: an empirical study, International Journal of Manpower, Vol.24 No.6, 2003, pp Butler, k & tarry d. (2002), succession planning; putting organizations knowledge to work, journal Of Management Development vol.20no.2, pp Brooks, Charles (2007), succession planning: Identifying & developing high potential leadership talent, Journal of Management Development, Vol.22No.4, pp Brown, Paul (2004), the evolving role of strategic management development, Jornal of Management Development, Vol. 24 No.3, pp Clutterbuck, David (2005), Succession Planning: a development approach, Jornal of Development and Learning in Organizations, Vol. 19 No , pp COPY RIGHT 2012 Institute of Interdisciplinary Business Research 726

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11 Kaufman, Barbara (2007), Succession Planning Means Planning Ahead, Originally Published In University Business Magazine, Vol 35.No7, Lubar, mindly (2005), emergency succession planning for nonprofit organizations, Published By the Donors Forum of Wisconsin, Vol.5 No.3. Maali and Tajaldin, (2008), why the talent management?, Journal of Tadbir, Vol 191: 163. Moor, Jim (2008), where do you start with leadership development? : Developing A Strategic Framework For Leadership Development, Emerald Group Publishing Limited, Vol.18 No.5, pp.7-9. Philips, jack (1996), the succession planning handbook for the chief executive, Jornal of Improving Human Performance Series, vol.9 No.6, pp Paul Westhead & Andrew Burrows (2008), Family firm succession: the management buy-out and buy-in routes, Journal of Small Business and Entrrprise Development, Vol.15 No. 1, 2008, pp Peter McGraw & Tracy Taylor (2004), Succession management practices in Australian organizations, International Journal of Manpower, Vol.25 No.8, 2004, pp Rogers & ferketish (2003), Succession Planning and individual development, Journal of Consultants to Management, Vol.10 No. 3, Roth well, W. J. (2005), Effective succession planning : Ensuring Leadership Continuity And Building Talent From Within Arizona. Santora, sarros (2001), CEO succession in nonprofit community-based organizations: is there room for insiders at the top?, Career Development International, Vol.6 No.2, pp Susan, johnson,cohen, handman, lalonda, white, gibbs, patton, guinn, hills & reed (2005), coaching, mentoring and succession planning, Jornal Of Cultural Careers Council Ontario. Steven (2001), Managerial Competencies and Managerial performance Appraisal process, Journal of Management Development, Vol.20, No.10, pp Sam brook, S. (2005), Exploring succession planning in small, growing firms. Journal of small Business and Enterprise Development,Journal Of Management Development,Vol 12.No.4,2005. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 728

12 Taylor, T. &McGraw, P. (2004), Succession management practices in Australian Organizations. International Journal ofmanpower, Vol.25 No.8, Tung-Huang (2001), Succession management systems and human resource outcomes, International Journal of Manpower, Vol.22 no.8, 2001, pp William J.Rothwell & H.C.Kazanas, planning and managing human resources: Strategic planning for personnel management, rev.ed. (Amherst, mass.: HRD press, 1994). W.D.By hom and nelson (1999), RX Succession Planning Health Forum Journal, November/December. Wells, S.J. (2003), who is next? HR Magazine, Vol.48No.11, November, pp.45-50, ISSN Williamson, T (2005), work-based learning; a leadership development example form action research study of shared governance implementation, Jornal of Nursing Management, Vol.13, No.2, pp Wolf, RL. (1998), systematic succession planning: building leadership from within, Menlo Park, California: Crisp Publications. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 729

13 Annexure Table 1: Results of T-test to comparing means of manager s commitment to implementing succession planning process Assumptive mean mean Standard deviation t sig Table 2: Results of one sample T-test to comparing means of manager s commitment to implementing succession planning process Questions Mean Standard T sig deviation Q1: succession planning is one of the important plans in Isfahan Melli bank. Q2: managers selected without respect to promotion system in Isfahan Melli bank. Q4: managers are able to undertaking the managerial positions in Isfahan Melli bank. Q4: employees effort to promote to managerial positions rigidly. Q5: succession planning process is a necessary plan to improving competencies in Isfahan Melli bank. Q6: there are fairly behaviors to authentication of managerial positions in Isfahan Melli bank. Q7: this bank respect to the employees internal competencies Q8: this bank supports its successor employees Q9: there is intention to performing the activities of higher positions among the internal managers. Q10: the managers selected from inside of organization in Isfahan Melli bank. Q11: the managers and experts educated by the senior managers in Isfahan Melli bank. Q12: managers participate in succession planning processes COPY RIGHT 2012 Institute of Interdisciplinary Business Research 730

14 Table 3: Results of T-test to comparing means of organizational culture to implementing succession planning process Assumptive mean mean Standard deviation t sig Table 4: Results of one sample T-test to comparing means of organizational culture to implementing succession planning process Questions Mean Standard T sig deviation Q13: continuous investment taken to promoting the employees skills in Isfahan Melli bank. Q14: improvement of employee s competencies to succession planning process is one of the manager s commitments. Q15: there are continuous encouragement to improving and educating employees in all departments in Isfahan Melli bank. Q16: there is freedom among the employees to performing their job functions in Isfahan Melli bank. Q17: employees believed to their positive influence in in Isfahan Melli bank. Q18: qualified and ready employees considered as competitive advantage in Isfahan Melli bank. Q19: senior managers continuously support succession planning processes in Isfahan Melli bank. Q20: the qualified employees supported by their senior managers in the new roles in Isfahan Melli bank COPY RIGHT 2012 Institute of Interdisciplinary Business Research 731

15 Table 5: Results of T-test to comparing means of organizational readiness to implementing succession planning process Assumptive mean mean Standard deviation t sig Table 6: Results of one sample T-test to comparing means of organizational readiness to implementing succession planning process Questions Mean Standard T sig deviation Q21: there is attendance to managerial requirements in future plans in Isfahan Melli bank. Q22: key positions predicted based on the existing managerial resources in Isfahan Melli bank. Q23: promotion of managers performed from inner of Isfahan Melli bank. Q24: human resources managers have important and key role in successful of succession planning processes in Isfahan Melli bank. Q25: department of human resources management plays critical role in designing succession planning processes in Isfahan Melli bank. Q26: department of human resources management offers necessary facilities to acquiring managerial positions in Isfahan Melli bank. Q27: appropriate information systems designed and implemented to succession planning processes in Isfahan Melli bank. Q28: there is relatively stability of the senior management to implementing long term plans in Isfahan Melli bank. Q29: proportion of qualified managers to overall organization is high in Isfahan Melli bank. Q30: proportion of educated young managers to all of employees is high in Isfahan Melli bank COPY RIGHT 2012 Institute of Interdisciplinary Business Research 732

16 Q31: the external individuals don t interfere in appointment and promotion of internal employees in Isfahan Melli bank. Q32: the employees appointed based on specified standards and principles in Isfahan Melli bank. Q33: there are measures about meritocracy and meritselection in Isfahan Melli bank. Q34: employees appointed based on needed competencies in Isfahan Melli bank. Q35: employees appointed based on their relationship with their managers in Isfahan Melli bank Table 7: Results of T-test to comparing means of organizational strategic plans to implementing succession planning process Assumptive mean mean Standard deviation t sig Table 8: Results of one sample T-test to comparing means of organizational strategic plans to implementing succession planning process Questions Mean Standard T sig deviation Q36: succession planning processes lead to increasing strengths and weakness of organization in Isfahan Melli bank. Q37: organizational long term plans lead to creating and implementing succession planning processes in Isfahan Melli bank. Q38: succession planning processes in the organizational short and medium term plans have been explained appropriately. Q39: strengths and weakness of organization in terms of succession planning accepted by managers and supervisors. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 733

17 Table 9: Results of T-test to comparing means of human resources planning to implement succession planning process Assumptive mean mean Standard deviation t sig Table 10: Results of one sample T-test to comparing means of human resources planning to implement succession planning process Questions Mean Standard T sig deviation Q40: department of human resources effort to effective implementation of succession planning process in Isfahan Melli bank. Q41: results of succession planning processes are important to appointments in Isfahan Melli bank. Q42: there is necessity to obedience by results of succession planning processes in Isfahan Melli bank. Q43: there is adherence to implementing succession planning processes as a comprehensive plan in Isfahan Melli bank. Q44: succession planning processes implemented regardless of external pressures in Isfahan Melli bank. Q45: many efforts done to successful implementation of succession planning processes in Isfahan Melli bank. Q46: results of succession planning implementation continually evaluated in order to promoting employees COPY RIGHT 2012 Institute of Interdisciplinary Business Research 734