An empirical investigation of predicting employee performance through succession planning

Abstract

Purpose Leadership development practices develop future leaders for the organizations which are evidence for the proper utilization of organizational resources. The purpose of this paper is to integrate succession planning into the job demands–resources (JD–R) model to predict individual performance. Design/methodology/approach In total, 239 participants were drawn from commercial banks located in a large city of Pakistan through a structured questionnaire. The proposed model was tested through structural equation modeling. Findings The results from 239 participants suggest that succession planning has a direct and indirect effect on engagement and employee performance through the JD–R model. Furthermore, job resources and engagement mediate the association between succession planning and employee performance. Research limitations/implications The present study employed a cross-sectional approach, and all constructs were answered on a self-report questionnaire. Thus, the findings should be validated through a longitudinal design by employing a more objective construct. Practical implications The banks should adopt proactive succession system to improve individual and organizational performance. Succession planning helps the banks to reduce recruitment cost and promote internal hiring. This study supports the managerial decisions making by mobilizing skilled and talented employees in the sudden resignation of a bank employee. Social implications Succession planning seems an important development factor that directly improves employees’ well-being through the JD–R model. Originality/value The present study demonstrates the integration of the JD–R model into succession planning.

A Review on Competency-Based Succession Planning at Higher Education Institution in Malaysia

“…Succession planning requires a successor who is competent and skilled in the leadership needs of the company. In today's marketplaces, a successful successor ensures that the business remains stable and viable (Ali & Mehreen, 2020;Santora & Bozer, 2015).…”

Mediating role of employee engagement on the relationship between succession planning practice and employee performance in academic institutions: PLS-SEM approach

“…The study outcome in Table 3 indicated that EE partially mediates the relationship between SPP and EP among academic staff of MPU. The result is guided by the study of Breevaart et al (2014), Ali and Mehreen (2019) and Gordon and Overbey (2018). Gordon and Overbey (2018) argued that in order to achieve institutional and individual goals, SPP helps to create talented staff members who are committed to their job.…”

“…Performance-driven employees are source of inspiration since they provide a predetermined path to gain a favorable or constructive evaluation of their skills and competences (Abdullahi et al , 2020; Ali and Mehreen, 2019). Succession planning practice (SPP) is indeed very crucial for the achievement of employee performance (EP) including organizational goals (Ali et al , 2014, 2019).…”

Measuring career shocks: A study of scale development and validation in the Chinese context

“…For individuals, it is critical to manage their career proactively due to the emergence of the self-career management perspective, which has created pressures on individuals to handle their careers by themselves (Ali, Mahmood, et al., 2019; Ali & Mehreen, 2019; Wessel et al., 2003). Such pressures have resulted in potential career shocks (Akkermans et al., 2018).…”