Linking succession planning to employee performance: The mediating roles of career development and performance appraisal

Ali, Zulqurnain; Mahmood, Babak; Mehreen, Aqsa

doi:10.1177/1038416219830419

Cited by 43 publications

(40 citation statements)

References 39 publications

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“…Job rotation is another key tool that employers use to help employees in internal mobility as well as succession planning for future organizational needs. Succession planning, a critical driver of organizational and leader restoration, generates a competitive pool of skilled people by offering uninterrupted services to enhance organizational productivity (Ali et al, 2019). To be complete and effective, succession planning templates (consisting of critical skill sets required for the leadership position, employees' current level of competency and possible future requirements) are created, continually reviewed and updated to reflect changes in the organization's operation.…”

Section: Career and Succession Planningmentioning

confidence: 99%

Re-thinking gig economy in conventional workforce post-COVID-19: a blended approach for upholding fair balance

Mahato

Kumar

Jena

2021

JWAM

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PurposeDespite the trend, managing and maximizing the effectiveness of blended workforce is not well-understood. The purpose of this paper is to institutionalize a blended workforce model in the post-COVID era, that is, a movement from homogenous workforce to heterogenous workforce of full-time employees working in tandem with gig talents connected via digital platforms.Design/methodology/approachThe evolution of gig economy is presented for contextualizing the development of prospective business models in the post-COVID era to establish clarity on the relationship between the employers and the blended workforce. To achieve this conceptual switch, a framework is proposed to support this type of workforce for creating a fair balance.FindingsBy drawing on the concepts of various talent management functions, propositions were made predicting that the alignment of the multilateral activities of the gig workers with permanent workforce will be leveraged in the future to address the needs of short-term specialized skill-sets and scalable operations while creating a fair balance through a flexible and agile workforce.Originality/valueFirst, the paper explores how bridging the gap between the traditional and gig workforce can impact the key antecedents of a blended workforce ensuring a fair trial. Second, on an economical level, the COOKIE framework proposed in the paper is expected to play a crucial role in creating new job opportunities, boosting employee morale while minimizing costs and increasing productivity of the organizations.

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Section: Career and Succession Planningmentioning

confidence: 99%

Re-thinking gig economy in conventional workforce post-COVID-19: a blended approach for upholding fair balance

Mahato

Kumar

Jena

2021

JWAM

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“…Moreover, Rousseau and Tijoriwala (1998) indicated that the culture within an organisation sets the normal patterns of behaviour, and this frames the psychological contract; adhering to these norms can become part of the performance commitment; whereas a psychological contract breach has an adverse impact on performance (Matthijs Bal, Chiaburu, & Jansen, 2010). A perceived unfairness in the appraisal process can result in dissatisfaction and diminished performance (Ali, Mahmood, & Mehreen, 2019).…”

Section: Findings and Discussionmentioning

confidence: 99%

Leadership style and psychological contract

Oorschot

Moscardo

Blackman

2021

Australian Journal of Career Development

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This study explores the relationship between leadership style and psychological contract dimensions. The literature suggests that leaders in general and leadership style in particular can influence the psychological contracts of employees. Currently, there is no research as to how leaders perceive such contracts. This qualitative study presents the interview findings of twenty-three leaders working in public and private sector organisations. Differences were found between neutral and transformational leaders. Neutral leaders had a more transactional psychological contract, whereas the transformational leaders had a more relational psychological contract. This study adds to the literature as there is no current framework that considers the relationship between leadership styles with the psychological contract. Overall, the results indicate differences in psychological contract perceptions for different leadership styles.

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“…Selecting the right successor is utmost to the firm endurance. Organizations with right person decrease problems, enhance innovation, accelerate employee morale and improve intellectual capital (Ali et al, 2019). Succession planning declines the risk of hiring an inappropriate employee for essential roles.…”

Section: Succession Planning and Employee Performancementioning

confidence: 99%

“…Friday (2019) studied the association between employee training and succession planning in ten commercial banks and found that training positively improves succession practices, which, in turn, leads to employee performance. Recently, Ali et al (2019) stated that succession planning is significantly related to employee performance, while Gordon and Overbey (2018) theoretically stated that succession planning brings worker satisfaction and superior performance. Eugene Fibuch and Van Way (2012) stated that succession planning generates the key knowledge and skills domain that link with future leaders.…”

Section: Succession Planning and Employee Performancementioning

confidence: 99%

An empirical investigation of predicting employee performance through succession planning

Ali

Mehreen

2019

EBHRM

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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.

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Linking succession planning to employee performance: The mediating roles of career development and performance appraisal

Cited by 43 publications

References 39 publications

Re-thinking gig economy in conventional workforce post-COVID-19: a blended approach for upholding fair balance

Re-thinking gig economy in conventional workforce post-COVID-19: a blended approach for upholding fair balance

Leadership style and psychological contract

An empirical investigation of predicting employee performance through succession planning

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