Succession Management in Public Universities in Ghana: Context, Prospects and Success Factors - A Review of Literature

Abstract

Ghana, a sub-Saharan African country has been noted to be among the countries with a high rate of unemployment. An insight into the current trends in succession management in public institutions provides a panoramic view of the context, prospects, and success factors in the implementation of succession management in public universities in Ghana. As a country with a high unemployment rate coupled with a high rate of corruption and poverty, succession management has been found to be a challenging issue for university administrators and other stakeholders in the country. Routine procedures are not followed for replacement of workers who in one way or the other left their jobs. Also, the study found that new workers do not have the required skills and experience due to protocols involved in the recruitment and succession processes. The study, therefore, recommends, among others, the adoption of effective training and the flat management structure to enhance the implementation of succession management in public universities in Ghana. 
 
 Keywords: Career Opportunities, Recruitment, Succession Management, Talent Management, Ghanaian Universities

Succession management and corporate sustainability in Ghana: a leadership succession paradox

“…Contrary to this SP recognition as a viable resource for effective leadership development and organizational performance, Graham (2018) has reported that NED firms risk folding up due to SP non-practice. Only recently, Wonnia (2021) reviewed literature on current trends in succession management of public universities in Ghana and concluded that the Ghanaian public universities did not follow routine procedures when replacing departing university officials. At the same time, new officials recruited or promoted through other non-SP procedure were found to have inadequate KSAs to effectively deliver on the job.…”

“…It was also estimated that, while some departmental heads may have received some SP training in the course of their duty, it was possible that any of the selected secretaries may have been present either as substantive or acting recorders of meetings where SP decisions were taken and that these secretaries may be willing to share their experiences with the researchers. Besides, Wonnia (2021) has advised that SP planning, execution and evaluation is a system-wide imperative and should not be viewed only as a senior management responsibility. On this score, it was appropriate to include middle management staff in the study.…”

“…For organizations to compete sustainably in contemporary market places, it is critical that they attract, retain and recognize the contribution of both current and future employees (Hurley-Hanson et al , 2020; Wonnia, 2021). It is particularly important to have a framework of leadership succession and progression to help retain key talents of an organization.…”