Authors: Seyed Hasan Hosseini; Ali Shaemi Barzoki; Ali Nasr Isfahani
Addresses: Department of Management, Faculty of Management Sciences, University of Imam Ali, Tehran, Iran ' Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Iran ' Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Iran
Abstract: This study attempts to explore the impact that succession management and its dimensions may have on organisational performance in Esfahan Steel Company. The required data based on the research model was collected from the questionnaire distributed among managers, executive officers, and superintendents of the company. The sample size was calculated using proportionate stratified sampling based on Cochran formula for finite population. To examine the assumed relationship between the involved variables and test the hypotheses, structural equation modelling (path analysis) was used. The required data for execution of the designed model in the qualitative section and demonstration of its impact on organisational performance was obtained using questionnaire. The results indicated that at 95% confidence there was a positive and significant relationship between introduction of succession management and organisational performance in the understudy company. Additionally, the seven dimensions of succession management were also positively associated with organisational performance.
Keywords: succession management; talent management; BSC-based organisational performance.
International Journal of Productivity and Quality Management, 2018 Vol.25 No.2, pp.198 - 211
Available online: 10 Sep 2018 *Full-text access for editors Access for subscribers Purchase this article Comment on this article