analysis on talent management

1

ANALYSIS OF ORGANIZATIONAL PERFORMANCE BY USING

SUCCESSION PLANNING AND TALENT MANAGEMENT

by

Mahbuba Raiyan Milky

ID: 1020197

An Internship Report Presented in Partial Fulfillment

Of the Requirements for the Degree

Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH

December 2013

2

ANALYSIS OF ORGANIZATIONAL PERFORMANCE BY USING

SUCCESSION PLANNING AND TALENT MANAGEMENT

by


ID: 1020197

has been approved

December 2013

_______________________

Dr. Shibly Noman Khan

Assistant Professor

School of Business

Independent University, Bangladesh

3

Letter of Transmittal

December 12, 2013

Dr. Shibly Noman Khan

Assistant Professor

School of Business

Independent University, Bangladesh

Subject: Submission of internship report on Analysis of Organizational Performance by using

Succession Planning and Talent Management

Dear Sir,

It gives me enormous pleasure to submit the internship report on Analysis of Organizational

Performance by using Succession Planning and Talent Management. Working in Siemens

Bangladesh Limited as an intern, was an inspiring experience for me. I feel the immense

knowledge and experience will facilitate me a lot in my future career life. I have done the study

in a complete form and I have done my level best to conduct this in a professional manner. Your

acceptance and appreciation would surely inspire me. For any further explanations about the

report, I will be gladly available to clarify the ins and outs.

Yours Sincerely,

________________________


ID#1020197

4

Acknowledgement

The successful completion of this report might never be possible in time without the help of

some person whose inspiration and suggestion made it happen. First of all I want to thank my

academic supervisor Dr. Shibly Noman Khan, Assistant Professor (Human Resource

Management), for helping me completing my internship report on Analysis of Organizational

Performance by using Succession Planning and Talent Management

I would also like to thank Mr. Mushfique Mahamud, my supervisor in Siemens Bangladesh

Limited. Without him this project would have been very difficult to complete. I also thank all of

my other collogue for helping me to complete not only this report but also whole BBA Program.

For their suggestions and comments which inspired me greatly to prepare the report successfully

and their heartiest cooperation which makes my destination easier.

Finally, my special thanks go to the whole human resource department of Siemens Bangladesh

Limited for their continuous support, inspiration and giving me the opportunity to deal with

different work situations during the period of my internship.

5

Table of Content

Topic Page No.

Part- A: Working Report

Executive Summary 1

Introduction 2

Siemens in Bangladesh 2

Management & Corporate Structure 7

Industry Sector 8

Energy Sector 9

Healthcare Sector 10

Infrastructure & Cities Sector 11

HRM at Siemens Bangladesh Limited 13

Human Resource Management Policy 14

Significance of the Study 15

Part-B: Research Paper

Statement of the Problem 16

Purpose of the Study 18

Literature Review 19

Conceptual Framework 28

Hypothesis 29

Research Question 29

Methodology 29

Data Analysis 32

Findings 42

Conclusion 43

References 44

Appendix 52

6

List of Tables

Table No. and Topic Page No.

Table-1: Gender 32

Table-2: Age 32

Table-3: Gender*Age Cross tabulation 34

Table-4: Reliability Statistics 33

Table-5: Item-Total Statistics 35




Table-9: Correlations- Organizational Performance and Succession

Planning

37

Table-10: Correlations- Organizational Performance and Talent

Management

38

Table-11: Correlations- Organizational Performance and Succession

Planning

39

Table-12: Correlations- Organizational Performance and Talent

Management

40

Table-13: Model Summary 41

Table-14: Model Summary 41

7

PART-A: WORKING REPORT

Executive Summary

Internship is part of BBA which gives students to get familiar with the corporate environment

and learning opportunity to understand how works are done in an organization. It gives students

to integrate the theoretical knowledge and practical experience on how to implement them.

Siemens is a German multinational engineering and electronics conglomerate company

headquartered in Munich and Berlin. I really enjoyed the internee period. Siemens is one of the

leading companies in the growing area of electrical engineering and electronics sector in the

world. Its association with this country began in 1956, and since then we have been involved in a

number of Bangladesh's major modernization and infrastructure development programs. I believe

that this will definitely help me to build my career. This report is the outcome of my internship

and it contains a clear idea about the activities, the procedure of activities and the performance of

that company.

This report has been divided into two broad parts-Organizational Part & Research Part. The

Organization part included overview of Siemens Bangladesh Limited, its HR activities. In

second part a research has conducted with one independent variable which is Organizational

Performance and two dependent variables which are Succession Planning and Talent

Management. The study is a descriptive research. This research used IBM SPSS Statistics 21

because it is such a statistical data analysis tool that offers greater flexibility in data analysis and

visualization.

8

Introduction

Siemens is a German multinational engineering and electronics conglomerate company

headquartered in Munich and Berlin. It is the largest Europe-based electronics and electrical

engineering company. Siemens is a global powerhouse in electronics and electrical engineering,

operating in the industry, energy and healthcare sectors. The company has around 336,000

employees worldwide (in continuing operations) working to develop and manufacture products,

design and install complex systems and projects, and tailor a wide range of solutions for

individual requirements. For over 160 years, Siemens has stood for technological excellence,

innovation, quality, reliability and internationality.

Siemens in Bangladesh

Siemens is one of the leading companies in the growing area of electrical engineering and

electronics sector in the world. This German electrical giant operates in 190 countries, creating

leading-edge innovations for better life, and driving profitability and corporate responsibility

around the globe.

Its association with this country began in 1956, and since then we have been involved in a

number of Bangladesh's major modernization and infrastructure development programs. Siemens

has been active in railway projects in the country since 1962. In 1968, it privileged to become the

first direct foreign investor to start a joint venture with the government to manufacture telephone

switches and sets. It has been quite successful in the power and energy sector of Bangladesh. In

1967, they actively involved in constructing the Ashuganj power plant and thus gained a major

market share of the country's power sector. And from the beginning, their medical systems and

9

solutions have been the country's technology of choice in the sector. Siemens Bangladesh Ltd. is

also playing a prominent role in Bangladesh by helping to establish the country's mobile network

infrastructure.

They have been operating in the country for more than 50 years, during which time they

established ourselves as a leading solution provider in Transportation System, Power

Transmission and Distribution, Medical Solutions, Power Generation, Power Distribution and

Lighting Solution in the electrical and electronics market, Automation and Drive, Industrial

Solutions and Services.

With a work force of around 120 people and comprising four business units, Siemens

Bangladesh Ltd. is providing the country's latest technologies and innovations.

Siemens have tremendous faith in the country's potential for further development and are

confident that we can provide various technological solutions for Bangladesh and its

modernization efforts.

The new "state-of-the art" headquarters in Dhaka facilitates easy access to our customers and

therefore create value through long-term partnership. This new office depicts Siemens' renewed

pledge to our enduring commitment to Bangladesh.

In fiscal 2012, Siemens received its first contract in the mobility area in Bangladesh: a contract

to install signaling systems for Bangladesh Railway. Siemens has been active in Bangladesh

since 1956, primarily in the energy and healthcare areas. Siemens Healthcare Sector has

supplied more than half the medical diagnostics equipment used in the countrys hospitals and

clinical laboratories.

10

Key Figures

In fiscal 2012 (October 1, 2011 September 30, 2012), Siemens sales to customers in

Bangladesh amounted to more than EUR 131 million and new orders totaled EUR 69.5 million.

Siemens currently has about 110 employees in Bangladesh.

History

Siemens association with Bangladesh began in 1956, and the company has since been involved

in a number of major modernization and infrastructure development programs. Siemens has been

active in railway projects in the country since 1962. The company has long been a major player

in the energy area. Siemens medical products, systems and solutions have been the country's

technology of choice in the healthcare area.

Key Project

The Energy Sector signed a contract with Hyundai Engineering Co. Ltd. to build a compressor

station for Gas Transmission Company Limited (GTCL), a company belonging to Petrobangla,

Bangladeshs national oil company. Under the contract, Siemens will supply gas turbines and gas

boosters for pipelines and provide all the technical services needed to complete the project.

From a small back building workshop in Berlin to a global firm - there are few industrial

corporations that can look back on such a long history of success as we can.

In fiscal 2012 (October 1, 2011 September 30, 2012), Siemens sales to customers in

Bangladesh amounted to EUR 10 million and new orders totaled EUR 19 million.

Siemens currently has about 120 employees in Bangladesh.

11

Siemens started its first business in Mobility with the Bangladesh Railway for developing its

signaling systems in fiscal 2012.

Siemens has been active in the country since 1956, primarily in the energy sector and

healthcare sectors. The healthcare sector has supplied more than half of the medical

diagnostic equipment used in the countrys hospitals and clinical laboratories.

Values and vision

To achieve the highest performance with the highest ethics, we integrate our vision and our

values related principles into daily business decision-making in our specific environment. We

know that our stakeholders, from customers, shareholders, employees, and suppliers to the

societies, in which we live in, expect nothing but the best from us.

Our vision: Siemens - The pioneer in

Energy Efficiency

Industrial Productivity

Affordable and Personalized Healthcare

Intelligent Infrastructure Solutions

Values : Highest performance with the highest ethics

Responsible: Committed to ethical and responsible actions

At Siemens, they are determined to meet and wherever possible, exceed all legal and ethical

requirements. Their responsibility is to conduct all business according to the highest professional

and ethical standards and practices: there must be no tolerance for non-compliant behavior.

12

The principles related to "Responsible" serve as the compass by which they navigate our way

through our business decisions. They must also encourage business partners, suppliers and other

stakeholders to adopt a similar standard of ethical behavior.

Excellent: Achieving high performance and excellent results

At Siemens they set themselves ambitious targets derived from our vision and verified by

benchmarks and give our all to achieve them. We stand beside our customers in the search for

perfect quality, coming up with solutions that exceed expectations. Excellence demands we

define a path of continuous improvement, constantly challenging existing processes. It also

requires us to embrace change so we are in the right place when new opportunities open up.

Excellence also means attracting the best talent in the marketplace and giving them the skills and

opportunities they need to become high-achievers. We are committed to living a high-

performance culture.

Innovative: Being innovative to create sustainable value

Innovation is a cornerstone of Siemens' success. They closely align R&D activities with business

strategy, hold key patents and have a strong position in both established and emerging

technologies. Our goal is to be a trendsetter in all of our businesses. They unlock the energy and

creativity of our employees, embracing the new and different. They are also ingenious and we

embrace this quality in all its varied meanings original, inventive and resourceful.

They are entrepreneurs whose innovations are successful on a global scale. They measure the

success of our innovations by our customer's success. They constantly renew our portfolio to

provide answers to societies' most vital challenges, enabling us to create sustainable value.

13

Management & Corporate Structure

Management

Corporate Structure

Indranil Lahiri

CEO and MD

Md. Bul Hassan

CFO

Executive Management

Business Sector

Industry Energy Healthcare Infrastructure

and Cities

Corporate Units

14

Industry Sector

Siemens Industry Sector is the worlds No. 1 supplier of manufacturing, transportation, building

and lighting systems. With the end-to-end automation technologies and a comprehensive array of

industry solutions, theyre increasing the productivity, efficiency and flexibility of our customers

in the industry and infrastructure segments.

Industry Automation

Industry Automation leads the world market in automation systems, low-voltage switchgear and

industrial software, offering from standard products for the manufacturing and process industry

to industrial automation solutions and systems for entire automobile production facilities and

chemical plants.

Drive Technologies

Drive Technologies supplies products and services for production machinery and machine tools.

Its integrated technologies cover the entire drivetrain and its modules, electrical and mechanical

components for the associated applications.

Products, systems, applications and services are for Integrated Drive Systems. Across a

bandwidth from 100 W to 100 MW, we are your competent partner offering everything from a

component to an optimum solution. Siemens assure maximum productivity, efficiency and

reliability.

15

Energy Sector

Products, solutions and services for the entire energy conversion chain from power generation

and transmission to distribution. Siemenss Energy Sector is the worlds leading supplier of a

wide range of products, solutions and services for power generation, transmission and

distribution as well as for the production, conversion and transport of the primary fuels oil and

gas. Theyre the only supplier worldwide with comprehensive knowhow encompassing the entire

energy conversion chain and, in particular, plant-to-grid connections and other types of

interfaces. They focus primarily on the requirements of energy utilities and industrial companies

particularly those in the oil and gas industry.

Fossil Power Generation

Fossil Power Generation offers highly efficient products and solutions for power generation

based on fossil fuels, ranging from individual gas and steam turbines and generators to turnkey

power plants.

Renewable Energy

Renewable Energy offers environmental friendly energy development, connecting a number of

activities in the wind energy business both for onshore and offshore wind parks, with highly

efficient, solid and reliable wind turbines.

Oil & Gas

Oil & Gas offers customer products and solutions used for the extraction, conversion and

transport of oil and gas.

16

Energy Service

Energy Service provides comprehensive services for complete power plants as well as rotating

machines such as gas and steam turbines, generators and compressors.

Power Transmission

Power Transmission offers products and solutions in the high-voltage field such as High Voltage

Direct Current, substations, switchgear and transformers.

Healthcare Sector

Siemenss Healthcare Sector is one of the worlds largest providers to the healthcare industry,

offering solutions based on core competencies and innovative strengths in diagnostic systems,

therapeutic technologies and knowledge processing including information technology and

systems integration. Their acquisitions in the field of laboratory diagnosis have made us the first

integrated healthcare company to combine imaging systems, laboratory diagnostics, treatment

solutions and healthcare IT rounded off by consulting and services. They offer single-source

solutions for the entire healthcare continuum from prevention and early detection to diagnosis,

treatment and follow-up care.

Imaging & IT

Providing imaging systems for early diagnosis, intervention as well as for more effective

prevention, systems from the Imaging & IT division are networked with high-performance

healthcare IT to optimize processes.

17

Diagnostics

In in-vitro diagnostics, we offer a broad portfolio of performance-driven diagnostics solutions

that provides more effective ways to assist in the diagnosis, monitoring and management of

diseases.

Workflow & Solutions

For fields in cardiology, oncology and neurology, this Division delivers solutions for womens

health, urology, surgery and audiology as well as turnkey solutions and consulting

Infrastructure & Cities

More than half the worlds population now lives in urban areas and the number of city dwellers

is increasing every day. With a portfolio comprising integrated mobility solutions, building and

security systems, power distribution equipment, smart grid applications and low- and medium-

voltage products, our new Infrastructure & Cities Sector offers sustainable technologies for

metropolitan centers and urban infrastructures worldwide. Combining the expertise of existing

businesses in our Industry and Energy Sectors, Infrastructure & Cities is well positioned to be a

major player in an addressable market of 300 billion.

As an integrated technology company, Siemens enables cities to improve energy efficiency, eco-

friendliness and quality of life.

Ever greater numbers of people want to live in cities and will do so. Today, over half of the

global population already lives in cities and this share will climb to 60 percent within 20 years,

18

an increase of 1.4 billion urban residents. In response to this growth, cities throughout the world

will have to massively invest in expanding their infrastructures.

Siemens Infrastructure & Cities Sector offers sustainable technologies for large urban centers

and their infrastructures. These include mobility solutions, building and security technologies,

power distribution systems, smart grid applications as well as low- and medium-voltage

products.

Smart Grid

It is time to bring knowledge to power. Their smart grid technologies increase energy system

efficiency. They offer innovative medium-voltage components and systems, efficient solutions

for energy automation, and services for electrical systems and networks.

Low and Medium Voltage

Whether in industrial plants or functional buildings, every technical system depends on its

reliable supply with electric power. Even short failures have severe consequences. Siemens low

and medium voltage components facilitate the competent control over your systems whatever

the specific power distribution requirements may be.

Mobility

Siemens network various transportation systems in order to move people and goods efficiently.

In doing so, they combine expertise in operation management systems for rail and road traffic

with solutions for airport logistics, postal automation and rail automation for mass transit,

regional and long distance service.

19

Building Technologies

Building Technologies offers various products and solutions such as intelligent building

systems, heating and air conditioning, ventilation, access control, intrusion, and danger

management in its four business areas - building automation, HVAC products, security &

safety and fire safety.

HRM at Siemens Bangladesh Limited

HR department of Siemens Bangladesh Limited is always concerned about their employees.

They treat every individual as an asset to the company and take necessary steps to retain them.

They assure that employees get proper attention and they are trained to develop themselves and

to improve their skills. This helps Siemens Bangladesh limited (SBL) to prepare employees for

achieving their goal. The growth of Siemens all around the world has provided promising prospects for

all competent and highly motivated employees in a continuous manner. They provide rich HR practices

and offer the employees competitive compensation package to attract and retain potential employees in

the company.

Working environment in SBL is very much cooperative and friendly so that they feel

comfortable while working. Siemens believe in ensuring a working environment where management

and employees put combined effort towards the growth of the company. Maintaining the global culture

SBL is the place to work where a favorable working environment is prevailed to showcase employees

talents and allows stretching ones abilities to the fullest. Support, encouragement and leadership one can

expect to receive from his/her Managers in every step.

20

Human Resource Management Policy

Siemens Bangladesh Limited is one of the regional companies of SIEMENS AG where the

employees are diverse in aspect of their religious belief, nationality, race & gender. To ensure the

equal opportunity policy, the company is committed to treat every employee with respect, fair

judgment and assess with their performance & capabilities.

The SBL human Resource practices determine to ensure every employees growth with highest

potentiality by providing a healthy & competitive work environment where the employee gets

opportunity to excel their knowledge & skills .It also ensures the appropriate career opportunities

in line with the capabilities & performance through Siemens Performance Management Process.

The main objective is to provide an honest & open communication practice in order to retain

highly motivated workforce who are entirely dedicated towards their respective job

responsibilities in order to obtain company objectives.

SBLs motto is to achieve highest performance with highest ethics. So the HR of SBL needs to

consider the fact that in every step of the HR process how it can add value to get the best and

qualified human resources keeping in the mind its ethical standard and policies. As we know the

organizational performance can be only be achieved if the HR process is effective & efficient.

21

PART-B: RESEARCH PAPER

Significance of the Study

The main aim of the study was to understand if succession planning and talent management have

any effect on organizational performance. The result from the research may help organizations to

find out how to increase organizational performance. If there is a relation among the variables it

may help the organizations to get better outcomes than they are having now by improving or

implementing any of the programs. Succession planning is done for a specific position where the

focus is preparing an eligible employee by training him or any other way so that he or she is

ready to fill a position immediately after it is vacant. Talent management is for an individual

employee development. It does not focus on a position rather on individual employees. These

employees are being trained, mentored or involved in other necessary programs for their

individual development to accomplish their responsibilities efficiently.

In a country like Bangladesh least is done to improve organizational performance. In public

sectors of Bangladesh both Succession Planning and Talent Management programs are not

maintained. As bureaucracy system is followed everywhere they do not happen to think about

their employees who actually are responsible of the outcome of the company.

In private sector organizations they are aware of these components and practice them at least in

minimal level to keep motivated their employees in the organization. Even in the banking sector

if not practiced these two programs they make sure to use incentives for their employees. Talent

management is followed in almost every organization. They make sure that every employees

talent is recognized and used in a proper manner to utilize the talent through training or other

necessary programs. Multinational companies operating in Bangladesh practice these two

22

components very seriously and they give importance to these programs. They understand if they

practice them it can increase employee productivity and performance of the organization at the

same time.

Organizations not using succession planning or talent management or both, they suffer from

weak performance and blame the employees but proper planning and implementing them they

can make sure employees are ready to move on to a new position through succession planning.

Organizations need to recognize the unique talents of the employees and utilize them to bring out

the best input from them which can lead to better organizational performance.

Statement of the Problem

Succession planning is a plan an organization uses to fill its most critical leadership and

professional positions. It involves forecasting vacancies, developing a talent pool, and selecting

the right personnel for those critical positions in order to support the organizations strategy.

Succession planning also details processes for transferring institutional knowledge and

preserving institutional memory. These plans have been used for decades in the private sector,

but are less likely to be developed or implemented in the public domain. (Garman & Glawe,

2004)

Some researchers explained succession planning as a systematic effort to help managers, who

needs to identify a pool of high-potential candidates, develop leadership competencies in those

candidates and then select leaders from the pool of potential leaders. Others have referred to it as

a strategic, systematic, and deliberate activity to ensure an organization's future capability to fill

vacancies without patronage or favoritism (Mamprin, 2002).

23

An important issue in the field of human resource management is succession planning. Finding

the methods of developing the talent management programs and finding the important elements

of succession planning programs is the concerns of many researches (Johnson, Costa, Marshall,

Moran, and Henderson, 1994).

Organization systems and process often fail to support the organization vision and strategy. As a

result, organizations focus on, and measure, the wrong things. For example, the performance

management system may rely on general measures that communicate little information, and thus

it may not recognize or hold people accountable for the specific behaviors required to respond to

customer needs. (Owen, Mundy, Guild and Guild, 2001)

Todays environments are changing rapidly that organizations are facing serious unpredictability

and uncertainty, which sometimes causes instability in the business operations. In this unstable

environment, organizations need to rely on the most important assets: their people. Organizations

need to strategize to motivate and connect their employees in order to create competitive

advantage and achieving higher profitability. Organizations may consider methods like

succession planning and management to promote their employees knowledge, skills, talents, and

capabilities to tackle problems created by the challenging environments (Mehrabani and Mohamad,

2011).

In todays dynamic world where competition is high, work is fluid, environment is unpredictable,

organizations are flatter, and the organizational configuration frequently changes, the old view of

succession planning by defining specific people for the specific job does not work. Nowadays,

organizations need a group of high potential people at all levels of their organizations.

Developing general competencies, creating flexibility and creating the leadership potential at all

organizational levels is a wisely action in todays organizations (Bucher and Kelly, 2005)

24

Since succession planning and management is a process and a system, like any other human

resource activities it need to be properly implemented in business organizations. As pointed by

the researches in the review, there are benefits and returns achieved by firms that had implement

successful succession planning and management. (Mehrabani and Mohamad, 2011)

Purpose of the Study

The purpose of the study is to-

a) Measure the practice of Succession Planning and its impact on Organizational

Performance.

b) Measure the practice of Talent Management and its impact on Organizational

Performance.

c) Disclose the relation between the variables and find out the impact of dependent

variables on independent variable.

d) Test the hypothesis regarding the relation the independent variable which is

Organizational Performance and two dependent variables which are Succession

Planning and Talent Management.

e) Use the study to recommend better succession planning approaches, so that overall

organizational performance can increase and help the company get better performance

from the employees.

25

Literature Review

Succession Planning

Succession planning is the process by which an organization seeks to ensure future

success and vitality (Dodd & Simons, 2005), by promoting key individuals who

understand the organizations vision, its intended direction, its opportunities and

competitive challenges, and the current and projected business climate (Nowack, 1994,

p. 51).

Leibman et al. (1996) called on executives to modify their approach to succession planning to

assure that it remains a relevant means of regenerating corporate leadership. Leibman et al.

(1996) pointed out the most important goal of succession planning must become the

development of strong leadership teams. They described changes needed in succession planning

approaches and named the new or changed approach succession management.

The effects of principal succession on school performance and change have been examined

(Hargreaves et al., 2003); also, the succession of principals has been investigated to some extent

through the lens of socialization theory (Bengtson et al., 2010; Hart, 1991, 1993).

According to Kimball (2006), succession planning is defined as a dynamic, ongoing process of

systematically identifying, assessing and developing leadership and management talent: and

assessing, developing and recognizing key contributors to meet future organizational strategic

and operational needs (Carl: 2006. Corrections today, Goliath Business Knowledge, 2006).

Succession planning and talent management provide organizations with a method to address

issues such as the close to retiring employees and staff turnover. In todays aggressive market it

is very important for organizations to take steps to attract, develop and retain employees that

have the potential to be strong leaders (Krauss: 2008).

26

Succession is a challenging endeavor even in the best scenarios. If you have a business you care

about, you need a plan. In my experience, many business owners have a broad vision of where

their company will be when they leave, but only about one-fourth of them have a solid plan

(Rawls, 2005).

Succession planning perpetuates an enterprise by filling the pipeline with high-performing

people to assure that every leadership level has an abundance of these performers to draw from,

both in the present and in the future (Charan et al, 2001).

According to Harrison, McKinnon & Terry (2006, p. 22), succession planning refers to a

systematic process of developing individuals to fill an organizations key roles. When an

organization has a well-planned succession planning and management program, there are a

number of qualified people available who are prepared to transition into a number of leadership

roles (Harrison, McKinnon & Terry, 2006; Bonczek & Woodward, 2006).

It is a proactive approach of filling future organizational needs of internal supply and Promotions

of employees and for ensuring the continuity of talent within the organization for all critical

positions (Christee, 2007).

The main aim of succession planning that distinguishes it from workforce planning is to have

right leadership at all key positions in all organizational levels (Dessler, 2008).

In a general definition, succession planning is a fundamental structure that takes into account the

organizations resources for the protection and development of high potential employees

(Johnson, Costa, Marshall, Moran, Henderson, 1994).

27

Organizational Performance

One of the important questions in business has been why some organizations succeeded while

others failed. Organization performance has been the most important issue for every organization

be it profit or non-profit one. It has been very important for managers to know which factors

influence an organizations performance in order for them to take appropriate steps to initiate

them. However, defining, conceptualizing, and measuring performance have not been an easy

task. Researchers among themselves have different opinions and definitions of performance,

which remains to be a contentious issue among organizational researchers (Barney, 1997). The

central issue concerns with the appropriateness of various approaches to the concept utilization

and measurement of organizational performance (Venkatraman & Ramanuiam, 1986).

Researchers among themselves have different opinions of performance. Performance, in fact,

continues to be a contentious issue among organizational researchers (Barney, 1997). For

example, according to Javier (2002), performance is equivalent to the famous 3Es (economy,

efficiency, and effectiveness) of a certain program or activity. However, according to Daft

(2000), organizational performance is the organizations ability to attain its goals by using

resources in an efficient and effective manner. Quite similar to Daft (2000), Richardo (2001)

defined organizational performance as the ability of the organization to achieve its goals and

objectives. Organizational performance has suffered from not only a definition problem, but also

from a conceptual problem. This is what Hefferman and Flood (2000) stated.

In pre-modern organizations, the participants were wholly contained in their organizations, and

their rights and interests were determined by their membership which was built on a strict

hierarchy (Scott, 2003). Over time, individuals gained rights, corporate actors also gained rights,

and both were allowed to pursue their interests under a charter given by the organization, (Scott,

28

2003). Traditional notions of organizational performance were focused on productivity, profit,

growth, and stability under a rational system. The emerging notions of organizational

performance focus on quality, durability, and customer satisfaction (Scott, 2003). Both

traditional and emerging notions of organizational performance are influenced by external

environments which require quality in processes and finished products. Measuring organizational

effectiveness requires a set of standards, indicators, work sampling size, and evaluation of the

samples against a defined standard (Scott, 2003).

While subjective self-rating performance measures have been criticized in the management

literature (Thornton, 1968), there is empirical evidence to suggest that the associated halo effect

is over-rated and that self-rating provides a more accurate measure of performance than objective

upper management (superior) ratings (Heneman, 1974; Viswesvaran Schmidt and Ones, 2005).

Dunk (1993) argues that upper managers may only have fragmented knowledge of the job

behaviors of their subordinates because managers have limited personal contact with

subordinates, and that limited personal contact is restricted to particular situations. Given that

there are many precedents in organization research for using subjective self-rated performance

measures (e.g. Douglas and Judge, 2001, Powell, 1995), we feel the use of the Govindarajan and

Guptas (1985) performance instrument is justified. This instrument measures performance along

a multiplicity of dimensions rather than on any single dimension and utilizes the degrees of

importance of each dimension as weights to calculate the overall performance measure. The six

dimensions include both financial and non-financial criteria, for example, achievement of budget

targets, quality of output, new product development and cost reduction.

29

Talent Management

The concept of talent management first emerged in 1998 in response to a published paper by

McKinsey consulting in the USA entitled The War on Talent (McKinsey, 2001). Talent is

defined as natural or innate aptitudes or characteristics which are separate from learned

knowledge or skills - for example, an innate talent for art or sport which can be further developed

and enhanced with practice and learning.

In relation to the workplace, talent is described as the personal qualities of those individuals

who can make a difference to organizational performance either through their immediate

contribution or, in the longer-term, by demonstrating the highest levels of potential (CIPD,

2012). The characteristics of talent within the workplace are wide ranging and dependent on the

individual company but can involve skills, knowledge, cognitive ability and potential.

Employees values and work preferences are also of major importance in identifying talent.

Despite the lack of a universal definition of talent appropriate to all industries and companies, all

require knowledge of what talent is needed, how to identify it and how best to develop it

(Stewart, 2006) and it is the processes involved in this that are known as Talent Management.

Talent management is the additional management processes and opportunities that are made

available to people in the organization who are considered to be talent (Ashridge consulting,

2007; Likierman, 2007).

Talent management can be a planning tool for human resource management, as a planning tool

talent management looks very similar to workforce planning, but where HR will experience a

real opportunity for contribution to the organization is in the quality of implementation

supporting the plan. Talent management is the systematic attraction, identification, development,

engagement/ retention and deployment of those individuals who are of particular value to an

30

organization, either in view of their high potential for the future or because they are fulfilling

business/operation-critical roles. (McCartney, 2006; Cappell, 2008).

Talent management is a combination of typical human resource department practices activities

expert areas such as recruiting, selection, deploying, development, retention, career progression

and succession management (Byham , 2001).

Talent management is a systematic process that describes dynamic interaction between many

functions and processes. Talent management is about attracting, identifying, recruiting,

developing, motivating, promoting and retaining people that have a strong potential to succeed

within an organization and definitely increases the performance of the organization (Van Dijk,

2008).

Talent management and global talent management in particular, are increasingly cited in research

studies as a new strategic cornerstone (Boudreau & Ramstad, 2002; Cappelli, 2008; Farndale et

al., 2010; Frank et al., 2004). Many argue that effective talent management constitutes an

essential competitive tool for organizations worldwide (Beechler & Woodward, 2009; Boudreau

& Ramstad, 2004). The intensely competitive and volatile business environment essentially

forces organizations to draw on their human capital to survive, succeed, and gain a competitive

advantage (Farndale et al., 2010; Holland et al., 2007; Kontoghiorghes & Frangou, 2009; Makela

et al., 2010). At the same time, practitioners realize that traditional approaches to gaining a

competitive become inadequate in the new dynamic context and explore new approaches to

talent management to enhance their competitiveness (Cappelli, 2008; Holland et al., 2007;

Mellahi & Collings, 2010).

31

Organizational Performance and Succession Planning

Succession planning is defined as the drive to employ high-potential individuals for different

leading posts in every organization with the purpose to maintain the leadership high quality for

now and future given the existing constraints (Charenet, 2001, p176). HRD managers are

expected to be involved with the creation of learning environment through HRD tools (Rao,

2007). In that sense they are concerned with development rather than traditional personnel

functions.

Succession planning and management includes replacement planning; however, it also involves

the development of leadership capabilities with an emphasis on change and teamwork (Groves,

2003; Karaveli and Hall, 2003; Leibman et al., 1996). It is proactive and attempts to ensure the

continuity of leadership by cultivating talent from within the organization through planned

development activities. It should be regarded as an important tool for implementing strategic

plans (Rothwell, 2010).

There is abundant evidence (Carretta, 1992; Gutteridge et al.,1993; Pattan,1986; Sahl 1992;

Walker, 1998; Wallum 1993) that companies with formal succession plan for their top

managerial posts enjoy a higher return on investment(ROI) than those that do not have one. The

advantage is even greater for firms that adopt plans covering the managers two tiers below the

top (Carretta, 1992).

Strategic management succession plans enable firms to specify managerial functions and

performance standards, ensure continuity in management practices, identify outstanding

candidates for senior management posts, and satisfy the aspiration of employees for career

advancement (Pattan, 1996).

32

By implementing a succession program firms can lower turnover rates, improve staff morale, and

promote the most highly qualified employees to key positions (Johnson et al., 1994). In addition,

the outcome of human resources may differ not only between firms that do or do not adopt

succession plans but also between firms that adopt more sophisticated programs and those that

adopt less sophisticated ones (Gutteridge et al.,1993).

Firms carry out succession plans with varying degrees of skill and sophistica tion. Classifying

plans by level of sophistication, suggests that firms could avoid the turmoil and confusion that

surround the departure of top managers by implementing an optimal succession plan.(i.e. one

embodying the highest level of sophistication). By adopting a comprehensive, well designed

succession plan a firm can strengthen its human resource function and more effectively tap the

full potential of its human resources (McConnell, 1996 and Sahl, 1987).

Organizational Performance and Talent Management

The impacts of talent management practices on organizational performance have led to a number

of studies which associated the impact of HR practices to firm outcomes. All businesses need a

wide variety of people with the most potential to deliver new sources of competitive advantage.

In order to create and sustain a culture of excellence, having a comprehensive talent management

system is the key of success. Chambers, et al. (1998) wrote that organizations need to elevate

talent management to a burning corporate priority. Talent management needs to be seen as

essential for achieving the organization's goals and objectives if it mange properly in a

comprehensive way.

So, accordingly, investment in various HR practices have been linked to firm's business

performance such as: training (Russell, Terborg and Powers, 1985), selection and staffing

33

(Terpstra, Rozell, 1993), appraisal (Borman, 1991), and compensation (Gerhart and Milkovich,

1992). Organizations will need to develop formalized and effective policies and practices across

all of the primary human resource areas. In order to effectively recruit and retain scarce labor,

organizations need to create and perpetually refine employee value proposition organizations that

are able to successfully recruit and retain valued employees (Ashton and Morton, 2005).

The field of talent management is lacking rigorous academic research to establish what

constitutes effective talent management and how it can influence organizational performance

(Collings & Mellahi, 2009; Makela et al., 2010; McDonnell et al., 2010). Even very recent

publications take a rather theoretical approach on the issue, trying to define and distinguish talent

management from human resource management (see for example Boudreau & Ramstad, 2004;

Cappelli, 2008; Collings & Mellahi, 2009; Farndale et al., 2010; Lewis & Heckman, 2006;

Makela et al., 2010; Ready & Conger, 2007). A review of these studies shows that most are

theoretical or descriptive essays, while empirical evidence is limited to descriptive statistics or

qualitative case study explorations (Beechler & Woodward, 2009; Glen, 2006; Holland et al.,

2007; Tarique & Schuler, 2010).

Many MNCs utilize competency maps to guide competence development and provide a common

language around which to discuss talent development needs (Isrealite, 2010). These maps or

frameworks are typically standardized across all units of the organization and are used to identify

individual and business unit development needs. There is a set of mixed views concerning the

use of competency models especially in the context of identifying and developing high potentials

(Hollenbeck et al., 2006). However, they are very popular in many organizations. Competency

models typically articulate behavioral standards that frequently look to the past rather than the

future (Tornow and Tornow, 2001).

34

The impacts of talent management practices on organizational performance have led to a number

of studies which associated the impact of HR practices to firm outcomes. All businesses need a

wide variety of people with the most potential to deliver new sources of competitive advantage.

In order to create and sustain a culture of excellence, having a comprehensive talent management

system is the key of success (Abbasi, Sohail, Cheema and Syed, 2010).

Organizations need to elevate talent management to a burning corporate priority. Talent

management needs to be seen as essential for achieving the organization's goals and objectives if

it mange properly in a comprehensive way (Chambers, et al., 1998)

Talent management ensures organizations that right people with fit skills located at right place to

access business strategy. In fact, talent management include complete set of process for

recognize, managing people for successful of business strategy that organization used it

(Ballesteros, 2010).

Conceptual Framework

Dependent Variable

Independent Variable

Organizational

Performance

Talent Management

Succession Planning

35

Hypothesis

1. There is relationship between Organizational Performance and Succession Planning

2. There is relationship between Organizational Performance and Talent Management

Research Question

1. Is there any relationship between Organizational Performance and Succession

Planning

2. Is there any relationship between Organizational Performance and Talent

Management

Methodology

Descriptors of Research Design

1. The degree to which the research question has been crystallized is formal study. This is

formal study because it was studied beyond developing hypothesis and research question.

This study further tests developed hypothesis empirically.

2. In this study the method of data collection is communication study as data was collected

by questioning employees working in different organizations, through structured

questionnaire.

3. The purpose of the study is causal explanatory, because the study explains how

organizational performance varies depending on succession planning and talent

management in an organization.

36

4. This study is Ex post facto, because here the variables are not manipulated but are

presented on the basis of actual feedback of the samples.

5. In this study samples were interviewed for once, so this is a cross-sectional study on the

frame of this time dimension.

6. The researcher conducted practical interviews with the samples and collected the data.

So, the research environment here would be field conditions.

7. The tropical scope breadth and depth- of the study is statistical study as it emphasizes

more on breadth. Here, a sample is used to generalize either succession planning and

talent management in an organization actually influenced the organizational performance.

To do so sample is used and from their feedbacks the overall pattern is tried to be

generalized.

8. The study was conducted by actual routine because the samples here were aware of the

purpose of interviewing them.

Research Instrument

To find out and analyze how organizational performance varies with succession planning and

talent management both primary and secondary data was used. For collecting primary data a

questionnaire containing ten questions was used. Employees were provided the questionnaire so

that the influence of the two dependent variables on the independent variable can be found. The

survey questionnaire has two parts. In the first part demographic characteristics of the respondents

such as age, gender and occupation is mentioned. In the second part, questions contained regarding

all variables of the conceptual framework. To measure the organizational performance and talent

management four questions were used for each of them. For relational succession planning two

questions were used. For all the questions asked, likert scale was used. All answers to the

37

question are Strongly disagree, Disagree, Neither Agree nor Disagree, Agree and

Strongly Agree. All are five point likert scales ranges from 1 (Strongly Disagree) to 5 (Strongly

Agree).

Sample Size

40 employees were chosen who are working in different organizations where succession

planning and talent management is done.

Sampling Method

To conduct the sampling, random probability method were selected where every individual of

the population had equal chance of being selected for the survey.

38

Data Analysis

Descriptive Analysis

Demographic analysis

Table: 1

In this study a sample size of 40 were used where 62.5% of them were male respondents and

only 37.5% were female respondents.

Table: 2

age

Frequency Percent Valid

Percent

Cumulative

Percent

Valid

20-30 15 37.5 37.5 37.5

31-40 17 42.5 42.5 80.0

41-50 7 17.5 17.5 97.5

51 and above 1 2.5 2.5 100.0

Total 40 100.0 100.0

Gender

Frequency Percent Valid

Percent

Cumulative

Percent

Valid

Male 25 62.5 62.5 62.5

Female 15 37.5 37.5 100.0

Total 40 100.0 100.0

39

Most of the respondents in the survey were aged between 31-40 years, which is 42.5% of the

sample size. In second was the age group between 20-30 years Employees working in different

organization that represented 42.5% among them. At third is the age group of 41-50 years which

is 17.5% of the total respondents. Only 2.5% respondents were aged 51 years and above.

Table: 3

gender * age Crosstabulation

Count

age Total

20-30 31-40 41-50 51 and

above

gender

Male 9 10 5 1 25

Female 6 7 2 0 15

Total 15 17 7 1 40

In this table an analysis has been done using cross tabulation. According to this there were 9

male respondents and 6 female respondents within the age group 20-30 years. Total respondents

in this group are 15. Then, there were 10 male respondents and 7 female respondents within the

age group 31-40 years. Total respondents in this group are 17. In the age group 41-50 years there

were 5 male respondents and 2 female respondents and a total number of 7 respondents. There

were only 1 male respondent in the age group 51 years and above.

Reliability Analysis

40

In this section reliability of the questions fixed for certain variables are measured. Cronbachs

Alpha Value should be between 0.5-0.6 which is sufficient to declare the reliability. I f the value

comes 0.7 and above it is desirable because it represents that the questions selected to measure a

certain variable is perfect or correct. Cronbachs Alpha value cannot be negative. If it is negative

it is not reliable.

Table: 4

Reliability Statistics

Cronbach's

Alphaa

N of

Items

-.009 4

a. The value is negative

due to a negative average

covariance among items.

This violates reliability

model assumptions. You

may want to check item

codings.

To measure the reliability of the first variable four questions were selected. After the reliability

analysis it shows Cronbachs Alpha value as negative. The value is -.009 which shows that these

questions are not reliable to measure the variable.

Table: 5

41

Item-Total Statistics

Scale Mean

if Item

Deleted

Scale

Variance if

Item Deleted

Corrected

Item-Total

Correlation

Cronbach's

Alpha if Item

Deleted

practice effective two

way cmn

11.3000 .882 .133 -.288a

clear sense of direction 11.1750 1.071 .015 -.039a

rapidly adapt needed

org changes

11.5250 1.128 -.061 .096

effective planning at all

levels

11.3750 1.266 -.094 .125

a. The value is negative due to a negative average covariance among items. This

violates reliability model assumptions. You may want to check item codings.

The above table shows that if question number three or four is deleted from the reliability test the

value for Cronbachs Alpha will come as a positive number.

42

Table: 6

After deleting the third question from the list of the questions the Cronbachs Alpha value is

.096, which is a positive number. Still it is less than 0.5. It means that the scales are very poor.

They are not good enough to be used to measure such variable.

Table: 7


Cronbach's

Alpha

N of

Items

.359 4

For the second variable Cronbachs Alpha value is 0.359. This number resembles that this scale

is also not so good to measure the reliability of the variables.


Cronbach's

Alpha

N of

Items

.096 3

43

Table: 8


Cronbach's

Alpha

N of

Items

.195 2

Cronbachs Alpha is 0.195 for the third variable. As it is less than 0.5 it is not a good scale to

measure relational recovery preference.

Hypothesis Testing

Spearman Correlation

Table: 9

Correlations

Organization

al

Performance

Succession

Planning

Spearman's rho

Organizational

Performance

Correlation

Coefficient

1.000 -.066

Sig. (2-tailed) . .686

N 40 40

Succession Planning

Correlation

Coefficient

-.066 1.000

Sig. (2-tailed) .686 .

N 40 40

44

The table shows the value of (rho) is -.066 and value of (alpha) is .686. To find out if

variables have any relationship between them it has to be (rho) 0 and (alpha)

45

table both the conditions are not fulfilled, only one condition is fulfilled which is (rho) 0. So,

there is no relationship between Organizational Performance and Talent Management.

Pearson Correlation

Table: 11

Correlations

Organizational

Performance

Succession

Planning

Organizational

Performance

Pearson Correlation 1 -.114

Sig. (2-tailed) .484

N 40 40

Succession Planning

Pearson Correlation -.114 1


N 40 40

The value of Pearson correlation here is -.114. The values of the Pearson Correlation

range from -1 to +1 with negative numbers representing a negative correlation (as one

variable increases, the other variable decreases) and positive numbers representing a

positive correlation (as one variable increases, the other also increases). The closer the

46

value is to -1 or +1, the stronger the association is between the variables. Here the

value is in the range. So, there is relationship between the variables.

Table: 12

Correlations

Organizational

Performance

Talent

Management

Organizational

Performance

Pearson Correlation 1 .009


N 40 40

Talent Management

Pearson Correlation .009 1


N 40 40

The value of Pearson correlation here is .009. The values of the Pearson Correlation

range from -1 to +1 with negative numbers representing a negative correlation (as one

variable increases, the other variable decreases) and positive numbers representing a

positive correlation (as one variable increases, the other also increases). The closer the

value is to -1 or +1, the stronger the association is between the variables. Here the

value is in the range. So, there is relationship between the variables.

47

Regression Analysis

Table: 13

Model Summary

Mode

l

R R Square Adjusted R

Square

Std. Error of

the Estimate

1 .114a .013 -.013 .68186

a. Predictors: (Constant), Organizational Performance

In regression analysis R square values represent how much a dependent variable is explained by

the independent variable. Here the value for the R square is .013 which is 1.3%. It shows that the

dependent variable Succession Planning is related to the independent variable which is

Organizational Performance with only 1.3%.

Table: 14

Model Summary

Mode

l

R R Square Adjusted R

Square

Std. Error of

the Estimate

1 .009a .000 -.026 1.34771

a. Predictors: (Constant), Organizational Performance

In regression analysis R square values represent how much a dependent variable is explained by

the independent variable. Here the value for the R square is .000 which is 0.0%. It shows that the

dependent variable Succession Planning is related to the independent variable which is

48

Organizational Performance with 0%. It means that dependent variable is explained by

independent variable by 0%.

Findings

The study done in this research paper shows that there is no relation between organizational

performance and succession planning. There is also no relation between organizational

performance and talent management. This is based on Spearman correlation. If result is analyzed

it shows even if organizations implement succession planning or talent management or both it

would not have any effect on the performance of an organization. In this case, these programs are

not helpful to an organization. At present it may not have any relation with organizational

performance but if the organizations work on it there will be outcomes which will affect the

organizational performance.

According to the Pearson correlation there is relation between the dependent and independent

variables which are succession planning, talent management and organizational performance.

Many organizations are there which do not have succession planning or talent management

programs. As the Pearson correlation indicates that there is a relationship between the variables it

will help them to increase employee motivation and with these succession planning and talent

management program they can make their employees perform better which will lead to a better

performance of the organization. If succession planning is maintained and done by preparing

employees to fill any specific position it will bring better output as the employee is prepared and

trained to fulfill the duties and responsibilities required for that position. On the other hand,

talent management by an organization will help individual employees to improve and develop

49

themselves. This will help them as individual to perform their required responsibilities more

effectively and efficiently, which will lead to a better performance of an organization. In both

cases, performance of the organization is affected in a positive way by increasing the efficiency

and performance of an organization.

Conclusion

This research paper concludes the two components of organizational performance which are

succession planning and talent management. Connections between these three variables are

shown through hypothesis and conceptual frameworks. The results from the research show that

both succession planning and talent management can play a vital role in improving


With reliability testing reliability for the questions to measure the three variables were tested.

The hypothesis testing made sure, if the variables have any relation with each other, and lastly

regression analysis showed how much a dependent variable is explained by the independent

variable.

Succession planning can help a organization to fill the positions which is going to be vacant in

near future. Organizations prepare employees so that they fulfill the new responsibility given to

them. Talent management makes sure that employees having different talents are maintained and

retained through various trainings and other necessary programs. If used and practiced properly

succession planning and talent management can lead to a successful organization with great


50

References

A Mamprin, Next in Line: Five Steps for Successful Succession Planning, Washington, DC: The

Center for Association Leadership, 2002.

Ashridge Consulting. (2007). Talent management: maximizing talent for business performance,

chartered institute of management. www.ashridge.org.uk.

www.siue.edu/STACTV/SHRM.

Ashton, C. and Morton, L. (2005) Managing talent for competitive advantage. Human Resources

Strategic Review, 4(5), 28 31

Ballesteros Rodrguez S. 2010. Talents: the Key for Successful Organizations.

Barney,J.(1991). Firm Resources and Sustained Competitive Advantage,Journal of Management,

1 (17): 99-120

Beechler, S. and Woodward, I. C. (2009) The global 'war for talent', Journal of International

Management, 15, 273-285.

Borman, W. C. (1991) Job Behavior, Performance and Effectiveness. Handbook of industrial and

organizational psychology, (2), 271 326

Boudreau, J. W. and Ramstad, P. M. (2002) Strategic HRM measurement in the 21st century:

From justifying HR to strategic talent leadership, In CAHRS Working Paper

Series(Ed, Studies, C. f. A. H. R.) Cornell University ILR School, New York.

Boudreau, J. W. and Ramstad, P. M. (2004) Talentship and the evolution of human resource

management: From 'professional practices' to 'strategic talent decision science', (Ed,

Organizations, C. f. E.) Marshall School of Business, University ofSouthern California,

Los Angeles, CA.

51

Byham, W. C. (2001) Are leaders born or made? Workspan, 44(12), 56?60.

Cappell, P. (2008). Talent management for the twenty-first century. Harvard Business Review,

Vol 86, No 3.

Cappelli, P. (2008) Talent management for the twenty-first century, Harvard Business Review,

March, 1-9.

Caretta, A. (1992), Career and Succession Planning, in Mitrani, A., Dalzeil, M. and Fitt,

D.(Eds), Competency Based Human Resource Management, Kogan Page, London.

Chambers, E.G., Foulton, M., Handfield-Jones, H., Hankin,S.M. & Michaels, E.G. (1998) The

war for talent. The McKinsey Quarterly, 3, 44-57.

Chambers, E.G., Foulton, M., Handfield-Jones, H., Hankin,S.M. & Michaels, E.G. (1998) The

war for talent. The McKinsey Quarterly, 3, 44-57.

Chartered Institute of Personnel and Development (2012) Talent management: an overview,

CIPD, London. Available: http://www.cipd.co.uk/hr-resources/factsheets/talent-

management-overview.aspx (Accessed 3/10/12)

Christee Gabour Atwood (2007),Succession planning Basics ASTD Training Basics series,

ASTD press, Pg 1-4, October 2007

Collings, D. G. and Mellahi, K. (2009) Strategic talent management: A review and research

agenda, Human Resource Management Review, 19, 304-313.

Collins D.B. organization performance :the future focus of leadership development programs

J LEADERSHIP ORGAN . STUD.7 (2001)43-54

Daft,R.L.(2000). Organization Theory and Design. (7th ed.) South-Western College Publishing,

Thomson Learning. U.S.A.

52

Dessler, G. (2008), Human Resource Management (11thEdition), Pearson, Pearson Education,

Inc, 2008

Dodd, K. & Simons, C. (2005). Succession planning securing your organizations future.

Home Health Care Management & Practice, 17(5), 401-402.

Farndale, E., Scullion, H. and Sparrow, P. (2010) The role of the corporate HR function in global

talent management, Journal of World Business, 45, 161-168.

Friedman, S.D. (1986), Succession Systems in Large Corporations: Caharacteristics and

Correlates of Performance, Human Resource Management, Vol. 25 No. 2, pp. 191-213.

Garman, A. N., & Glawe, J. (2004), Succession planning, Consulting Psychology Journal, (56),

119128.

Gerhart, B. and Milkovich, G. T. (1992) Employee compensation: Research and practice.

Handbook on industrial and organizational psychology, 3, 481- 569

Glen, C. (2006) Key skills retention and motivation: The war for talent still rages and retention is

the high ground, Industrial and Commercial Training, 38, 37-45.

Groves, K.S. (2003), Integrating leadership development and succession planning best

strategies, Journal of Management Development, Vol. 26 No. 3, pp. 239-60.

Gutteridge, T.G., Liebowitz, Z.B. and Score, J.E. (1993), Organizational Career Development:

Benchmarks for Building a World-class Workforce, Jossey-Bass, San Francisco, CA.

Harrison, M., McKinnon, T. & Terry, P.(2006). Effective succession planning-How to design

and implement a succession plan. Training and Development, October 2006, 22-23.

Heffernan,M.,M.,&Flood,P.C.(2000). An Exploration of the Relationship between

ManagerialCompetencies Organizational, Characteristic and Performance in an Irish

organization. Journal of European Industrial Training. University Press, p128-136.

53

Hirsh, W. 2000, Succession planning demystified. Brighton: Institute for Employment Studies.

Holland, P., Cathy, S. and De Cieri, H. (2007) Attracting and retaining talent: Exploring human

resources development trends in Australia, Human Resource Development International,

10, 247-262.

Isrealite, L. (2010), Thinking about talent, in Israelite, L. (Ed.), Talent Management Strategies

for Success from Six Leading Companies, ASTD Press, Boston, MA, pp. 1-14.

J. E. Johnson, L. L. Costa, S.B. Marshall, M. Moran, and C. S. Henderson, succession

Management: A Model for Developing Nursing leaders, Nursing management, vol.25,

no.6, 1994.

J. Matthew Tropiano (May/June 2004), Effective succession planning, Available:

http://findarticles.com/p/articles/mi_m0QMG/is_3_33/ai_n6126616/?t ag=content;col1

Johnson, J.E., Costa, LL., Marshall, S.B., Moran, M.J. and Henderson, C.S. (1994),

Succession Management: a model for developing nursing leaders, Nursing

Management, Vol. 25 No. 6, pp 50-55

Karaevli, A. and Hall, D.T. (2003), Growing leaders for turbulent times: is succession planning

up to the challenge?, Organizational Dynamics, Vol. 32 No. 1, pp. 62-79.

Keith Owen, Ron Mundy, Will Guild and Robert Guild, Creating and sustaining the high

performance organization, Managing Service Quality Volume 11 . Number 1 .2001. pp.

1021

Kontoghiorghes, C. and Frangou, K. (2009) The association between talent retention, antecedent

factors, and consequent organizational performance, S.A.M. Advanced Management

Journal, 74, 29-36.

54

Kontoghiorghes, C. and Mano, R. (2010). Exploring the association between talent retention and

a set of antecedent and consequent factors in a telecommunications organization a

validation study. Manuscript in preparation.

Leibman, M., Bruer, R.A. and Maki, B.R. (1996), Succession management: the next generation

of succession planning, Human Resource Planning, Vol. 19 No. 3, pp. 16-29.

Lewis, R. E. and Heckman, R. J. (2006) Talent management: A critical review, Human Resource

Management Review, 16, 139-154.

Liebman, M., Bruer, R.A. and Maki, B.R. (1996), Succession Management: The Next

Generation of Succession Planning, Human Resource Planning, Vol.19 No.3, pp. 16-29

Likierman, A. (2007). How to measure the success of talent management. People Management,

Vol 13, No 4, 22.

Makela, K., Bjorkman, I. and Ehrnrooth, M. (2010) How do MNCs establish their talent pools?

Influences on individuals' likelihood of being labeled as talent, Journal of World

Business, 45, 134-142.

McCartney, C., & Garrow, V. (2006). The talent management journey. Research reports.

Horsham: Roffey Park Institute.

McConnell, C.R. (1996), Succession with Succession Planning, Health Care Supervisor, Vol.

15 No. 2, pp. 69-78

McDonnell, A., Lamare, R., Gunnigle, P. and Lavelle, J. (2010) Developing tomorrow's leaders

Evidence of global talent management in multinational enterprises, Journal of World

Business, 45, 150-160.

55

McKinsey & Company (2001) The war on talent, McKinsey & Company Inc, USA. Available:

http:// autoassembly.mckinsey.com/html/downloads/articles/War_For_Talent.pdf

(Accessed 3/10/12)

Mellahi, K. and Collings, D. G. (2010) The barriers to effective global talent management: The

example of corporate elites in MNEs, Journal of World Business, 45, 143-149.

Muhammad Umair Abbasi, Muhammad Sohail, Farooq-E-Azam Cheema and Nadeem A. Syed,

(2010), Talent Management as Success Factor for Organizational Performance: A Case

of Pharmaceutical Industry in Pakistan, Journal of Management and Social Sciences

Vol. 6, No. 2, pp. 74-83

Nowack, K M (1994). The secrets of succession. Training & Development, 48(11), 49-55.

Pattan, J.E.(1986), Succession Management, 2: management selection, Personnel, Vol. 63 No.

11, pp. 24-34

R. Bucher and M. Kelly (2005), Navigating through the Talent Management Jungle available:

http:dialogue.cenera.ca/articles.

Rao, T.V. (2007), Is it time to replace HRD managers by knowledge and learning managers?

available at: http//indianmba.com/ Faculty Column /FC525/fc525.html (accessed 23

March 2007)

Ready, D. A. and Conger, J. A. (2007) Make your company a talent factory, Harvard Business

Review, June, 1-10.

Ricardo,R.,&Wade,D.(2001). Corporate Performance Management: How to Build a Better

Organization Through Measurement Driven Strategies Alignment. Butterworth

Heinemann.

56

Rothwell W.J, 2005, Effective succession planning: ensuring leadership continuity and building

talent from within, 3rd edition, United Estates of America.

Rothwell, W.J. (2001). Effective succession planning-ensuring leadership continuity and

building

talent from within. Atlanta: AMACOM.

Rothwell, W.J. (2010), Effective Succession Planning: Ensuring Leadership Continuity and

Building Talent from Within, 4th ed., American Management Association, New York,

NY.

Rothwell, W.J. (2010). The future of succession planning. T+D, September 2010, 51-54.

Russell, J.S., Terborg, J.R. and Powers, M.L. (1985) Organisational performance and

organisational level training and support. Personnel Psychology, 38, 849 -863

Sahl, R.J. (1992), Succession Planning Drives Plant Turnaround, Personnel Journal, Vol. 71

No.9, pp.67-70

Scott, W. R. (2003). Organizations: Rational, natural, and open systems (5th ed.). Upper Saddle

River, NJ: Prentice Hall.

Shadi Ebrahimi Mehrabani and Noor Azmi Mohamad: International Journal of e-Education, e

Business, e-Management and e-Learning, Vol. 1, No. 5, December 2011

Tarique, I. and Schuler, R. S. (2010) Global talent management: Literature review, integrative

framework, and suggestions for further research, Journal of World Business, 46.

Terpstra, D.E. and Rozell, E.J. (1993) The relationship of staffing practices to organisational

level measures of performance. Personnel Psychology, 46, 27 -48

Van Djik, H. (2008) The talent management approach to human resources management:

attracting and retaining the right people.

57

https://repository.up.ac.za/upspace/handle/2263/8823 www. up.ac.za

Venkatraman,N.,&Ramanujam,V.(1986). Measurement of Business Performance in Strategy

Research: a Comparison Approaches. Academy of Management Review,11, 801-814.

Walker, J.W. (1998), Perspectives: do we need succession planning anymore?, Human

Resource Planning, Vol.21 No.3, pp. 9-11

Wallum, P. (1993), A broader view of succession planning, Personnel Management, Vol.25

No.9, pp. 42-55

58

Appendix

Survey Questionnaire

This research is conducted for academic purposes only. So please do not hesitate to answer. Your

information will be kept confidential.

Personal Information

1. Male Female

2. Age: 20-30

31-40

41-50

51 and above

3. Occupation _______________________

---------------------------------------------------------------------------------------------------------------------

1 2 3 4 5

Strongly Disagree Neither Agree Agree Strongly

Disagree nor Disagree Agree

59

Please circle the number, which most closely responds to your thinking.

1. My organization practice effective two-way

communications

2. My organization have a clear sense of direction

and focus

3. My organization rapidly adapt to needed

operational changes

4. My organization Practice effective planning at

all levels

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5 5. Place a high priority on workforce training and

development?

6. My organization conduct formal performance

appraisals on a regular basis

7. At my department my performance on the job is

evaluated fairly.

8. My organization has policies that encourage career

growth and developmental opportunities

9. My organization Builds a deep reservoir of

successors at every level

10. If you left your job tomorrow, someone in your unit

could immediately take over.

11. My organization has policies that encourage career

growth and developmental opportunities

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Thank you for your cooperation.

analysis on talent management

Documents

succession planning

bangladesh subject

talent management dear

report executive summary

data analysis

management corporate

mahbuba raiyan milky

energy sector