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Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya

Received: 11 October 2020     Accepted: 2 November 2020     Published: 9 November 2020
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Abstract

Succession planning in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the succession planning practices on performance of non-governmental organizations in Kenya. The study was motivated by recent collapse in non-governmental organizations in Kenya owing to leadership wrangles after the exit of key officials. A correlational research design was adopted for the study. The data was obtained from the council of NGOs in Kenya. The target population consisted of ten local non-governmental organizations located within Nairobi County. The unit of analysis was the employees working with these Non-governmental organizations. A sample of employees was drawn from the population. The study used purposive and stratified sampling to sample ten non-governmental organizations from which simple random sampling was used to get the sample size. The main instrument for collecting primary data was a questionnaire. Each participating organization filled 10 questionnaires. The statistical analysis included; descriptive statistics and inferential statistics to determine the strength of a relationship between variables to establish the strength of association between dependent and independent variables.

Published in Journal of Business and Economic Development (Volume 5, Issue 4)
DOI 10.11648/j.jbed.20200504.14
Page(s) 219-223
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

Performance, Succession Planning, Non-governmental Organizations, Stratified Sampling, Human Resource Management

References
[1] Johnson, R. D., Pepper, D., Adkins, J., & Emejom, A. A. (2018). Succession planning for large and small organizations: A practical review of professional business corporations. In Succession planning (pp. 23-40). Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-72532-1_3.
[2] Rothwell, William. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. 4th ed. New York: American Management Association.
[3] Bamberger, P., & Meshoulam, I. (2000). Human resource strategy: Formulation, implementation, and impact. Thousand Oaks, CA: Sage.
[4] William, R. (2015). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. (8th ed). New York, NY: American Management Association.
[5] Ali, Z., & Mehreen, A. (2019). Understanding succession planning as a combating strategy for turnover intentions. Journal of Advances in Management Research. https://doi.org/10.1108/JAMR-09-2018-0076.
[6] Nwosu E. (2014). Succession Planning and Corporate Survival: A Study of Selected Nigeria Firms. The International Journal of Business & Management, 2 (9), 74-92.
[7] Mohammad, Z., & Pirzad, A. (2016). Survey of Effects of Succession Planning Factors on Insurance Industry-Case Study: Asia Insurance Co. Journal of Administrative Management, Education and Training, 12 (6), 19-30.
[8] Groves, K. S. (2013). Integrating leadership development and succession planning best practices. Journal of Management Development, 26 (3), 239-253.
[9] Bolton, J., & Roy, W. (2014). Succession planning: securing the future. Journal of Nursing Administration, 34 (12), 589-593.
[10] Garg, A., & Van Weele, E. (2012). Succession planning and its impact on the performance of small micro medium enterprises within the manufacturing sector in Johannesburg, South Africa. International Journal of Business and Management, 7 (9), 96-107.
[11] Cheng, J. (2016). Preparing for Top Management Changes: The Relationship between Succession Planning Processes and Succession Outcomes. Strategic Management Society Annual Conference, Harvard Business School.
[12] Bozer, G., Kuna, S., & Santora, J. (2015). The role of leadership development in enhancing succession planning in the Israeli nonprofit sector. Human Service Organizations: Management, Leadership & Governance, 39 (5), 492-508.
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[15] Odengo, R. A., & Bett, S. (2016). Influence of Succession Planning Practices on Performance of Kenya Power Limited Company.
[16] Corbetta G., & Salvato, A. (2004). The Board of Directors in Family Firms: One Size Fits All?, Family Business Review, 17 (2), 119–134.
[17] Maragia, S. (2013). Effects of Succession Planning Programs on Staff Retention. Mediterranean Journal of Social Sciences.
[18] Hall-Ellis, S. D. (2015). Succession planning and staff development—A winning combination. The Bottom Line, 28 (3), 95-98. https://doi.org/10.1108/BL-05-2015-0007.
[19] Eshiteti, S. N., Okaka, O., Maragia, S. N., Odera, O., & Akerele, E. K. (2013). Effects of succession planning programs on staff retention. Mediterranean Journal of Social Sciences, 4 (6), 157. https://doi.org/10.5901/mjss.2013.v4n6p157.
[20] Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: a framework and typology. Personnel Review. https://doi.org/10.1108/PR-02-2016-0037.
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Cite This Article
  • APA Style

    Sebastian Muthama Muema, Lawrence Odollo. (2020). Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya. Journal of Business and Economic Development, 5(4), 219-223. https://doi.org/10.11648/j.jbed.20200504.14

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    ACS Style

    Sebastian Muthama Muema; Lawrence Odollo. Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya. J. Bus. Econ. Dev. 2020, 5(4), 219-223. doi: 10.11648/j.jbed.20200504.14

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    AMA Style

    Sebastian Muthama Muema, Lawrence Odollo. Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya. J Bus Econ Dev. 2020;5(4):219-223. doi: 10.11648/j.jbed.20200504.14

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  • @article{10.11648/j.jbed.20200504.14,
      author = {Sebastian Muthama Muema and Lawrence Odollo},
      title = {Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya},
      journal = {Journal of Business and Economic Development},
      volume = {5},
      number = {4},
      pages = {219-223},
      doi = {10.11648/j.jbed.20200504.14},
      url = {https://doi.org/10.11648/j.jbed.20200504.14},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20200504.14},
      abstract = {Succession planning in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the succession planning practices on performance of non-governmental organizations in Kenya. The study was motivated by recent collapse in non-governmental organizations in Kenya owing to leadership wrangles after the exit of key officials. A correlational research design was adopted for the study. The data was obtained from the council of NGOs in Kenya. The target population consisted of ten local non-governmental organizations located within Nairobi County. The unit of analysis was the employees working with these Non-governmental organizations. A sample of employees was drawn from the population. The study used purposive and stratified sampling to sample ten non-governmental organizations from which simple random sampling was used to get the sample size. The main instrument for collecting primary data was a questionnaire. Each participating organization filled 10 questionnaires. The statistical analysis included; descriptive statistics and inferential statistics to determine the strength of a relationship between variables to establish the strength of association between dependent and independent variables.},
     year = {2020}
    }
    

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    T1  - Influence of Succession Planning Practices on Performance of Local Non-governmental Organizations in Kenya
    AU  - Sebastian Muthama Muema
    AU  - Lawrence Odollo
    Y1  - 2020/11/09
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    DO  - 10.11648/j.jbed.20200504.14
    T2  - Journal of Business and Economic Development
    JF  - Journal of Business and Economic Development
    JO  - Journal of Business and Economic Development
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    EP  - 223
    PB  - Science Publishing Group
    SN  - 2637-3874
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    AB  - Succession planning in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the succession planning practices on performance of non-governmental organizations in Kenya. The study was motivated by recent collapse in non-governmental organizations in Kenya owing to leadership wrangles after the exit of key officials. A correlational research design was adopted for the study. The data was obtained from the council of NGOs in Kenya. The target population consisted of ten local non-governmental organizations located within Nairobi County. The unit of analysis was the employees working with these Non-governmental organizations. A sample of employees was drawn from the population. The study used purposive and stratified sampling to sample ten non-governmental organizations from which simple random sampling was used to get the sample size. The main instrument for collecting primary data was a questionnaire. Each participating organization filled 10 questionnaires. The statistical analysis included; descriptive statistics and inferential statistics to determine the strength of a relationship between variables to establish the strength of association between dependent and independent variables.
    VL  - 5
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Author Information
  • Department of Commerce, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

  • Department of Commerce, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

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