-
Effects Of Succession Planning On Organizational Performance
CHAPTER ONE -- [Total Page(s) 2]
Page 2 of 2
-
-
-
In today’s 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 today’s
organizations.
It has been usually agreed that the purpose of
researching is to identify a problem and provide adequate solution to
such particular problem confronting the organization. This research
therefore is expected to probe the likely problem associated with
succession planning and organizational performance with a special
reference to Flour Mills Nigeria Plc.
1.3 Objectives of the Study
The study will be conducted with the following objectives;
a. To investigate the effect of succession planning on organisational performance.
b. To explore the relationship between corporate leadership planning and organizational growth.
c. To examine if succession planning allows an organization to prepare for the absence of an individual.
d. To highlight the current challenges hindering corporate succession planning in Flour Mills Nigeria Plc.
1.4 Research Questions
The undertaking of this study will be guided by the following research questions:
1. Is succession planning a significant predictor of organisational performance?
2. What is the relationship between corporate leadership planning and organizational growth?
3. Does succession planning allow an organization to prepare for the absence of an individual?
4. What are the current challenges hindering corporate succession planning in Flour Mills Nigeria Plc?
1.5 Research Hypotheses
The following hypotheses will be tested in the course of this study:
Hypothesis 1:
Ho: Succession planning is not a significant predictor of organisational performance.
HI:Succession planning is a significant predictor of organisational performance.
Hypothesis 2:
Ho: There is no significant relationship betweencorporate leadership planning and organizational growth
HI:There is a significant relationship betweencorporate leadership planning and organizational growth
CHAPTER ONE -- [Total Page(s) 2]
Page 2 of 2
-
