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

Sebastian Muthama Muema,Lawrence Odollo

doi: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.

Highlights

Succession planning (SP) as understood today began in the late 1960s and early 1970s, when leading organizations adopted formal succession planning methods [1]
The results presented in figure 1 indicate that most local non-governmental organizations are focused on building corporate image while little attention is paid to employee satisfaction, employee retention and retaining institutional knowledge
The overall mean was 3.4616 and the standard deviation was 1.179. This implies the respondents somewhat did not acknowledge that there was enough effort made by the management to improve succession planning practices

Summary

Introduction

Succession planning (SP) as understood today began in the late 1960s and early 1970s, when leading organizations adopted formal succession planning methods [1]. The target of SP in this ancient perspective was the top leaders and business owners in the large organizations [4] This affirms that, in the early corporate years, succession planning was not accorded the attention it deserves in light of the critical role that employees play in an organization’s success [5]. SP is no longer just about replacing the key executives and entails strategic staff management in terms of their skills and abilities to deliver according to the expectation of the organization. This assures the organization of the availability at all times of a competent labor force that can help it to perpetually adapt, respond and succeed in a dynamic business environment [6]. For organizations to survive and excel in today’s highly dynamic and competitive business environment, they must have a dynamic and high potential

Methods

Results

Conclusion