Abstract
Tourism sector in Pakistan is facing a situation of severe crisis, plagued by poor management, lack of infrastructure, weak and ineffective policy and implementation. The looming cloud of terrorism has further diminished the role the sector could play in the country and the region’s development. Recent military operations against terrorist elements and the inauguration of China Pakistan Economic Corridor (CPEC) are being hailed as a new phase, bringing more opportunities for business. However, it may also bring new challenges to the existing industry as well. The Thailand tourism industry faced similar kind of situation but it sailed out. The current research paper examined the moderating effect of external environmental factors and relationship of Customer Relationship Management Effectiveness (CRMe) with business performance and business innovation. A sample of 382 respondents was selected. The respondents belonged to Tourism sector in Pakistan and Thailand. The responses were tested and analyzed using Structural Equation Modeling in AMOS. It was observed that Technological Turbulence, Market Turbulence and Competitive Intensity significantly moderate the relation of CRMe with business innovation and business performance. This study is significant as it highlights the importance of external environmental factors for business performance and innovation Vis a Vis the effectiveness of an organization’s CRM capability. Results of this study hold significant implications for policy makers and stake holders.
Highlights
Succession planning involves having the right employees in place at every level of the organization
The key aim of this research is to scrutinize the implementation of succession planning among non-academic staff in University A
In line with this objective, three main research questions are formed: First, What is the nature and characteristics of succession planning among non-academic staff in University A? Second, is there any relationship between the degree of clarity of the concept of succession planning and the implementation of succession planning among nonacademic staff in University A? Third, is there any relationship between managerial support towards succession planning and the implementation of succession planning among non-academic staff in University A? the objectives of this study were successfully achieved through distribution of surveys
Summary
Succession planning involves having the right employees in place at every level of the organization It is a systematic effort and process of identifying and developing employees for key managerial or professional positions to ensure business continuity (Adewale et al, 2011). A good Succession plan is supported by strategic HR systems such as Learning and Development of key talent, Recruitment and Selection of internal and external talent and Performance Management to drive competence excellent in identified talent. These key HR systems will enable a successful execution of the succession plan. Most of the organizations succession planning solely focus on senior key employees, yet other organization chooses to apply the same concepts and processes to specific groups of people and job
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