Abstract
Staff training and development strategies are considered a ‘sine qua non’ for a sustainable leadership succession in any organisation. This descriptive survey research design sought to ascertain the level of implementation of training strategies for leadership succession in small and medium scale construction companies in the study area. A questionnaire with 5-point rating scale was employed to elicit responses from 93 CEOs on staff training and development strategies including policies and procedure, opportunities, funding, and incentives and rewards for training. A hypothesis was formulated, and tested with t-Test, to determine any difference in the responses between the small and the medium scale companies under study. Results indicated that even though the respondents practiced some of the strategies without funding in the mean, they are generally indifferent to leadership succession through staff training. There was no significant difference in the mean responses of the small and the medium scale construction companies. It was recommended that the construction companies be more committed to effective leadership succession by organising and funding training workshops and seminars for staff.
Highlights
Training for transitions within organisations is a strategic process that provides opportunities for top talent to develop the skills necessary for future role as leaders, minimising succession gaps for critical position (Kim, 2010). Singer and Griffith (2010) have viewed that Training Strategies is among the few tools being used/needed for preparing tomorrows’ skilled employees and are used to strengthen organizational capabilities, intelligence, build organization knowledge, and sustain the organization competitive advantage
These items indicated that employees were allowed to train themselves with little financial support
Item 22 has its own mean ratings as 1.41 this mean rating shown that many of the companies under this study have not been allocating enough budget for the training implementation of their employee. These three items above i.e. items 4, 7 & 8 were the ones that indicate the seriousness of any construction company in training strategies as required in holding workshops, traning or allocate budgets for training of their employees as per leadership succession needs in order to have a continuous generational leadership
Summary
Training for transitions within organisations is a strategic process that provides opportunities for top talent to develop the skills necessary for future role as leaders, minimising succession gaps for critical position (Kim, 2010). Singer and Griffith (2010) have viewed that Training Strategies is among the few tools being used/needed for preparing tomorrows’ skilled employees and are used to strengthen organizational capabilities, intelligence, build organization knowledge, and sustain the organization competitive advantage. Organizations whether public or private have two distinguishable resources; the human and material. The former are the people, Http://www.ijetmr.com©International Journal of Engineering Technologies and Management Research [100]. Training programs are aimed at increasing productivity in organizations. Workers tend to stay longer in organizations if they obtain professional and personal development (Gaffney, 2005). Many organizations carry out Training programs without evaluating or measuring its impact on the employee performance and they are not able to determine the effectiveness of these programs, and whether they should be continued or not (Cunningham, 2007)
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