فراتحلیل موانع استقرار جانشین‌پروری
فراتحلیل موانع استقرار جانشین‌پروری
محورهای موضوعی : مدیریت دولتی
مرضیه عبدالرضایی
1
,
حمید رضائی فر
2
,
محمد محمدی
3
,
حسین حکیم پور
4
1 - دانشجوی دکتری گروه مدیریت دولتی ، واحد بیرجند، دانشگاه آزاد اسلامی، بیرجند، ایران.
2 - استادیار گروه مدیریت دولتی، واحد بیرجند، دانشگاه آزاد اسلامی، بیرجند، ایران
3 - استادیار گروه مدیریت دولتی، واحد بیرجند، دانشگاه آزاد اسلامی، بیرجند، ایران.
4 - استادیار گروه مدیریت دولتی ، واحد بیرجند، دانشگاه آزاد اسلامی، بیرجند، ایران
کلید واژه: جانشین‌پروری, مدیریت استعداد, موانع جانشین‌پروری,
چکیده مقاله :
امروزه مدیریت در سازمان‌های مختلف طی فرآیند جانشین‌پروری موفق به شناسایی استعدادها، توانایی‌ها و علاقه‌مندی‌های کارکنان درون سازمان و یا افراد خارج از سازمان می شوند؛ این امر موجب افزایش بهره‌وری سازمان می‌شود. لذا این تحقیق با هدف فراتحلیل موانع استقرار جانشین‌پروری انجام شده است. روش پژوهش، مرورسیستماتیک کمی یا فراتحلیل می باشد. در اين پژوهش، از روش هفت مرحله اي سندلوسكي و باروسو (2007) استفاده شده است. منابع مورد جستجو، اطلاعات علمی جهاد دانشگاهی و پایگاه نشریات کشور، اسکوپوس، امرالد، ساینس دایرکت و اسپرینگر بوده است. مقاله های مرتبط با کلیدواژه های تحقیق 124 مقاله منظور گردیده است که پس از بررسی عنوان تحقیق 74 مقاله برای چکیده مورد بررسی قرار گرفت که از این تعداد، 22 مقاله حذف شد و تعداد 52 مقاله برای بررسی متن کامل آنها وارد مرحله بعد شد که در نهایت با حذف 22 مقاله نامرتبط با متن، تعداد 30 مقاله در این مرحله انتخاب گردید. یافته‌های تحقیق شامل 84 شاخص یا متغیر به دست آمده است که طبق دسته بندی شامل موانع فردی، موانع سازمانی، موانع مدیریتی، موانع ماهیت شغلی، موانع منابع انسانی، موانع پیاده‌سازی جانشین‌پروری می باشند. یافته‌های تحقیق نشان داده است که کمترین میزان در اندازۀ اثر مربوط به موانع سبک تصمیم‌گیری آنی و اجتنابی و بیشترین میزان مربوط به تلاش برای حفظ وضعیت موجود می باشد.
Today, the management of various organizations during succession process results in identifying the talents, abilities, and interests of employees within the organization or people outside the organization, which increases the productivity of the organization. Hence, the purpose of the present research is a meta-analysis of the obstacles to the establishment of succession. The research method is a quantitative systematic review in which the seven-step method of Sandelowski and Barroso (2007) was used. The reviewed sources were the scientific information of academic Jahad, Scopus, Emerald, Science Direct, and Springer, including 124 articles related to the keywords of the research. After searching the research topic, the abstracts of 74 articles were reviewed, of which 22 articles were removed, and 52 articles entered the next stage to be reviewed in full text. Finally, 22 articles were found to be unrelated to the text and were removed, and 30 articles were selected to be analyzed. The findings of the research include 84 indicators or variables, which include individual barriers, organizational barriers, managerial barriers, occupational barriers, human resource barriers, and succession implementation barriers. The findings of the research have shown that the lowest amount in the effect size is related to the barriers of immediate and avoidant decision-making style and the highest amount belongs to the effort to maintain the existing status.
Key Words: succession, talent management, obstacles to succession
1.Introduction
During the past half-century, the world's social, cultural, economic, and industrial conditions have undergone such changes and transformations that it is difficult to find a little similarity between the structure of organizations in the present and the past. The presnet organizations, due to the speed of changes and increasing competition, strive more than ever to achieve their goals and maintain themselves. In this regard, paying attention to human resources, and their development and empowerment, which are considered the most valuable organizational assets and are the center of ability and knowledge enhancement in the world class, confirms the fact that people are considered decisive and effective partners in organizations, and the cultivation and development of human resources can cause comprehensive and balanced development of the organization. In this regard, in using human capital in any succession and develop and check its obstacles, the duties of people should be in such a way that they include all the main positions of the organization. Organizations are committed to developing their internal talents through employee training and to creating a feeling of growth in them and in this way to encourage and motivate them.
2- Literature Review
Research has shown that organizations will face increasing competitive challenges in the future, and to manage these challenges, more competent and effective managers will be needed than the current managers. In the same way, succession management is becoming more important every day in forward-looking organizations since it can ensure the continuity of leadership and as an important and organized tool, cultivate internal successors of the organization for key positions and meet the future personnel needs of the organization in terms of quantity and quality, providing candidates by building competencies and covering skill gaps (McKay & Frolich, 2016).In this regard, it is stated that today succession planning is a serious matter. In fact, new working methods and successive changes, multi-generational skilled workforce, and the lack of human talents in the current world have made the human capital market face serious challenges. Succession planning is a tool that meets the organization's needs for employees in the future, considers several replacement candidates for each of the key positions and prepares them to acquire the necessary competencies and skills, and finally lead the organization in the future (Qalipour et al., 2010).
On the other hand, quiting of human resources at various organizational levels is inevitable for various reasons. The creation of a gap and quiting jobs in an organization can seriously disrupt the flow of an organization. Therefore, many organizations use programs to provide competent forces for different jobs from within the organization to prevent disruptions in their progress. According to the domestic and international research related to the obstacles affecting succession management in different organizations, it can be concluded that despite the emphasis on succession, unfortunately, the effective obstacles in this regard have not been determined quantitatively considering the influence of factors. Hence, in the present study, we are trying to introduce the most important obstacles to the establishment of succession by conducting a descriptive- analytical study. In other words, various factors have been introduced in the research related to the obstacles affecting succession, but due to the dispersion of these studies and the lack of explanation of the most important obstacles, the issue of obstacles affecting the establishment of succession is still a challenge. In this regard, this article intends to cover this research gap by reviewing and analyzing previous studies and categorizing the most important obstacles based on the intensity of the effect.
3-Research method
In this research, the seven-step method of Sandelowski and Barroso (2007) has been used to conduct a meta-analysis with a systematic review. The first step was to determine the study question which, in this study, was what the obstacles to succession are. Next step was a systematic review of the related literature including domestic and international data bases and journals. In this research, the period from 2000 to date was investigated. Secondary data from the past was used in the present study, including all the research documents on the obstacles of succession. The Persian keywords searched in this research were and the English keywords were succession, challenges of succession, and challenges of succession planning. The databases which were searched included Jahad-e- Daneshghahi and and the country's periodicals databases, Scopus, Emerald, Science Direct, and Springer, with 1170 articles. The process of selecting texts was done in four stages. From among 1170 studies, 124 studies were selected, in other words, there were 124 articles related to the research keywords, however, 50 articles which were not related were removed. Thus, the abstracts of the remaining 74 articles were reviewed and 22 articles were removed, and 52 articles entered the next stage for full-text review. Finally, having removed 22 unrelated articles, 30 articles were selected to be analyzed.
4- Result
Regarding the answer to the research question, that is, what the effective obstacles to the establishment of a succession system are in Iran, through referring to the checklists and information collected from the reviews, in general, 86 factors as the obstacles to the establishment of succession have been extracted from the available data, of which 72 obstacles were extracted using correlation coefficient statistics and 14 obstacles using the t-value statistic. It should be mentioned that after extracting the factors, they were categorized based on the research literature. According to the findings of the research, the lowest amount in the effect size is related to the barriers of immediate and avoidant decision-making style, and the highest amount is related to the effort to maintain the status quo. Regarding the statistical tests, in line with the investigation of the research hypotheses, the first statistical hypothesis is that in all the investigated researches, the extracted obstacles have an effect on the establishment of succession, and the second statistical hypothesis is that the intensity and effect of the extracted obstacles on the establishment of succession are not the same.
- Discussion
Based on the results obtained from the research, there are several obstacles in the establishment of succession programs in organizations, which are divided into different categories including individual, managerial, organizational, human resources, job nature, and environment. According to the findings of the research, individual obstacles show that creating a safe and motivating environment for employees is necessary for the successful implementation of succession planning. Managers' lack of attention to succession planning is one of the most important management obstacles. Managers have a key role in the implementation of these programs and their lack of attention to this issue can lead to the failure or poor implementation of the programs. Also, the lack of taking advantage of collective wisdom and the serious participation of managers in formulating and implementing these programs are important obstacles. Organizational factors such as organizational structure, quality and quantity of forces, and rapid organizational changes are among the important obstacles. These topics show that to succeed in succession planning, a suitable organizational structure must be created to enable the development and implementation of these programs. High workload and complex tasks are among the factors that reduce the opportunity for information transfer and knowledge management.
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