A STUDY ON SUCCESSION PLANNING AND ITS 
-Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172
“A STUDY ON SUCCESSION PLANNING AND ITS IMPACT ON
ORGANIZATIONAL PERFORMANCE IN THE IT SECTOR”
Neetha Mary Avanesh,
Assistant Professor,
Department of ManagementStudies,
New Horizon College of Engineering,
Marathahalli, India
ABSTRACT
The present study aimed at measuring the practice of Succession Planning and its impact on
Organizational Performance in IT companies based in Bangalore. This study falls under descriptive study mainly aimed at fact finding. The method adopted to collect data is questionnaire method. The study found that the mean percentage of Succession Planning and
Organizational Performance in IT consultancy firms is found to be higher than that of IT
Product/Research firms and the relationship between Succession Planning and Organizational
Performance is found to be positive.
Keywords: Succession Planning (SP), Organizational Performance (OP), Information
Technology (IT
International Refereed Research Journal ■ www. researchersworld. com ■ Vol.– II, Issue –1,Jan. 2011 [1]
-Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172
“Good succession planning is not just looking at who is next in line for a slot, but looking at people early in their careers and determining what kind of training they need to become leaders.”
There was a time when organizations had many managerial levels, and the abundant leaders spent a substantial amount of time in strategic activities such as process improvement, training and mentoring. Employees had expectations of staying with an employer for decades and hoped that after a few years of distinguished service they might be invited to join the ranks of management trainees. With the luxury of time, supervisors had the opportunity to observe direct reports across many situations and guide employees with high potential toward future career opportunities. In short, it was every supervisor’s responsibility to develop the next
“A STUDY ON SUCCESSION PLANNING AND ITS IMPACT ON
ORGANIZATIONAL PERFORMANCE IN THE IT SECTOR”
Neetha Mary Avanesh,
Assistant Professor,
Department of ManagementStudies,
New Horizon College of Engineering,
Marathahalli, India
ABSTRACT
The present study aimed at measuring the practice of Succession Planning and its impact on
Organizational Performance in IT companies based in Bangalore. This study falls under descriptive study mainly aimed at fact finding. The method adopted to collect data is questionnaire method. The study found that the mean percentage of Succession Planning and
Organizational Performance in IT consultancy firms is found to be higher than that of IT
Product/Research firms and the relationship between Succession Planning and Organizational
Performance is found to be positive.
Keywords: Succession Planning (SP), Organizational Performance (OP), Information
Technology (IT
International Refereed Research Journal ■ www. researchersworld. com ■ Vol.– II, Issue –1,Jan. 2011 [1]
-Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172
“Good succession planning is not just looking at who is next in line for a slot, but looking at people early in their careers and determining what kind of training they need to become leaders.”
There was a time when organizations had many managerial levels, and the abundant leaders spent a substantial amount of time in strategic activities such as process improvement, training and mentoring. Employees had expectations of staying with an employer for decades and hoped that after a few years of distinguished service they might be invited to join the ranks of management trainees. With the luxury of time, supervisors had the opportunity to observe direct reports across many situations and guide employees with high potential toward future career opportunities. In short, it was every supervisor’s responsibility to develop the next
Bibliography: [2] Dubois D. and Rothwell W., Competency-based human resource management, [3] Davis- Black Publishing, CA, 2004.Rothwell W., Effective succession management: Building winning systems for identifying and developing key talent. 2nd ed., The Center for Organizational Research, 2004. [5] Gopal V. V., CEO Succession Planning, Concepts and Cases,1st ed. ICFAI University Press, Hyderabad, 2004. [7] Krishnaswami.O.R and Ranganatham.M, Methodology of Research in Social Sciences,2nd edition, Himalaya Publishing House, Mumbai, 2006. [9] Georgia‘s Flexible Succession Planning Model, Georgia Merit System, 2005. Texas Department of Insurance, Texas State University, 2006. Top 5 CEO Challenges: 2008, 4 Ps Business and Marketing, 4 January-17 January, 2008. International Refereed Research Journal ■ www. researchersworld. com ■ Vol.– II, Issue –1,Jan. 2011 [8] -Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172 GenNext Leaders, Business Today, December 17, 2006 Succession Planning Insights from History, Effective Executive, December 2005 Sandy Weill’s Legacy, Business Week, July 28, 2003, Issue 3843. The Worst Managers, Business Week, January 13, 2003, Issue 3815. The Right Fit, Fortune(Europe), April 17, 2000, Vol.141, Issue 8. The Successors Dilemma, Harvard Business Review, Nov-Dec. 1999, Vol. 77, Issue.