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Strategic fit framework of succession planning: effects on career attitudes and career success created by Ali Dehghanpour Farashah

By: Material type: TextTextSeries: International Journal of Human Resources Development and Management ; Volume 15, number 2/3/4,Switzerland Inderscience 2015Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISSN:
  • 1465-6612
Subject(s): Online resources: Summary: This study proposes a framework for aligning business strategy and succession planning and assesses the impact of the degree of fit on employee career attitudes and perceptions. Using configurational perspective of strategic human resource management, this study develops a strategic fit framework of succession planning. The framework of succession planning includes four kinds of configurations among strategy, organisational structure and succession planning culture that lead to positive career attitudes and a higher perception of career success among employees. Gathering data from 152 employees within 23 enterprise agencies, the paper empirically validates the developed framework. Results suggest perception of with the promotion process.
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Holdings
Item type Current library Call number Vol info Copy number Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections HF5549.5.C35 INT (Browse shelf(Opens below)) Vol. 15, Nos. 2/3/4 pages 233-257 SP24537 Not for loan For in-house use only

This study proposes a framework for aligning business strategy and succession planning and assesses the impact of the degree of fit on employee career attitudes and perceptions. Using configurational perspective of strategic human resource management, this study develops a strategic fit framework of succession planning. The framework of succession planning includes four kinds of configurations among strategy, organisational structure and succession planning culture that lead to positive career attitudes and a higher perception of career success among employees. Gathering data from 152 employees within 23 enterprise agencies, the paper empirically validates the developed framework. Results suggest perception of with the promotion process.

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