A study of the status quo and favorable status of succession management deployment from the viewpoint of faculty members at Kermanshah university of medical sciences

  • Authors

    • Reza Pourmirza Kalhori
    • Frank Mousavi
    • Soosan Laei
    • Soodeh Shahsavari
    2018-04-15
    https://doi.org/10.14419/ijet.v7i2.13.13067
  • Management, Succession Management, Health-Oriented Organizations.
  • Successful succession management is one of the necessities in any organization, especially universities. In the management of higher education, succession planning deployment requires proprietary methods. Therefore, the present study aimed to investigate the status quo and favorable status of succession management deployment from the viewpoint of faculty members at Kermanshah University of Medical Sciences in 2017. In this descriptive-analytic and cross-sectional study, 95 faculty members were selected from the Departments of Basic Sciences and Clinical Sciences using nonrandom quota sampling. As for data collection, the Kim's succession planning questionnaire was employed. To analyze data, the SPSS Statistical Software Version 23.0 and the statistical tests of paired t-test, Chi-square and ANOVA were used to compare the status quo of succession management deployment with its favorable status and to study its decisive factors. The results of the present study revealed that there was a significant difference between the status quo and favorable status of t succession management deployment (P<0.0001). The results also demonstrated that there was a significant difference between the status quo of succession management deployment and its favorable status in terms of policy setting, evaluation of candidates, development of candidates, and system evaluation (P<0.001). Moreover, the results indicated that the greatest deployment in the status quo was related to the evaluation of candidates whereas the greatest deployment in the favorable status belonged to policy setting. The findings of the present study demonstrated that there was a clear gap between the status quo and favorable status of succession management deployment from the perspective of faculty members. Hence, it is recommended that qualifications-based selection be employed as the basis on which succession management and talent management can be deployed successfully and effectively at medical universities.

     

     

  • References

    1. [1] Anderson CR. Management: Skills, functions, and organization performance (U.S.A., chapl – Hill, Inc,) 1984.

      [2] Ziapour A, Zokaei A, Kahrizy F. A Theoretical Study of the Standing of Social Investment in the Health Sector. The Social Sciences. 2016; 11(15):3682-7.

      [3] Klein MF, Salk RJ. Presidential succession planning: A qualitative study in private higher education. Journal of Leadership & Organizational Studies. 2013; 20(3):335-45.

      [4] Abasi-Harafte B. Designing a model of Succession planning system for MAPNA Group. Unpublished master's thesis), University of Tehran [in Persian]. 2010.

      [5] Rothwell WJ. Effective succession planning: Ensuring leadership continuity and building talent from within: AMACOM Div American Mgmt Assn; 2010.

      [6] Scott K, Sanders-McBryde T. A technical college grow-your-own leadership program. Community College Journal of Research and Practice. 2012; 36(2):146-9.

      [7] Kim Y. Measuring the value of succession planning and managemenet: a qualitative study of US affiliates of foreign multinational companies. 2006.

      [8] Conger JA, Fulmer RM. Developing your leadership pipeline. Harvard business review. 2003; 81(12):76-85.

      [9] Mandi AR. A case study exploring succession planning: Supported by a quantitative analysis of governmental organizations in the Kingdom of Bahrain: The George Washington University; 2008.

      [10] Pourmirza Kalhori R, Ziapour A, Kianipour N, Foroughinia A. A study of the relationship between lifestyle and happiness of students at Kermanshah University of Medical Sciences over 2015–2016. Annals of Tropical Medicine and Public Health. 2017; 10(4):1004-9.

      [11] Dye CF. is anyone next in line. Succession plans are critical to ensuring a smooth transition when an organization faces an unexpected--or an expected--leadership vacancy. Healthcare Financial Management. 2005; 59(2):64-8.

      [12] Mehrtak M, Habibzadeh S, Vatankhah S, Jaafarioori M, Deigoshaei B, Azari A. Gap analysis between current and desired situation of Succession Planning: a case study in Ministry of Health. Journal of Health Administration (JHA). 2016; 19(63):91-100.

      [13] Butler K, Roche-Tarry DE. Succession planning: Putting an organization's knowledge to work. Nature Biotechnology. 2002; 20(2):201-2.

      [14] Hadizadeh Moghaddam A, Soltani F. To study succession management implementation components in an organization (Case study: staff of NIOC in Tehran). Human Resource Management in the Oil Industry. 2012; 3(2):39-82.

      [15] Kim S. Learning goal orientation, formal mentoring, and leadership competence in HRD: A conceptual model. Journal of European Industrial Training. 2007; 31(3):181-94.

      [16] Javanbakht Dalloi T. Pathology of the Readiness of Gonabad medical university sciences for Establishment of Management Succession Planning. Cited in:http://systemparsiblogcom/Posts/1209/%D8. 2016.

      [17] Salimi S. Pathology of the Readiness of Baboul medical university sciences for successfully Establishment of Management Succession Planning. Cited in http://elmnetir/Article/20630876-42732. 2016.

      [18] Faghihi A, Zakeri M. pathology of the iranian public organizations for establishment of management succession planning. iranian journal of public administration mission. 2015; 5(5):15-24.

      [19] Ziapour A, Kianipour N. Health-related Quality of Life among University Students: The Role of Demographic Variables. Journal of Clinical and Diagnostic Research. 2017; 12(2):JC01 - JC4.

      [20] Zeinaldidi-Bidmeshki Z. Readiness assessment excellent training for succession planning and talent management programs [MA Thesis]. Tehran: Alzahra University, Faculty of Psychological & Education Science. 2011.

      [21] Saam Kan S. Assessing the readiness of N.I.O.P.D.C for implementing the succession planning with talent management approach. (Master's thesis). Allame Tabatabaei University 2010.

      [22] Wiesman J, Baker EL. Succession planning and management in public health practice. Journal of Public Health Management and Practice. 2013; 19(1):100-1.

      [23] Jalilian N, Ziapour A, Mokari Z, Kianipour N. A study of the relationship between the components of spiritual health and happiness of students at Kermanshah University of Medical Sciences in 2016. Annals of Tropical Medicine and Public Health. 2017; 10(4):1010-4.

      [24] Larry KB. Principal perceptions of the relationship between professional development designs and the qualities, proficiencies, and leadership skills required of West Virginia principals. 2006.

      [25] Ejtahadi M, Bafandeh ZA, Ghorchian N, Talebi B. presenting a model for rectors’selection in islamic azad university branches based on fuzzy logic. 2010.

      [26] Mabhudhu M. A comparative analysis of leadership and management at Jwaneng Diamond Mine: Stellenbosch: Stellenbosch University; 2008.

      [27] Fapohunda T, M,. Human Resource Planning and Succession Planning in Nigeria’s Higher Education. International Journal of Research in Management & Business Studies. 2015; 2(2):59-65.

      [28] Morrin A. Factors That Are Important to Succession Planning: A Case Study of One Ontario College of Applied Arts and Technology. College Quarterly. 2013; 16(1):n1-n32.

      [29] Rivas O, Jones IS. Investing in yourself: one university's leadership models. Research in Higher Education Journal. 2015; 27:1.

  • Downloads

  • How to Cite

    Kalhori, R. P., Mousavi, F., Laei, S., & Shahsavari, S. (2018). A study of the status quo and favorable status of succession management deployment from the viewpoint of faculty members at Kermanshah university of medical sciences. International Journal of Engineering & Technology, 7(2.13), 309-313. https://doi.org/10.14419/ijet.v7i2.13.13067