Succession Planning and Organizational Performance of Faith Based Organizations: A Case of Catholic Archdiocese of Nairobi
In today’s very competitive world of business, organizations require a very sustainable high quality and creative workforce. This requires effective succession plan to avoid power vacuum created by transfer, promotion, death and dismissal. The purpose of this study was to establish the influence of succession planning on organizational performance of faith based educational institutions in a case of Catholic Archdiocese of Nairobi. The Specific objectives of the study were to; assess the influence of human resource planning on performance; establish the influence of career development on the organizational performance; assess the influence of selection procedure on the performance of organizations and to examine the moderating effect of regulatory framework on the relationship between succession planning and performance of Faith Based Educational organizations in Catholic Archdiocese of Nairobi. The study was anchored in theories and models, namely human capital theory, social exchange theory, relay succession planning model and scharmer’s theory U model. The targeted population was 150 employees working in 17 accredited catholic educational institutions in Nairobi Diocese, who comprised of the principals and top management in these institutions. A census was used to provide detailed information on all or most elements. Data was collected using questionnaires and interview guide. An interview guide with open-ended questions was used to collect data from principals/administrators and heads of departments. Regression analysis was used to establish the influence of succession plan on organizational performance. The findings of the study showed that there was a positive and significant relationship between human resource planning and Organizational performance (β=0.163, p=0.048). In addition, there was a positive and significant relationship between career development and organizational performance (β=0.134, p=0.027). Moreover, there was a positive and significant relationship between selection procedure and organizational performance (β=0.366, p=0.000). Finally, there was a positive and significant relationship between the moderating effect of regulatory framework on the relationship between succession planning and performance. The study recommended that institutions should put in place an effective succession planning and human resource planning to avoid staff shortage. Also, to introduce career development plans and encourage staff to identify their learning needs. In addition, establish the best criteria for staff selection and encourage participatory governance.
Keywords: Organizational performance, Succession Planning, human resource planning, career development, selection procedure, faith based organization, Catholic Archdiocese of Nairobi
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page: Publishers. London.
Blaug, M. (1976). The empirical status of human capital theory: A slightly jaundiced survey. Journal of economic literature, 14(3), 827-855.
Fapohunda, T. M. (2015). Human Resource Planning and Succession Planning in Nigeria higher education. Journal of Research management and Business Studies. 2 (2), 176 -187.
Farashah, A. D., Nasehifar, V., & Karahrudi, A. S. (2011). Succession planning and its effects on employee career attitudes: Study of Iranian governmental organizations. African journal of business management, 5(9), 3605-3613.
Froelich, K., McKee, G., & Rathge, R. (2011). Succession planning in nonprofit organizations. Nonprofit Management & Leadership, 22(1), 3–20.
Garman, A. N., & Glawe, J. (2004). Succession Planning. Consulting Psychology Journal, 56(2), 119-128.
Hirsh, W. (2000). Succession Planning Demystified. Institute for Employment Studies. Brighton
Kakui & Gachunga, I. M., & Gachunga, H. (2016). Effects of career development on employee performance in the public sector: A case of national cereals and produce board. Strategic Journal of Business & Change Management, 3(3), 307-324.
Langhorne, J. (2013). The power of succession. Corridor Business Journal, 9(24), 13-13.
Lauder, H. (2015). Human capital theory, the power of transnational companies and a political response in relation to education and economic development. Compare: A Journal of Comparative and International Education, 45(3), 490-493.
Makhamara, F. H., Waiganjo, E. W., & Kwasira, J. (2016). Influence of strategic recruitment and selection on employee performance in the health sector in Kenya. Strategic Journal of Business & Change Management, 3(21), 347.
Marangu, E., K. (2014). Employee Performance Improvement Strategies among Faith-Based Humanitarian Organizations. (Masters University of Nairobi).
Mattone, J. (2013). Powerful Succession Planning. N.Y, U.S.A: Amacon.
McDonagh, K. J., Prybil, L., & Totten, M. K. (2013). Leadership Succession Planning: A government Imperative. Trustee, 66(4), 15-18.
Ngandu, P. (2017). The Succession Planning Concept and how the church leadership of the Adventist Educational Institution in Africa Perceive the Succession Plans. Dissertation Abstracts, 2(9), 5. (UMI No. 322056814).
Odhiambo, J., Njanja L., & Zakayo, C. (2014). Effects of Succession Planning Practices on Organizational Performance among the Non-governmental Organizations in Kenya. European Journal of Business Management, 2(1), 141-154.
Sambrook, S. (2005). Exploring Succession Planning in Small, Growing Firms. Journal of Small Business and Enterprise Development, 12(4), 579-94.
Young, J. H. (2012) Best practices in managing Faith Based Organizations through charitable choice and Faith Based Initiatives. Journal of Social Service Research, 38 (2), 130-14