Succession Planning Conclusion
CHAPTER FIVE
DISCUSSIONS, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter summarizes findings of the research, gives answers to the research questions and makes conclusions in relation to the research objectives. The study also makes recommendation and suggestions for further research.
5.2 Discussions of Findings
This section discusses findings and provides conclusions of the survey visualized by tables in chapter four by discussing the general results from each variable to provide insights into the findings.
5.2.1 Competency Planning
Findings of the study indicate that competency planning had a positive and the highest influence of the four independent variables on employee retention as tested by the hypothesis. Among the wide
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The influence was mainly through provision of employee growth opportunities and job satisfaction. This was enabled through programs such as job rotation, mentoring, coaching and other formal training like structured learning. There was a clear indication that there were no succession plans in hospitals and this may affect commitment of some staff who were hard working. Beardwell and Claydon (2007) emphasize that succession planning can be used as a means to retain and motivate key members of existing workforce. There is therefore the possibility that non-existence of succession planning in hospitals influences employee …show more content…
Indeed resources that are rare and valuable create competitive advantage. It is therefore imperative for organizations to institute measures to retain employees because employee turnover is costly and can negatively affect organizational effectiveness. This study sought to examine the influence of HRP on employee retention and has identified some variables that significantly affect employee retention and others that do not. Effective human resource planning can assist an organization retain their valued employees.
In the order of magnitude of influence despite all of them being insignificant, the independent variable with the highest influence was competency planning, followed by career planning, then succession planning and finally, contingency planning. It is also important to note that contingency planning and career management decreased the probability of employee retention while competency planning and succession planning increased the probability of employee retention, conclusions from the study point to the fact these practices are important a indeed influence employee retention in
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