EFFECTS OF SUCCESSION PLANNING ON ORGANISATION PERFORMANCE AMONG NON-GOVERNMENTAL ORGANISATIONS’ IN KENYA

Abstract

Succession planning is a critical tool for guaranteeing organisational growth and continuity. Employees in an organisation always choose to move on to other career opportunities, retire or leave for many other reasons. This is a challenge to the organisations’ ability in ensuring continuity of their needed right workforce. This study assessed the effects of succession planning practices on organisational performance among Non-Governmental Organisations’ (NGOs) in Kenya. The specific objectives were to: identify the scope of succession planning practices, establish the extent to which succession planning influences stakeholder’s outcomes, explore the role of succession planning on internal business process and determine the extent to which succession planning contributes to the growth of NGOs in Kenya. Relevant literatures were reviewed in order to develop a theoretical and conceptual framework, assist in fine-tuning the statement problem, establish the gap for the study and guide in the development of survey questionnaire. The research adopted descriptive and quantitative research designs. The targeted population of the study was 1172 NGOs based in Nairobi and the sample for the study was (n=270). The primary data was collected using a questionnaire. Descriptive analysis was carried out on categorical data. Inferential analysis was conducted with the use of non-parametric tests. Secondary data was collected through review of relevant literatures. Findings revealed that majority of the organisations (n=270) had about 10 employees on average characterized low levels of succession planning practice. The practice of succession planning among NGOs indicated that; less than half of these organisations had written succession planning policies (39%) and only (18%) indicated that they identify potential successors. Overall, the model summary resulted to 42.2% of organisation performance as being explained by the combined effect of strategic HRM, succession characteristics and periodic assessment that constituted the depended variable of succession planning without moderating variable. The combined effect of strategic HRM, succession characteristics and periodic assessment that is succession planning on organisation performance whine moderating effect of years of establishment and total staff establishment applied changed to 44.7%. This implied that there is a significant effect of moderation effect of years of establishment and size of staff establishment on succession planning and organisation performance.