Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
This document provides an overview of succession planning and human resource management. It discusses the importance of HRM in areas like recruitment, training, performance appraisals, and maintaining a positive work environment. It then defines succession planning as identifying and preparing potential leaders to replace key roles like the CEO. The document outlines the succession planning process, including identifying short and long-term successors, developing those individuals, and having backups in place. It notes that succession planning typically covers senior roles but some large organizations use a devolved model. Finally, it states that succession planning is led by line managers and CEOs but HR plays an important supporting role in the process.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
This document is a project report on recruitment and selection at HDFC Standard Life. It includes an introduction, declaration, acknowledgements, and index. The introduction defines key terms like management education, human resource management, and human resource planning. It also outlines five steps for HR professionals to prepare for the future, such as rethinking their role, gaining business training, developing creativity, gaining varied experience, and recognizing ongoing challenges.
Human resource strategy can play an important role in helping organizations achieve change and excellence. As competition increases globally, success depends on an organization's people and their core competencies. An HR strategy aligned with business strategy can help manage strategic change smoothly and make an organization competitive. When properly implemented, HR strategies ensure employees are valuable, rare, difficult to imitate, organized, committed, responsive to customers, and contribute to the organization's strategic goals, thus leading to organizational excellence.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
This document provides an overview of succession planning and human resource management. It discusses the importance of HRM in areas like recruitment, training, performance appraisals, and maintaining a positive work environment. It then defines succession planning as identifying and preparing potential leaders to replace key roles like the CEO. The document outlines the succession planning process, including identifying short and long-term successors, developing those individuals, and having backups in place. It notes that succession planning typically covers senior roles but some large organizations use a devolved model. Finally, it states that succession planning is led by line managers and CEOs but HR plays an important supporting role in the process.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
This document is a project report on recruitment and selection at HDFC Standard Life. It includes an introduction, declaration, acknowledgements, and index. The introduction defines key terms like management education, human resource management, and human resource planning. It also outlines five steps for HR professionals to prepare for the future, such as rethinking their role, gaining business training, developing creativity, gaining varied experience, and recognizing ongoing challenges.
Human resource strategy can play an important role in helping organizations achieve change and excellence. As competition increases globally, success depends on an organization's people and their core competencies. An HR strategy aligned with business strategy can help manage strategic change smoothly and make an organization competitive. When properly implemented, HR strategies ensure employees are valuable, rare, difficult to imitate, organized, committed, responsive to customers, and contribute to the organization's strategic goals, thus leading to organizational excellence.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
Succession planning and management by ehab elbazehab elbaz
This document discusses succession planning and management (SP&M). SP&M involves identifying and developing internal talent to fill key leadership positions. It goes beyond simple replacement planning by proactively cultivating leadership through development. SP&M should be linked to an organization's strategic plans to help implement its strategy and identify necessary training. Having an SP&M program increases an organization's talent pool, provides opportunities for high-potential employees, and taps into intellectual capital within the organization.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document describes the research methodology used in a study on employee empowerment. The study was conducted at Polyhydron Private Limited in India, with the goal of understanding how innovative workplace policies and practices can empower employees and improve organizational performance. The methodology included administering questionnaires to all 73 employees to collect data on empowerment practices. The data was collected in three stages, including observation, discussion, and pooling responses. The study aimed to test hypotheses about how empowerment improves individual and organizational outcomes.
Talent management refers to the processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
The document discusses the role of the human resource department in modern organizations. It argues that for an HR department to be effective, it must be embraced and supported by top management. The HR department should work collaboratively with line managers to develop strategies that meet organizational needs. However, many organizations do not view the HR department as strategic, instead seeing it as only handling administrative tasks. For an HR department to add value, it must be led by qualified professionals and be involved in strategic decision making. It should work to attract and retain the right employees while also supporting organizational goals and objectives.
This document provides a summary of a project report on succession planning in senior management. It includes an executive summary, introduction on human resource management and succession planning, importance of succession planning, the succession planning process, leadership competencies, advantages of succession planning, mistakes to avoid, and case studies on succession planning at Murugappa Group and Infosys. The project received certification from the project coordinator and the author acknowledges the coordinator for permitting the project work.
The document discusses innovative strategies for human resource managers in the 21st century public sector to maintain and improve organizational performance. It outlines four key strategies: 1) effective recruitment and employee development through strategic hiring practices; 2) building positive employer-employee relationships; 3) strategic forecasting to anticipate challenges; and 4) ongoing evaluations and revisions to HR processes. The document stresses that HR managers must utilize strategic planning, solicit feedback, and introduce changes incrementally to sustain organizational resilience through changing times.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
A talent management system incorporates all important aspects of building, managing, and equipping the workforce to achieve strategic goals, including selection, onboarding, performance management, engagement, development, career advancement, and succession planning. The first step is understanding core competencies required for each job based on business needs. These competencies then guide talent acquisition and development. Leaders must ensure new hires are a good fit and acclimate properly during onboarding. Performance evaluations and training help develop and leverage employees' strengths to maximize their potential. Finally, career planning and succession processes align talent with future opportunities to close leadership gaps. An integrated talent management system empowers high performance by weaving core competencies throughout human resource processes.
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Thank you for the activity suggestion. While building paper towers could be a fun team-building exercise, as an AI assistant I do not have the ability to physically participate. Perhaps we could have an engaging discussion about human resource management concepts instead.
What do we need to do to win the battle on talent?
Applicant tracking systems, an employee onboarding software, performance management are all part of the greater talent management framework. The right talent management strategy aligns these functions to give organizations a strategic advantage.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
This document discusses best practices for talent management. It provides 9 key practices: 1) Align talent strategy with business strategy; 2) Move talent managers from advisors to owners of the process; 3) Use success profiles to define needed skills; 4) Manage the entire talent pipeline, not just senior leaders; 5) Focus development resources on high potentials, not equal distribution; 6) Distinguish potential, performance, and readiness; 7) Focus on placing the right people in jobs; 8) Emphasis the "how" of execution over programs/tools; 9) Software supports but does not replace talent management.
Succession planning and management systems have evolved from solely focusing on talent replacement to also emphasizing employee development. Best practice succession systems are developmentally oriented, actively involve senior leadership, identify talent gaps, and are continually refined for effectiveness. They also invest heavily in developmental activities for top executives like job assignments, mentoring, and leadership programs to prepare the next generation of leaders.
USING STRUCTURAL EQUATION MODELING ON FOREIGN DIRECT INVESTMENT OF INDIAN ECO...indexPub
Purpose: Foreign direct investment (FDI) altogether influences the beneficiary country's financial development, making it more stable, high-quality, and healthy, according to this empirical study based on the present stage of economic development. Thus, every country encountering financial globalization is attempting to lay out a serious business climate to increment worldwide speculation. Design/Methodology/Approach: the main objective of this study is based on Institutional quality or Evidence and I selected 5 factors Institutional Metrics like Voice and Accountability, Civil liberties, Women in parliament, Corruption perceptions, Political rights from DPIIT website (Secondary Data) for the period 2018-2023. Static analysis methods such as the Unit Root Test, the ARDL Approach, and SEM are being used. Originality/Value: The experts in this study used OLS (Least Squares) regression: Foreign direct investment (FDI) streams were the focal point of the exploration. The impact of institutional qualities on unfamiliar direct speculation streams has been explored utilizing the customary least square methodology. Findings: Institutional metrics of government efficacy and corruption have shown a shortrun link with foreign direct investment (FDI) flows, according to the research, which used the ARDL model to find that these indicators had positive coefficient values. As far as institutional markers like law and order, administrative quality, and voice and responsibility, the review found that political stability had a long-term association with foreign direct investment flows (7.4578 > 4.16), placing it above the upper peasant table.
SUSTAINABLE INVESTING UNVEILED: THE ROLE OF BOND RATINGS IN GUIDING GREEN BON...indexPub
The increasing urgency to address climate change has propelled sustainable investing into the spotlight, with green bonds emerging as a pivotal instrument for mobilizing the capital required for environmental projects. This study delves into the critical role that bond ratings play in guiding investments in green bonds, shedding light on how these ratings influence investor confidence and the allocation of funds towards sustainable initiatives. By employing a mixed-methods approach, combining quantitative analysis of green bond performance with qualitative interviews from industry experts, this research offers a comprehensive overview of the interplay between bond ratings and green bond investments. The findings suggest that higher bond ratings, often indicative of lower risk and better sustainability credentials, significantly impact the attractiveness of green bonds to investors. Additionally, the study examines the evolution of rating criteria to encompass environmental, social, and governance (ESG) factors, highlighting the shift towards more holistic assessments of investment risk and potential. This research contributes to the broader discourse on sustainable finance by providing insights into the mechanisms through which bond ratings can facilitate more informed and impactful green bond investments.
Mais conteúdo relacionado
Semelhante a IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNING
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
Succession planning and management by ehab elbazehab elbaz
This document discusses succession planning and management (SP&M). SP&M involves identifying and developing internal talent to fill key leadership positions. It goes beyond simple replacement planning by proactively cultivating leadership through development. SP&M should be linked to an organization's strategic plans to help implement its strategy and identify necessary training. Having an SP&M program increases an organization's talent pool, provides opportunities for high-potential employees, and taps into intellectual capital within the organization.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document describes the research methodology used in a study on employee empowerment. The study was conducted at Polyhydron Private Limited in India, with the goal of understanding how innovative workplace policies and practices can empower employees and improve organizational performance. The methodology included administering questionnaires to all 73 employees to collect data on empowerment practices. The data was collected in three stages, including observation, discussion, and pooling responses. The study aimed to test hypotheses about how empowerment improves individual and organizational outcomes.
Talent management refers to the processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
The document discusses the role of the human resource department in modern organizations. It argues that for an HR department to be effective, it must be embraced and supported by top management. The HR department should work collaboratively with line managers to develop strategies that meet organizational needs. However, many organizations do not view the HR department as strategic, instead seeing it as only handling administrative tasks. For an HR department to add value, it must be led by qualified professionals and be involved in strategic decision making. It should work to attract and retain the right employees while also supporting organizational goals and objectives.
This document provides a summary of a project report on succession planning in senior management. It includes an executive summary, introduction on human resource management and succession planning, importance of succession planning, the succession planning process, leadership competencies, advantages of succession planning, mistakes to avoid, and case studies on succession planning at Murugappa Group and Infosys. The project received certification from the project coordinator and the author acknowledges the coordinator for permitting the project work.
The document discusses innovative strategies for human resource managers in the 21st century public sector to maintain and improve organizational performance. It outlines four key strategies: 1) effective recruitment and employee development through strategic hiring practices; 2) building positive employer-employee relationships; 3) strategic forecasting to anticipate challenges; and 4) ongoing evaluations and revisions to HR processes. The document stresses that HR managers must utilize strategic planning, solicit feedback, and introduce changes incrementally to sustain organizational resilience through changing times.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
A talent management system incorporates all important aspects of building, managing, and equipping the workforce to achieve strategic goals, including selection, onboarding, performance management, engagement, development, career advancement, and succession planning. The first step is understanding core competencies required for each job based on business needs. These competencies then guide talent acquisition and development. Leaders must ensure new hires are a good fit and acclimate properly during onboarding. Performance evaluations and training help develop and leverage employees' strengths to maximize their potential. Finally, career planning and succession processes align talent with future opportunities to close leadership gaps. An integrated talent management system empowers high performance by weaving core competencies throughout human resource processes.
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Thank you for the activity suggestion. While building paper towers could be a fun team-building exercise, as an AI assistant I do not have the ability to physically participate. Perhaps we could have an engaging discussion about human resource management concepts instead.
What do we need to do to win the battle on talent?
Applicant tracking systems, an employee onboarding software, performance management are all part of the greater talent management framework. The right talent management strategy aligns these functions to give organizations a strategic advantage.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
This document discusses best practices for talent management. It provides 9 key practices: 1) Align talent strategy with business strategy; 2) Move talent managers from advisors to owners of the process; 3) Use success profiles to define needed skills; 4) Manage the entire talent pipeline, not just senior leaders; 5) Focus development resources on high potentials, not equal distribution; 6) Distinguish potential, performance, and readiness; 7) Focus on placing the right people in jobs; 8) Emphasis the "how" of execution over programs/tools; 9) Software supports but does not replace talent management.
Succession planning and management systems have evolved from solely focusing on talent replacement to also emphasizing employee development. Best practice succession systems are developmentally oriented, actively involve senior leadership, identify talent gaps, and are continually refined for effectiveness. They also invest heavily in developmental activities for top executives like job assignments, mentoring, and leadership programs to prepare the next generation of leaders.
Semelhante a IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNING (20)
USING STRUCTURAL EQUATION MODELING ON FOREIGN DIRECT INVESTMENT OF INDIAN ECO...indexPub
Purpose: Foreign direct investment (FDI) altogether influences the beneficiary country's financial development, making it more stable, high-quality, and healthy, according to this empirical study based on the present stage of economic development. Thus, every country encountering financial globalization is attempting to lay out a serious business climate to increment worldwide speculation. Design/Methodology/Approach: the main objective of this study is based on Institutional quality or Evidence and I selected 5 factors Institutional Metrics like Voice and Accountability, Civil liberties, Women in parliament, Corruption perceptions, Political rights from DPIIT website (Secondary Data) for the period 2018-2023. Static analysis methods such as the Unit Root Test, the ARDL Approach, and SEM are being used. Originality/Value: The experts in this study used OLS (Least Squares) regression: Foreign direct investment (FDI) streams were the focal point of the exploration. The impact of institutional qualities on unfamiliar direct speculation streams has been explored utilizing the customary least square methodology. Findings: Institutional metrics of government efficacy and corruption have shown a shortrun link with foreign direct investment (FDI) flows, according to the research, which used the ARDL model to find that these indicators had positive coefficient values. As far as institutional markers like law and order, administrative quality, and voice and responsibility, the review found that political stability had a long-term association with foreign direct investment flows (7.4578 > 4.16), placing it above the upper peasant table.
SUSTAINABLE INVESTING UNVEILED: THE ROLE OF BOND RATINGS IN GUIDING GREEN BON...indexPub
The increasing urgency to address climate change has propelled sustainable investing into the spotlight, with green bonds emerging as a pivotal instrument for mobilizing the capital required for environmental projects. This study delves into the critical role that bond ratings play in guiding investments in green bonds, shedding light on how these ratings influence investor confidence and the allocation of funds towards sustainable initiatives. By employing a mixed-methods approach, combining quantitative analysis of green bond performance with qualitative interviews from industry experts, this research offers a comprehensive overview of the interplay between bond ratings and green bond investments. The findings suggest that higher bond ratings, often indicative of lower risk and better sustainability credentials, significantly impact the attractiveness of green bonds to investors. Additionally, the study examines the evolution of rating criteria to encompass environmental, social, and governance (ESG) factors, highlighting the shift towards more holistic assessments of investment risk and potential. This research contributes to the broader discourse on sustainable finance by providing insights into the mechanisms through which bond ratings can facilitate more informed and impactful green bond investments.
AN EXPLONATORY ANALYSIS OF HR ANALYTICS MODEL OVER BIG DATA PROCESS IMPACT ON...indexPub
By generating pertinent indicators, Human Resource Analytics (HRA) can provide HR personnel with a broader perspective on their contribution to the organization's financial objectives. There is a scarcity of research, however, regarding the impact of HRA on business outcomes, specifically in the context of organisations based in India and Vietnam. Within this particular framework, the current study investigates the impact of HRA big data capabilities on business outcomes. The study also investigates the discrepancy between the actual and perceived levels of big data expertise possessed by human resources analysts in Indian and Vietnamese organisations. The current study constructs a conceptual framework in order to examine the hypotheses formulated for assessing the interconnections between the variables being investigated. Utilising the Capability, Motivation, and Opportunity (CMO) framework, it accomplishes this. The data were collected using a quantitative approach, which entailed integrating the various components of HRA expertise and assessing their influence on business outcomes through the utilisation of big data. A systematic questionnaire was developed and distributed to 230 human resources professionals employed by various organisations located in Ho Chi Minh City, Vietnam, and Hyderabad, India. In addition to HR administrators, users of HRAs comprised the participants. A variety of statistical methods were applied to the data to assess the disparity between HRA's anticipated and realised big data capabilities, as well as the impact of HRA on business outcomes. It appears, based on the data that offering incentives and opportunities to employees with HR analytical skills could result in enhanced performance for the organisation. Research has demonstrated that providing opportunities and incentives to skilled employees is crucial for encouraging the development of their analytical abilities. Possessing these types of analytical abilities significantly influences the outcomes of an organisation.
EVOLUTION OF EXPECTATION VIOLATIONS THEORY (EVT) FROM FACE-TO FACE COMMUNICAT...indexPub
The promotion carried out by Holywings in the religious community is a promotional strategy that carries a big risk considering that the majority of Indonesian people are Muslims where liquor is an unlawful item. This was considered a violation and sparked various reactions in society. In the digital era, data sourced from social media is important data to understand the response of the Indonesian people to the violation of the Holywings issue. The research method used is explorative because marketing communication research based on social media data is still new. The research method is descriptive and quantitative by describing variables such as user volume, reach, conversation trends, top tweets, sentiments, influencers, and communication networks between social media users. The research sample uses the period from 23 June 2022 to 30 June 2022. The results of this research indicate that the issue of the Holywings violation is viral compared to other issues. The scope of the issue of violations at Café Holywings spreads throughout Indonesia and is dominant in DKI Jakarta Province. Even though Bali is the biggest branch of Café Holywings, there was very little reaction to the violation of Café Holywings. This is following the theory of expectation violations that the size of the violation reaction on social media is highly dependent on individual characteristics, context, and reaction.
ANTECEDENT OF ORGANIZATIONAL PERFORMANCE IN PT “XXX” PHARMA, TBKindexPub
The objective of this study is to investigate the influence of information technology capability on knowledge management capability, the influence of information technology capability on organisational performance, the influence of knowledge management capability on organisational performance, and the indirect impact of information technology capability on organisational performance through knowledge management capability in PT. "XXX" Pharma, Tbk. The research is based on the understanding of the interconnectedness between information technology cap. The present study utilised a quantitative approach, employing both explanatory and survey methodologies. The process of data collection involved the distribution of a questionnaire to a sample of 44 respondents, which was selected using the purposive random sampling technique. The data processing was performed using route analysis, utilising the IBM Predictive Analytic Software (PASW) version 24. The empirical evidence suggests a statistically significant and positive correlation between the capability of information technology and the capability of knowledge management. Additionally, there is a positive and significant impact of information technology capability on organisational performance. Furthermore, knowledge management capability is found to have a positive and significant effect on organisational performance. Lastly, it is observed that information technology capability positively and significantly influences organisational performance through its impact on knowledge management capability.
UNRAVELLING THE MENTAL HEALTH LANDSCAPE: EXPLORING DEPRESSION AND ASSOCIATED ...indexPub
Introduction: The prevalence of depression and its correlates in Bangladeshi rural university students have been rarely investigated. We draw a literature review, a cross-sectional study and analysis of the rural students’ depression natures and mechanisms that influence their academic performance and health and well-being. Methods: A cross-sectional research was conducted during the period august 2019 to January 2020 in a university. We employed Beck Depression Inventory scale to collect data from 200 undergraduate and graduate students. Data were analysed using chi-square association test and ordinal logistic regression. Results: We discovered that mild to severe depression affected 60% of rural students [mild (16%), borderline (10%), moderate (12%), severe (11.5%), and extreme (10.5%)]. Family expectations, smoking, bad academic achievement, inability to enroll in a particular program, and inadequate household finances were significant risk factors for depression. When it comes to depression, male students scored noticeably higher than female pupils. The decreased depression was linked to both strong household economics and intellectual achievement. Conclusions: The intricate interactions among the risk factors influence the character and processes of depression in rural students.
EXTERNAL BEHAVIOURAL FACTORS IMPACT ON INVESTMENT DECISIONS OF INDIVIDUAL INV...indexPub
The study collects data from a sample of individual investors and analyses their responses to recent financial events, changes in market trends, and economic forecasts. By examining factors such as demographic profiles, financial literacy, risk tolerance, and market perceptions, the research aims to identify significant predictors of investment decisions in this demographic. The findings suggest that investors are predominantly influenced by financial news, peer influence, past investment performance, and the economic stability of the region. This study contributes to the field by highlighting the localized factors impacting investment choices and providing insights for financial advisors and investment firms to tailor their strategies according to investor needs and regional specifics.
GLOBAL RESEARCH TREND AND FUTURISTIC RESEARCH DIRECTION VISUALIZATION OF WORK...indexPub
Purpose – The purpose of this research is to undertake a bibliometric analysis of working capital management. The study examines papers from time period 1974-2023and performed performance analysis, co-citation analysis, bibliographic coupling and scientific mapping. Design/methodology/approach – The study examines 174 articles retrieved from the Scopus database using bibliometric analysis, performance analysis and thematic clustering. The study looked at the scientific productivity of papers, prolific authors, most influencing papers, institutions and nations, keyword co-occurrence, thematic mapping, co-citations and authorship and country collaborations. VOSviewer was as a tool in the research to conduct the performance analysis and thematic clustering.The watchword "Working Capital Management" was used to include only English-language articles. Findings – The most productive year was 2022 with 26 publications. Martínez and García- are the most protuberant authors with 708 citations. The findings of the study shows that the most influential institutions are ‘The Department of Management and Finance, Faculty of Economy andBusiness and Department of Management and Finance, Faculty of Economics and Business, The University of Murcia, Spain with 381 & 297 citations. Among,thecountry analysis,Spain with 744 citations stands first of all other nations for publication on Working Capital Management. Kärri is the most productive author with 7 documents. Country-wise analysis reveals that the United States is the most productive country for Working Capital Management research with 40 documents.The authors also identified seven thematic clusters of Working Capital Management. Research limitations/implications – It informs and directs researchers on the current state of study in the field of Working Capital Management.The present study has quite a few implications forSmall & Medium enterprise managers, entrepreneurs, financial managers, academicians and scholars. It also outlines future research directions in this field.Present study provides an inclusive acquaintance about the working capital management till date. Originality/value – This is the first study which provides the performance analysis and scientific mapping of the all published documents on working capital management between the time periods 1974-2023
A SOCIAL CAPITAL APPROACH TO ENTREPRENEURIAL ECOSYSTEM AND INNOVATION: CASE S...indexPub
Despite being recognised as drivers of innovative development, Micro, Small, and Medium-Sized Enterprises (MSMEs) frequently confront resource limitations. Therefore, enhancing the ecosystem is contingent on the entrepreneurs’ social capital, which is crucial for the success of MSMEs. This study applies the social capital approach to analyse the entrepreneurial ecosystem enrichment and its impact on the innovation process of cosmetics MSMEs. The qualitative case study of six cosmetic manufacturing MSMEs explores that social capital is a multifaceted asset to MSMEs. Through an in-depth thematic analysis of three dimensions of social capital (structural, relational, and cognitive), this study states that the innovation process is supported by the synergistic transformation of one dimension of social capital into another. Entrepreneurs sharing the common norms, rules, and language enrich their cognitive as well as relational aspects of ecosystem. The study suggests that as network ties, trust, and norms collectively influence innovation in firms, hence, social capital needs to be studied with its contextualization in the ecosystem.
ASSESSING HRM EFFECTIVENESS AND PERFORMANCE ENHANCEMENT MEASURES IN THE BANKI...indexPub
This study employs an exploratory and quantitative research approach to systematically investigate the impact of Human Resource Management (HRM) practices on Organizational Performance within the Indian Banking sector. The research approach combines exploratory research, aimed at gaining insights into HRM practices, with a quantitative approach using a purposive sampling technique. Data is collected through a questionnaire from employees in both public (SBI) and private banks (HDFC Bank) who work in HR departments or are involved in HR activities. The Likert scale is utilized in the questionnaire to measure participant perceptions of HRM practices. The study utilizes two statistical tools: Neural Network and Exploratory Factor Analysis (EFA). The findings of the study highlight the significance of promotion and transfer policies, considered paramount in influencing organizational performance in both public and private banks. Additionally, the study underscores the importance of training and development initiatives in enhancing employee skills and competencies. Clear and effective communication within HR policies is identified as pivotal in improving organizational performance. Lastly, aligning HRM practices with sector-specific goals is recognized as a significant contributor to improved employee satisfaction and overall performance in the banking sector. The findings offer guidance for HR practitioners and policymakers in optimizing HRM practices to achieve better organizational performance.
CORRELATION BETWEEN EMPATHY AND FRIENDSHIP QUALITY AMONG HIGH SCHOOL STUDENTS...indexPub
In this research were used two questionnaires Empathy Formative questionnaire and Friendship Quality Scale. The aim of this study is to see the relationship between empathy and friendship quality among adolescent, to find out if there are gender differences in empathy and friendship quality, and to see if there are any differences between younger and older students on examined variables. This research was done with 65 high school students. Age of the students were 15 to 17 years old. Results show that there is a correlation between empathy and friendship quality. The results of t test show that there are not significant differences between females and males on variable empathy. Girls and boys have significant difference in friendship quality in Kosovo. There are no significant differences between older students and younger students in the level of empathy and also there are no significant differences between older students and younger students in the level of friendship quality.
LEVELS OF DEPRESSION AND SELF-ESTEEM IN STUDENTSindexPub
Introduction: among the most worrying problems in recent years are low self-esteem, family and friends problems, anxiety, stress, and depression, which are taking on alarming proportions in students and young people in general. Purpose: the study is a prediction, which focuses on analyzing and evaluating students' self-esteem and level of depression. Methodology: the population is 332 students (13-15 years old) in high schools in the Gjakova region. The study describes the analysis, classification, and evaluation of the collected data by doing the analysis and real examination of the findings. Results: in terms of gender there is no significant difference in self-esteem, while in depression there is a significant difference. The level of depression is higher in women (11.9) than in men (9.5). Economic status shows that students with employed fathers have lower depression (6.77) compared to those with unemployed fathers (10.80). Conclusions: The level of depression and self-esteem and parental reflection affect students. A link has been found between economic status and emotional problems and student behavior. To prevent it, the psychological service in schools should function, and together with families and the community should be as close as possible to the problems of students.
THE IMPACT OF SOCIAL FACTORS ON INDIVIDUALS DIAGNOSED WITH SCHIZOPHRENIAindexPub
The society with diverse structural and ideological influences, assumes its role in relation to behavior, attitude, belief and relations. The impact can be seen in every society globally, however the western nations have adjusted their social policies to suit these transformations, whereas nations in developing phase have failed to establish suitable systems. In Kosovo, the allocation of funds for mental health services remains insufficient, even though mental health disorders account for 12.3% of overall illnesses and 30.8% of work incapacities! The objective of this study is to examine the impact of society on the decline and recovery of individuals with schizophrenia. The study employs both qualitative and quantitative methods to provide a descriptive-analytical. A study was conducted in four municipalities of Kosovo, using individuals with schizophrenia from psychiatric institutions as subjects along with their caregivers/family members . The research found that social factors greatly contribute to the worsening of schizophrenia patients' condition. The presence of schizophrenia is evident through a higher likelihood of having a low level of education, high unemployment rates, and engaging in harmful behaviors like tobacco and alcohol use, as well as physical inactivity. Significant correlations have been observed in the subscales of positive and negative symptoms using the Self-Report PNS-Q questionnaires. It is crucial for individuals with schizophrenia to have a carefully designed strategy in place, developed in partnership with professionals from various relevant fields such as social protection, psychiatric medical services, education, and social integration plans.
RETURN ON EQUITY (ROE) AS MEDIATION OF BANK'S CAPITAL ADEQUATION RATIO (CAR)indexPub
Banks need to maintain their performance and the level of Capital Adequasi Ratio (CAR). This study wants to see the variables that affect the Capital Adequasi Ratio (CAR) and see ROE as a variable that mediates the Capital Adequasi Ratio (CAR) at Bank Rakyat Indonesia (BRI). The research method used multiple regression analysis, t-test, Anova test and Coefficient of Determination and the research period for 14 years from 2009 to 2022, by using SPSS Software version 26. The conclusion of the study, only the BOPO variable has a significant effect on the Capital Adequasi Ratio (CAR) and the ROE variable as a variable that can mediate the CAR variable at Bank Rakyat Indonesia (BRI). Keywords: Capital Adequasi Ratio, Bank Financial Ratio.
INNOVATIVE DESIGN FOR KIDS MASTERY IMPROVEMENT OF LANGUAGE FEATURES IN A STORYindexPub
One of the hardest things for people learning English as a third language is still reading and writing. Because they are still not good enough at language features, they often make big mistakes and assumptions that aren't true. To make learning more fun and useful, visual symbols were made for seven different kinds of language traits. It looks at the Vipicoll form a lot. Visual Symbols media, Picture and picture, and the Collaborative approach are all creatively put together in Vipicoll. This research used Reeve's design method. Research develops Vipicoll learning model, employing interviews, literature reviews, and questionnaires for iterative improvement and validation. Researchers identify problems, create Vipicoll, iteratively refine through trials, forming an effective English Language Education model. Study assesses individual English thinking development, emphasizing interpretive framework, relation, function, and unique visual symbols. From this research, it was found that using Vipicoll really helps improve kids' mastery of language features, especially those in a story. This is proven by the fact that after implementation, kids' correct answers when asked directly by their teachers and their written test answers increased greatly even though many direct answers and test answers used to be wrong and they often didn't understand.
CARDIOVASCULAR DISEASE DETECTION USING MACHINE LEARNING AND RISK CLASSIFICATI...indexPub
The global prevalence of heart disease indicates a major public health issue. It causes shortness of breath, weakness, and swollen ankles. Early heart disease diagnosis is difficult with current approaches. Hence, a better heart disease detection tool is needed. Treatment requires more than just diagnosis. Risk classification is critical for accurate diagnosis and treatment. In this analysis, a novel cardiovascular disease (CVD) detection paradigm using machine learning (ML) and risk classification based on a weighted fuzzy system is proposed. The system is developed based on ML algorithms such as artificial neural network (ANN) and Long Short-Term Memory (LSTM) and uses standard feature selection techniques knowns as Principal Component Analysis (PCA). Furthermore, the cross-validation method has been used for learning the best practices of model assessment and for hyperparameter tuning. The accuracy-based performance measuring metrics are used for the assessment of the performances of the classifiers. Finally, the outcomes revealed that the proposed model achieved an accuracy of 94.01% which is higher than another conventional model developed in this domain. Additionally, the proposed system can easily be implemented in healthcare for the identification of heart disease.
ANALYSIS OF FLOW CHARACTERISTICS OF THE BLOOD THROUGH CURVED ARTERY WITH MIL...indexPub
Narrowing of the arteries caused by atherosclerosis reduces blood flow to the heart, which results shows ischemia, angina pectoris, cerebral strokes, and other coronary artery disease signs and symptoms. Curvature is seen in blood vessels at various locations. The stenotic surface provides an additional curvature and the point of maximum shear which varies with the cross-section. A cylindrical form of the Navier-Stokes equations in polar coordinate system have been extended to include dynamic curvature along the axial direction. The blood flow behavior of taking different values of blood parameters like viscosity, the radius of the artery, and the thickness of the stenosis has been studied with and without curvature by using an extended blood flow model with dynamic curvature. Moreover, the aspects of blood flow, such as dynamic curvature velocity profile, volumetric flow rate, pressure drop, and shear stress, have been studied in relation to blood flow around curved arteries with stenosis, variations in the radii of the artery, thickness of the stenosis, and viscosity. The information may reveal that by increasing the values of curvature, viscosity, and thickness of stenosis, velocity, and volumetric flow rate can be quickly reduced. Increasing the curvature, viscosity, and thickness of stenosis also results in an increase in shear stress and a pressure drop. The presence of curved stenotic arteries has a significant impact on the flow parameters, and it is crucial to know about these dynamics in order to study the cardiovascular system.
ANALYSIS OF STUDENT ACADEMIC PERFORMANCE USING MACHINE LEARNING ALGORITHMS:– ...indexPub
Student academic performance is the great value of institutes, universities and colleges. All colleges majorly focus on the career development of students. The academic performance of students plays a vital role in the establishment of a bright career. On the basis of better academic performance, the placement of the students will be better and the same will be reflected in the form of better admission and future. Machine learning can be deployed for the prediction of student performance. Various algorithms are playing an important role in the prediction of the accuracy of various machine learning models. These articles discuss various algorithms that can be helpful to deploy for predicting student academic performance. The article discusses various methods, predictive features and the accuracy of machine learning algorithms. The primary factors used for predicting students performance are academic institution, sessional marks, semester progress, family occupation, methods and algorithms. The accuracy level of various machine learning algorithms is discussed in this article.
IMPLEMENTATION OF COMPUTER TECHNOLOGY IN BLENDED LEARNING MODELS: EFFECTS ON ...indexPub
This study was conducted to identify the influence of computer technology in blended learning on the achievement in the Principles of Accounting subject through of self-directed learning. The research also assessed the relationship of the elements of blended learning on student achievement. Despite the encouragement by the Ministry of Education for the use of Computer Technology In Education, there is a lack of research on a measurable and testable model of the influence of computer technology. In reality, various aspects such as schools, teachers, content, and technology exist to provide and utilize computer technology through learning in Malaysia. A quantitative study using a correlational design was conducted on 400 Form Four students in secondary schools in the Southern Zone of Malaysia, namely in the states of Johor, Melaka, and Negeri Sembilan, to identify the influence of computer technology in blended learning on achievement. Data were collected using adapted and modified questionnaires from previous studies. Descriptive data analysis was performed using SPSS version 28, while inferential analysis was conducted using the Smart PLS analysis technique. Smart PLS version 4.0 software was utilized to test the mediator relationships in the study. The results of the study showed high minimum scores for blended learning through computer technology and self-directed learning, as well as achievement. The influence of blended learning elements also had a significant relationship with student achievement in the Principles of Accounting subject. This study is expected to contribute to the effectiveness of blended learning through information technology on the achievement in the Principles of Accounting subject by enhancing self- directed learning among students. The development of this conceptual model is hoped to serve as a guide for policymakers, the Ministry of Education, teachers, students, and other stakeholders in ensuring that blended learning practices can be implemented more effectively. Furthermore, it is hoped that the achievement and interest in the Principles of Accounting subject can be improved by applying computer technology in learning.
ACADEMIC BANK OF CREDIT: A WORLDWIDE VIEWPOINTindexPub
To make higher education more accessible and successful in the world today, the Academic Bank of Credits (ABC) is a new concept. Successful learning adaptation requires the transfer of credits and the acknowledgment of academic accomplishment. Recognition of credits is the process by which one educational organisation verifies that the educational experiences gained and assessed at another institution meet the requirements of one of their courses. The use of Academic Bank of Credits allows for a more adaptable method of curriculum building and design while also encouraging transparency. The credit system at this university is designed to accommodate different curricula while encouraging students to explore beyond traditional academic boundaries. The purpose of this research is to educate the audience about the Academic Bank of Credit. The demand for flexible and transferable credits in the education system led to the creation of the Academic Bank of Credits. In the past, students had a hard time moving their credits from one school to another because of the many credit systems and curriculums. Students and schools alike wasted time, energy, and materials because of this. Readers will have a better understanding of the following topics from this article: ABCs' objectives, functions, organisational structures, implementation plan, and eligibility criteria for higher education institutions to register with Academic Bank of Credits.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNING
1. 29
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION
PLANNING
MUKESH MIHIR1 and Dr. SATULURI PADMA2
1,2
Amity Business School Amity University, Maharashtra
1
Email: mukeshmihiriocl@gmail.com
Abstract
Motivation: HR in an organization faces various challenges in business environment, such as Building
Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning
for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management
and transforming HR function into developmental Role from the legacy driven HR, etc.
Succession Planning is the process of identifying and developing individuals, who have potential to hold the key
leadership position in an Organization, whereas Performance Management includes assessing and improving upon
the performance of an employee to meet the organizational goals. There are several Management Practices, which
are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is
one of them. The health of an organization majorly depends on the proper placement of people, which is a
combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management
plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The
key idea of succession planning suggests that the right person to be placed at the right position at the right time.
Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found
prepared with their successors to occupy the key positions as and when required. The positions are either kept
vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for
the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh
hour. This has a significant impact on organizational health and in turn to organizational sustainability.
Organizations must last longer than people. Role of organization continues even when the people move out.
Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for
sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy
to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher
responsibilities and for the new roles that may emerge in future.
The placement of Key Leadership positions can be executed either by inviting the talent from outside or
developing the talent in-house. The latter is always in demand keeping in view the core values of the organization
and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent
pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the
talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person
placed at Top / Key Leadership Positions is high when these are occupied by in-house talent.
Performance Management is the backbone of organization, as it is the performance that helps it to grow, develop
and strive for excellence. It is a system that ensures that Human Capital is properly and optimally utilized. It
encourages achieving desired business results. It is also a tool to ensure that individual and organizational goals
are aligned. Organizations are making efforts to make it scientific, objective and more realistic. Many
organizations are practicing a participative appraisal process. The idea is to identify potential, evaluate
performance, map & develop competencies and align values of an employee with organization.
Problem Statement: To develop an effective Performance Management System and to integrate it with Succession
Planning is a big challenge these days. There are many challenges in finding solutions to the following basic
questions: 1. How does performance management affect the success of succession planning? 2. What are the best
practices in performance management that support effective succession planning? 3. What are the potential
benefits of integrating performance management and succession planning, and how does it contribute to
organizational success?
Methods/Study Design: A mixed-methods approach of consisting both qualitative and quantitative data analysis
is preferred. The study involves a sample of Indian PSUs from different industries. Inputs on perceptions and
interpretations collected through discussions, interviews, and document analysis. The interviews of Key
2. 30
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
Stakeholders, including HR Managers, Executives, and Functional Managers are conducted to gather information
on the perception of employees about current Performance Management Practices and Succession Planning in the
participating organizations. The document analysis involves review of HR Policies, Procedures, and Reports
related to PMS and Promotion Policies. Feedback collected through interactions are analyzed using thematic
analysis to identify patterns and themes related to the linkage between PMS and Succession Planning.
Predictions and Results: The findings of this study would provide insights into the significance of Performance
Management in Succession Planning. The study identifies and suggests the best practices in PMS that support
effective Succession Planning. The study also helps in linking PMS and Succession Planning to recognize the
impact of integrating these two. Thus, the study recommends how to identify and develop individuals in-house,
to take critical and key leadership roles as and when required by the organization.
Summary/Conclusion: To identify and develop the people for effective Succession Planning is the need of hour.
PMS plays a big role in identifying, developing, and retaining the in-house talent thus preparing and positioning
for the critical and key leadership roles. Performance Management is an ongoing process starting from beginning
till end and even after the employee superannuates/leaves the organization. Management Practices cannot be dealt
with separately for Talent Management and Succession Planning. Performance Management has a significant
impact on Talent Management and thus on Succession Planning for key leadership positions in an organization to
meet present and future needs.
Keywords: Performance Management, Talent Management, Succession Planning.
INTRODUCTION
Preparing ourselves for the future economic environment is the biggest challenge for achieving
the Sustainability. Organizations, be it Government, Semi Government, Private or Social,
needs to have a succession plan or readiness for taking up the roles and responsibility by the
next generation. Large organizations, especially the Corporate & Public Sectors in India often
find themselves in challenging situation while filling the suitable manpower gap within the
organization due to changing market condition and environmental need. Human Recourses
(HR) plays the most important role in handling manpower, optimizing the strength, developing
the talent and preparing them for the future. There are various challenges HR faces in business
environment, such as Building Capabilities, Improving on Productivity, Building Performance
Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles,
Developing Accountability and Ownership, Human Capital Management and transforming HR
function into developmental Role from the legacy driven HR, etc. Human Resources needs to
be utilized optimally and developed in line with the changing market scenario. HR needs to be
aligned with the organizational goal.
Succession Planning is process of identifying and developing individuals, who have potential
to hold the Key Leadership Positions in an Organization, whereas Performance Management
includes assessing and improving upon the performance of an employee to meet the
organizational goals. There are several Management Practices, which are adopted widely in
Industry to make a successful Succession Planning. Workforce and Talent Management is one
of them. The health of an organization majorly depends on the proper placement of people,
which is a combined outcome of Talent Identification, Talent Development and Talent
Retention. Performance Management plays a vital role in Identification of Talent. It has an
impact on Talent Development and Talent Retention too. The key idea of succession planning
suggests that the right person to be placed at right position at right time.
Succession Planning is becoming a challenge these days in corporate world. Organizations are
often not found ready with their successors to occupy the key positions as and when required.
The positions are either kept vacant for a substantial period of time or more than one role is
assigned to a single person. Identifying the right talent for the key positions from outside the
3. 31
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
organization and recruiting them is much more difficult task at the eleventh hour. This has
significant impact on organizational health, and in turn to the organizational sustainability.
Organizations have to last longer than people. Role of organization continues even when the
people move out. Employee has to superannuate after attaining a certain age. Also,
organizations have to have a contingency plan for sudden vacancy arises out of attrition, health
hazards and death of employee. Succession planning is the strategy to ensure that suitable
person is made available to take the responsibility during exigencies. Employees are developed
for taking higher responsibilities and also for the new roles that may emerge in future.
Several studies are done in the past to develop and establish a Succession Planning Method
with the help of various HR processes at National and International levels. (Ahmad, 2018a; By
& Sivakumar, n.d.; Diab et al., 2023; Okhawere & Felix Isibor, 2016; Pila et al., 2016). The
relationship is already established between Succession planning and Talent Management
Processes. Talent Identification plays the primary role. The role of Performance Management
under Talent Identification is yet to be studied further in details for Indian PSUs. The impact
of Performance Management on Succession Planning needs to be assessed, critically analyzed
and reviewed in depth at various levels in an organization.
The placement of key leadership positions can be executed either by inviting the talent from
outside or developing the talent in-house. The latter is always in demand keeping in view the
core values of the organization and the impact on loyalty and organizational culture in a long
run. It is preferred to develop the in-house talent pool to reduce dependency on recruitment of
experienced people from outside for the critical roles. It brings the talent acquisition cost low
and contributes as a motivating factor for the team as well. The acceptability by the people for
a person placed at Top / Key Leadership Positions is high, when these are occupied by in-house
talent.
Performance Management is the back-bone of organization, as it is the performance, which
helps to grow, develop and strive for organizational excellence. This Performance Management
System ensures that Human Capital is utilized properly and optimally. It encourages achieving
desired business-results. It is also a tool, which ensures that individual actions are aligned with
organizational goals. Organizations are making efforts to make it scientific, objective and more
realistic. Many organizations are practicing a participative appraisal process. The idea is to
identify potential, evaluate performance, map & develop competencies and align values of an
employee with that of organization.
PROBLEM STATEMENT
To develop an effective Performance Management System and to integrate it with Succession
Planning is a big challenge these days.
There are many challenges in finding solutions to the following basic questions:
1. How does performance management affect the success of succession planning?
2. What are the best practices in performance management that support effective succession
planning?
3. What are the potential benefits of integrating performance management and succession
planning, and how does it contribute to organizational success?
4. 32
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
METHODS/STUDY DESIGN
A mixed approach, consisting of a method with both Qualitative and Quantitative data analysis
is preferred. The study involves a sample of Indian Public Sector Units (PSUs) from different
industries. Inputs on perceptions and interpretations collected through discussions, interviews
and document analysis. The interviews of Key Stakeholders, including HR Managers,
Executives, and Functional Managers are conducted to gather information on the perception of
employees about current Performance Management Practices and Succession Planning in the
participating organizations. The document analysis involves review of HR Policies,
Procedures, and Reports related to PMS and Promotion Policies. Feedback collected through
interactions are analyzed using thematic analysis to identify patterns and themes related to the
linkage between PMS and Succession Planning.
Information gathered from various PSUs viz. BPCL, HPCL, SAIL, ONGC, IOCL, BHEL,
BEL, NTPC, Power Grid Corporation of India Ltd., Coal India Ltd.
Questionnaire was designed to assess the perception of employees of the sample organizations.
A sample size of 10 at Middle, Senior and Top Management were intended from PSUs of
various industries form different sectors (Oil, Steel, Power, Coal).
Also, the documents were reviewed related to promotion policies & guidelines in addition to
the discussions on succession planning methods & procedures adopted by various PSUs.
OBSERVATIONS AND DISCUSSION
While deputing the right person at the right place, especially for the key leadership positions,
people are identified and developed with the help of various HR processes. It is important to
note that the identification of right talent is the most crucial stage, where talent pool is identified
and then exposed to different roles and responsibilities along with various developmental
activities.
Talent Identification starts at recruitment stage, when the best available talent is attracted based
on employer branding and compensation and benefits. PSUs have many limitations in
Compensation and Benefits. But the scope is open for employer’s brand value. Most of the
PSUs are following the similar recruitment processes. Induction processes are also more or less
similar barring variation in number of days for classroom sessions and On the Job Training
(OJT) for the new recruits.
Job orientation is as per the requirement of the organization, while the selection criteria are
same for every managerial role. Employees’ competence and potential are identified mainly
based on their appraisal ratings by their controlling bosses at the beginning of the career.
Competencies mapping is either missing or not well planned in PSUs. The frequencies of such
exercise, if at all done, is too low (say once in a decade) in most of the PSUs. Competency
Mapping is regularly done in only few PSUs and Talent Development is yet to be connected to
it for the present and future need of the organization with the changing economic environment.
Performance rating remains the most effective parameter, even at middle and senior
management level. However, Performance targets are Specific, Measurable, Achievable and
Relevant (SMART) in most of the cases. The final ratings are having very low weightage as
compared to the performance, and this weightage keeps on decreasing with hierarchy in
management bands. In other words, the rating becomes more on subjective matters like
Competence, Values and Potential for the top. The general perception about the appraisal rating
in PSU is pick and choose rather than professional way.
5. 33
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
The following table elaborates the items covered under the head Talent Identification (TID),
Talent Development (TD), Talent Retention (TR) and Succession Planning.(Jindal & Shaikh,
2021a)
(Pila et al., 2016)
Table 1: Constructs and Sources of Items Jindal & Shaikh,2021b, 2021a)
Construct Items Source
TID 1. Leadership abilities
2. Systematic process
3. Performance rating
4. Career planning chart
5. Mentoring and coaching
6. Experience in company
7. Overall experience in industry
8. Critical nature of job
9. Performance in critical incidents
10. Assessment centers
11. Competency mapping
12. Replacement chart
● Hirsh, W. (2000). Succession Planning
demystified. Brighton: Institute for Employment
Studies.
● Rothwell, W. (2010). Effective succession
planning: Ensuring leadership continuity and
building Talent from within. New York:
Amacom
TD 1. Continuous feedback
2. Assessment development centers
3. Individual development plan
4. GAP in learning needs
5. Competency development
6. Higher education
7. Cross functional assignments
8. Job Rotation
● Garavan, T. N., Carbery, R., & Rock, A.
(2012). Mapping talent development: Definition,
Scope and architecture. European Journal of
Ttraining and Development, 36(1), 5−24.
● Hirsh, W. (2000). Succession Planning
demystified. Brighton: Institute for Employment
Studies.
● Rothwell, W. (2010). Effective succession
planning: Ensuring leadership continuity and
building Talent from within. New York:
Amacom
TR 1. Current compensation
2. The reward system
3. Work life balance facilities
4. Employee engagement plans
5. Transparent promotion policy
6. Mentoring Facility
7. Employer brand of my company
8. Competency management
9. Top level management
10. The culture of organization
● Phillips, J. J., & Edwards, L. (2008). Managing
talent retention: An ROI approach. San
Francisco: John Wiley & Sons.
● Hirsh, W. (2000). Succession Planning
demystified. Brighton: Institute for Employment
Studies
Succession
planning
1. Identification of successors
2. Development of successors
● Cannon, J. A., & McGee, R. (2010). Talent
management and succession planning (vol. 151).
London: Chartered Institute of Personnel and
Development.
In most of the PSUs in India, Appraisal System is the only method to identify the talents within
an organization. Assessment Centers, Competency Mapping, 360-degree feedback, etc are
neither implemented nor given significant weightage while identification of talent.
Based on the feedback and interactions with the stake holders, various points emerged out. The
perceptions of employees and the management indicate the following:
Most of the corporate, especially the Indian PSUs adopt the Performance Appraisal Rating as
a basis for Talent Identification. Higher the ratings, more is the opportunity. Flagship Talent
Development programme, such as Cutting Edge, Senior Management Program, Advance
Management Programme are designed for and made exclusive to the people, who are rated
high by their appraisers. Nominations in all these flagship programs and in company sponsored
6. 34
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
Management Development Programs are directly connected to PMS only. Foreign Training &
Tours are considered more as a reward than the requirement.
Organizations need versatility of exposure (cross functional, cross country and international)
by an employee to understand and experience the broader perspective. But it has an adverse
effect on managing an excellent/outstanding rating due to settling time and tuning with the
boss.
Even if the budget allocation and investment in Learning & Development is very high in PSUs
these days, the outcome is not aligned to the growth of employee in the organization. Still, the
importance of these developmental programs is not taken into the real sense.
In most of the PSUs, the promotion policies are either not transparent or available only with
HRD. People in the field are having a vague idea on this, especially regarding Competency,
Values and Potential. They are focused on performance rating in line with the KRAs/KPIs
marked to them. Bi-annual reviews are also focused on performance against targets.
The categorization of employees in line with bell curve does exist in almost all the PSUs in
India. An employee, once placed in a specific category in the bell curve, it is almost impossible
for them to change it. Bell curve segregates employees on the basis of their past PMS ratings,
which may not be relevant to employee’s development and future growth in the changing
market scenario.
Succession Planning and career growth are very much interdependent when we talk about in-
house Talent Pool. With the shift in hierarchy level in pyramid, many talents are left behind
just because of different promotion policy at different level, say Junior, Middle, Senior and
Top Management. A leader is supposed to display different behavioral and functional
competencies at different level, which cannot be assessed right at the beginning or mid of the
career.
The available Talent Pool at senior level may sometimes lack behind with versatile experience
to manage the boundaries and inter departmental dealings. With limited exposure, the successor
is difficult to be identified. In most of the PSUs in India, majority of employees are being
promoted faster, who are in the same function for years together, as it was easier for them to
manage the bosses and the other stake holders in the same function. The growth has a
cumulative effect based on promotions. Hence the available Talent Pool for succession
planning is very limited.
Retaining the best Talent Pool, many a times becomes difficult with lack of motivation at
Middle, Senior and Top Level. People leave organizations to find a better opportunity in other
competitive companies, crossing the border of ethics & loyalty.
The above limitations lead to shift the organizational culture from the organizational values
towards the boss management. Employees are developed in such a way that their focus is on
current objectives rather than future goals.
Hence, a continual modification in PMS is required to align the employee’s career growth with
the Succession Planning of organization. This will have a direct impact on Talent Identification
and in turn indirectly on the Talent Development and Talent Retention for the future need.
The impact of PMS with respect to other Talent Management practices is much more than what
it looks apparently.
7. 35
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
PREDICTIONS AND RESULTS
The findings of this study would provide insights into the significance of Performance
Management in Succession Planning. The study identifies and suggests the best practices in
PMS that support effective Succession Planning. The study also helps in linking PMS and
Succession Planning to recognize the impact of integrating these two. Thus, the study
recommends how to identify and develop individuals in-house, to take critical and key
leadership roles as and when required by the organization.
RECOMMENDATIONS
Following modifications are recommended based on the feedback to improve upon prevailing
PMS:
360-degree feedback should be shared with the employees not only as a score but also as
strength and area of improvement.
Leadership Circle used during selection for promotion should be guiding device rather than
testing method. The scores on Competency Mapping needs to be shared with the candidates.
There is also a need to develop competency by adopting several Leadership Programs for
improvement.
Distribution Ratio of Performance Ratings based on KRAs/KPIs and Competence, Values
and Potential needs to be reviewed.
The subjectivity of rating on Competence, Values and Potential needs to be minimized,
which is having maximum effect on PMS at Middle and Senior Management level.
Bell Curve has a de-motivating impact in professional growth of an employee. Should be
removed
Previous Year Performance rating has a major impact on the current and future growth of
an employee, which needs to be kept confidential from the current appraiser to avoid a
biased approach.
Prevailing PMS is more aligned towards the appraiser’s demand than the organizational
goal.
Variety of experience and exposure to versatile roles should be given proper weightage to
develop a talent to hold the top leadership positions.
Competency Mapping to be done more frequently (at least once in a year) and results should
be shared with the countersigning or functional heads. Currently, it is with HR function only
in most of the PSUs.
CONCLUSION
To identify and develop the people for effective Succession Planning is the need of hour. PMS
plays a big role in identifying, developing and retaining the in-house talent thus preparing and
positioning for the critical and key leadership roles. Performance Management is an ongoing
process starting from beginning till end and even after the employee superannuates/leaves the
8. 36
Accountancy Business and the Public Interest
ISSN: 1745-7718
Volume: 40
Issue Number:05
www.abpi.u
k
organization. Management Practices cannot be dealt separately for Talent Management and
Succession Planning. Performance Management has a significant impact on Talent
Management and thus on Succession Planning for key leadership positions in an organization
to meet present and future need. There is a need for continual improvement of Performance
Management System with change of roles and change in changing economic environment to
achieve sustainability for an organization.
Various other parameters must be introduced and implemented at various stages while
identifying Talent. The Talent Developmental Programme must identify and fulfill the gap
related to competence, exposures, versatility etc., rather than randomly selecting the top
performers to hold a position.
References
1. Ahmad, R. (2018a). THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP CHARACTERISTICS
ON SUCCESSION PLANNING PROGRAMS IN THE MALAySIAN PUBLIC SECTOR.
2. Ahmad, R. (2018b). THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP CHARACTERISTICS
ON SUCCESSION PLANNING PROGRAMS IN THE MALAySIAN PUBLIC SECTOR.
3. Diab, A., Atalla, G., Ahmed, N., & Elbassal, M. M. (2023). Linking succession planning to nurses’
performance management: The mediating role of career development. https://doi.org/10.21203/rs.3.rs-
3154486/v1
4. Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: Definition, scope and
architecture. In European Journal of Training and Development (Vol. 36, Issue 1).
https://doi.org/10.1108/03090591211192601
5. Hirsh, W. (2006). Succession planning Demystified. In Succession Planning Demystified (Vol. 36, Issue 2).
6. Jindal, P., & Shaikh, M. (2021a). TALENT RETENTION: A MEDIATOR OF THE RELATIONSHIP
BETWEEN TALENT MANAGEMENT STRATEGIES AND SUCCESSION PLANNING. Asian Academy
of Management Journal, 26(2), 117–142. https://doi.org/10.21315/aamj2021
7. Laub, J. A. (1999). Assessing the servant organization; Development of the Organizational Leadership
Assessment (OLA) model. Dissertation Abstracts International,. Procedia - Social and Behavioral Sciences,
1(2).
8. Okhawere, N. E., & Felix Isibor, O. (2016). Succession Planning in Nigerian Public Organizations.
https://www.researchgate.net/publication/333241053
9. Phillips, J. J., & Edwards, L. (2008). Managing Talent Retention, An ROI Approach. In People and Strategy
(Vol. 32, Issue 3).
10. Pila, M. M., Schultz, C., & Dachapalli, L. A. P. (2016). Factors related to succession planning in a government
department in Gauteng. Problems and Perspectives in Management, 14(4), 145–153.
https://doi.org/10.21511/ppm.14(4-1).2016.02
11. REPORT OF THE COMMITTEE ON HR ISSUES OF PUBLIC SECTOR BANKS. (2010).
12. Rothwell, W. (2005). Effective succession planning: ensuring leadership continuity and building talent from
within. In Amacom.
13. S., & Sivakumar, M. (n.d.). PERCEPTION OF HUMAN RESOURCE PROFESSIONALS ON
SUCCESSION PLANNING-A STUDY RELATED TO SELECTED PRIVATE LIMITED COMPANIES IN
CHENNAI DEGREE OF DOCTOR OF PHILOSOPHY IN COMMERCE.