An empirical investigation of predicting employee performance through succession planning. The job demands and resources perspective
| DOI | https://doi.org/10.1108/EBHRM-11-2018-0069 |
| Date | 28 August 2019 |
| Pages | 79-91 |
| Published date | 28 August 2019 |
| Author | Zulqurnain Ali,Aqsa Mehreen |
| Subject Matter | Hr & organizational behaviour,Global hrm |
An empirical investigation of
predicting employee performance
through succession planning
The job demands and resources perspective
Zulqurnain Ali
School of Management,
University of Science and Technology of China, Hefei, China, and
Aqsa Mehreen
School of Public Affairs,
University of Science and Technology of China, Hefei, China
Abstract
Purpose –Leadership development practices develop future leaders for the organizations which are
evidence for the proper utilization of organizational resources. The purpose of this paper is to integrate
succession planning into the job demands–resources (JD–R) model to predict individual performance.
Design/methodology/approach –In total, 239 participants were drawn from commercial banks located in
a large city of Pakistan through a structured questionnaire. The proposed model was tested through
structural equation modeling.
Findings –The results from 239 participants suggest that succession planning has a direct and indirect
effect on engagement and employee performance through the JD–R model. Furthermore, job resources and
engagement mediate the association between succession planning and employee performance.
Research limitations/implications –The present study employed a cross-sectional approach, and all
constructs were answered on a self-report questionnaire. Thus, the findings should be validated through a
longitudinal design by employing a more objective construct.
Practical implications –The banks should adopt proactive succession system to improve individual and
organizational performance. Succession planning helps the banks to reduce recruitment cost and promote
internal hiring. This study supports the managerial decisions making by mobilizing skilled and talented
employees in the sudden resignation of a bank employee.
Social implications –Succession planning seems an important development factor that directly improves
employees’well-being through the JD–R model.
Originality/value –The present study demonstrates the integration of the JD–Rmodel into succession planning.
Keywords Employee performance, Succession planning, Job demands–resources model
Paper type Research paper
1. Introduction
The identification and availability of potential leaders have a significant impact on the firm
and individual performance at the workplace (Gupta and Sharma, 2018). Increase in the
demand of talented leaders and its impact on individual performance is the significant
reason for this research. Therefore, succession planning is one of the key leadership
development constructs which refers to “a deliberate and systematic effort by an
organization to ensure leadership continuity in the key positions, retain and develop
intellectual and knowledge capital for the future, and encourage individual
advancement”(Rothwell, 2010, p. 60). In modern organizational culture, succ ession
planning has been considered as a significant contextual construct that improves Evidence-based HRM: a Global
Forum for Empirical Scholarship
Vol. 8 No. 1, 2020
pp. 79-91
© Emerald PublishingLimited
2049-3983
DOI 10.1108/EBHRM-11-2018-0069
Received 4 November 2018
Revised 2 April 2019
10 June 2019
23 July 2019
Accepted 26 July 2019
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2049-3983.htm
The authors are thankful to the editor, associateeditor (especially AssociateProfessor Fabian Homberg)
and two anonymous reviewers for their supportive contributions to improve the earlier version of this
manuscript.
79
Predicting
employee
performance
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