{"title":"The Neglected Elements of Implementing Strategic Succession Management in Public Organizations","authors":"Fran\u00e7ois Chiocchio, Mahshid Gharibpour","volume":126,"journal":"International Journal of Economics and Management Engineering","pagesStart":1557,"pagesEnd":1561,"ISSN":"1307-6892","URL":"https:\/\/publications.waset.org\/pdf\/10007492","abstract":"
Regardless of the extent to which succession management is implemented in the private sector, it is still overlooked in the public sector. Traditional succession management is evolving providing a better alignment between business strategies and HR strategies. Succession management brings sustainable effectiveness for succession programs through career path development, knowledge and skill transfer, job retention, as well as high-potential candidates’ empowerment for upcoming vacancies. By way of a systematic literature review, we bring into focus strategic succession management in public organizations and discuss best ways of implementation. <\/p>\r\n","references":"[1]\tSantora, J.C., et al., Nonprofit executive succession planning and organizational sustainability: A preliminary comparative study in Australia, Brazil, Israel, Italy, Russia, and the United States. 2015. 20(4): p. 66.\r\n[2]\tLangabeer Ii, J.R. and J. Helton, Health care operations management. 2015: Jones & Bartlett Publishers.\r\n[3]\tVanVactor, J.D., The challenge of success: allowing leaders to lead. International Journal of Leadership in Public Services, 2011. 7(3): p. 192-205.\r\n[4]\tDye, C.F., Winning the talent war: ensuring effective leadership in Healthcare. 2002: Health Administration Press.\r\n[5]\tCollings, D.G. and K. Mellahi, Strategic talent management: A review and research agenda. Human resource management review, 2009. 19(4): p. 304-313.\r\n[6]\tRothwell, W.J., Effective succession planning: ensuring leadership continuity and building talent from within. 2010: Amacom.\r\n[7]\tLynn, D.B., Succession management strategies in public sector organizations: Building leadership capital. Review of Public Personnel Administration, 2001. 21(2): p. 114-132.\r\n[8]\tTaylor, T. and P. McGraw, Succession management practices in Australian organizations. International Journal of Manpower, 2004. 25(8): p. 741-758.\r\n[9]\tDierickx, C. and J. Veneziano, Three keys to CEO succession: expectations, choices, and integration. People and Strategy, 2008. 31(2): p. 36.\r\n[10]\tSchmalzried, H. and L.F. Fallon, - Succession planning for local health department top executives: reducing risk to communities. (- 3): p. - 169.\r\n[11]\tBlakesley, B., New and Noteworthy-Planning for the Future: Sources to Explore About Succession Planning. Library Leadership & Management, 2011. 25(2).\r\n[12]\tJarrell, K.M. and K.C. Pewitt, Succession planning in government case study of a medium-sized city. Review of Public Personnel Administration, 2007. 27(3): p. 297-309.\r\n[13]\tBerger, L.A. and D.R. Berger, The talent management handbook: Creating organizational excellence through identifying developing and positioning your best people. 2003, New York: McGraw-Hill.\r\n[14]\tRothwell, W.J., Effective succession planning: Ensuring leadership continuity and building talent from within. 2nd ed. 2001: Amacom.\r\n[15]\tByham, W., G. Smith, and M. Paese, Grow Your Own Leaders, Development Dimensions. 2001: Pittsburgh.\r\n[16]\tCharan, R., Leaders at all levels: Deepening your talent pool to solve the succession crisis. Vol. 22. 2011: John Wiley & Sons.\r\n[17]\tKim, S., Linking employee assessments to succession planning. Public Personnel Management, 2003. 32(4): p. 533-547.","publisher":"World Academy of Science, Engineering and Technology","index":"Open Science Index 126, 2017"}