Succession planning mediates self-leadership and turnover intention in a state-owned enterprise
SA Journal of Human Resource Management
| Field | Value | |
| Title | Succession planning mediates self-leadership and turnover intention in a state-owned enterprise | |
| Creator | Maroga, Reshoketswe S. Schultz, Cecile M. Smit, Pieter K. | |
| Description | Orientation: This study is a response to the challenges faced by a rail, port and pipeline company in South Africa when managing succession planning, self-leadership and turnover intention.Research purpose: The study aimed to determine if succession planning was the mediating variable between self-leadership and turnover intention in a state-owned enterprise.Motivation for the study: The study’s findings may assist public entities in prioritising succession planning and self-leadership development initiatives.Research approach/design and method: The study adopted a quantitative approach and a cross-sectional survey research design within positivism. Data were gathered using a structured existing questionnaire that was distributed and the response rate was 78.67%. The reliability of the questionnaire was 09.222 which was an indication that the internal consistency was in order. Data were analysed by using correlation and multiple regression analysis.Main findings: The study found that self-leadership was a marginally significant predictor of turnover intention. A large proportion of the sample was drawn from respondents working in Johannesburg whose views might not correspond with those of employees from other areas.Practical/managerial implications: The findings of the study offer government policymakers the opportunity to develop policies that enhance self-leadership, promote succession planning, reduce the intention to leave among employees and incentivise the process.Contribution/value-add: The body of knowledge was expanded in the sense that succession planning was found to be the mediating variable in the relationship between self-leadership and turnover intention. | |
| Publisher | AOSIS | |
| Date | 2024-03-07 | |
| Identifier | 10.4102/sajhrm.v22i0.2304 | |
| Source | SA Journal of Human Resource Management; Vol 22 (2024); 13 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajhrm.co.za/index.php/sajhrm/article/view/2304/3701
https://sajhrm.co.za/index.php/sajhrm/article/view/2304/3702
https://sajhrm.co.za/index.php/sajhrm/article/view/2304/3703
https://sajhrm.co.za/index.php/sajhrm/article/view/2304/3704
|
|
ADVERTISEMENT
