Effects of Coaching and Mentoring on Succession Plan in Organisations.
ABSTRACT
Some of the objectives of the study seek to determine the contributions of mentoring and coaching program in accelerating employees’ performance, career and competencies for effective succession planning, ascertain the impact of management in supporting coaching and mentoring program for employee’s retention and development to enhance succession planning.
A survey research method was adopted for the study and data were collected from primary and secondary sources while questionnaire formed the major instrument of data collection. The results of data collected were analysed in tables and percentages. A total of 96 copies of questionnaires were structured and distributed to respondents. In carrying out this study, hypotheses were formulated and tested using the chisquare statistical tool.
In addition, the major findings of the study were that coaching and mentoring contribute in developing employee’s skills, attitude and knowledge for succession planning; that management makes impact in supporting coaching and mentoring program for employee’s retention and development to enhance succession planning.
From the findings of the study, conclusions and recommendations were made in the research such as the leadership of public, private and non-governmental organisations should commit greater time, attention and resources in the development and implementation of coaching and mentoring programs.
This is a sure way of achieving successful organisational succession planning. Organizational coaching and mentoring programs must have the full support and commitment of leadership/ line managers; this is a bold step at encouraging employees to participate fully in the program.
TABLE OF CONTENT
Title Page i
Certification ii
Dedication iii
Acknowledgements iv
Abstract v
Table of Contents vi
List of Tables x
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 5
1.3 Objectives of the Study 7
1.4 Research Questions 7
1.5 Research Hypotheses 8
1.6 Significance of the Study 9
1.7 Scope of the Study 10
1.8 Limitations of the Study 11
1.9 Definition of Terms 11
References 12
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction 14
2.2 Concept of Mentoring 17
2.2.1 Meaning of Mentoring 17
2.2.2 Types of Organisational Mentoring Program 19
2.2.3 Why Organisations Implement a Mentoring Program 22
2.2.4 The Benefits of a Mentoring Program 23
2.2.5 Effect of Mentoring on Succession Planning 24
2.3 Concept of Coaching 26
2.3.1 Meaning of Coaching 26
2.3.2 How to Setup a Coaching Program 28
2.3.3 Benefits of a Coaching program 29
2.3.4 Types of Coaching Program 31
2.3.5 Different Between Mentoring and Coaching 33
2.3.6 Impact of Coaching Program on Succession 34
2.3.7 Nature of Internal and External Coaching Program in Organisations 35
2.4. Concept of Succession Planning 38
2.4.1 Meaning of Succession Planning 38
2.4.2 The Need for Succession Plan in Organisations 40
2.4.3 Challenges of Succession Planning 42
2.4.4 Key Principles for Effective Succession Plan 43
2.4.5 Developing Internal Capability for Succession Planning 45
2.4.6 A Practical Guide to Approaching Succession Planning 48
2.5 Profile of Juhel Nigeria Limited 55
References 59
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Design 62
3.2 Area of the Study 62
3.3 Population of the Study 62
3.4 Sampling and Sample Size Determination 63
3.5 Instrument of Data Collection 64
3.6 Source of Data 64
3.6.1 Primary Source 65
3.6.2 Secondary Source 65
3.7 Method of Data Presentation 65
3.8 Method of Data Analysis 65
References 67
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Introduction 68
4.2 Test of Hypotheses 82
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATION
5.1 Summary of Findings 90
5.2 Conclusion 92
5.3 Recommendations 93
Bibliography 95
INTRODUCTION
In today’s competitive business environment, private, public and non-governmental organisations are increasingly making effort to build high quality workforce operations; this is driven by the fact that employees leave their jobs either on a planned or unplanned basis.
As a result, management succession planning has been seen as a critical part of management and human resource planning process that specifically focuses on ensuring the availability and sustainability of a supply of capable staff that are ready to assume key or critical organizational roles as they become available.
Succession planning strategies, which focus on developing employee capability, ultimately enable organizations to respond to staff changes more effectively (Raymond, 1999).
Armstrong (2003) observed that the basic aim of management succession planning process is to ensure that as far as possible, suitable employees are internally available to fill vacancies created by promotion, retirement, death, termination or transfers.
It follows, therefore, that succession planning is the systematic, strategic and deliberate process of defining future organizational requirements and identifying internal candidates who best meet those vacancies or requirements (Leslie and Lloyd, 1991).
With the system in place, the skills, knowledge and competencies within the enterprise are assessed to measure staff development to see which future positions they may take within the organisation when other employees leave their positions (Gary, 2000).
BIBLIOGRAPHY
Armstrong, M. (2003), Human Resource Management practice , Britain, Gambrian printers Ltd.
Bush, T. and Coleman, M. (1995), “Professional Development for Heads: The Role of Mentoring”, Journal of Educational Administration , Vol 5, P. 60-73.
CIPD (2004), Coaching and Buying Coaching Services , CIPD Report, P. 40
Coaching and Mentoring Integral to Succession Planning (http://www.CIPD.com)
Derek, T.T and Laura, H. (1995), Human Resource Management, USA: Pearson Education Ltd.
StudentsandScholarship Team.
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