نوع مقاله : مقاله علمی پژوهشی
نویسندگان
1 پردیس بینالمللی ارس، دانشگاه تهران
2 دانشگاه تهران
3 دانشکدگان فارابی دانشگاه تهران
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Objective: One of the factors for the success of organizations, especially in the changing world of the future, is the organization's attention and readiness to develop successors for future positions in the organization. Succession development is a documented plan for determining, appointing, and replacing managers and key employees in the positions needed for the success of the organization. The lack of quality successors for key jobs in organizations will lead to weakening the organization's performance, delaying work due to the lack of quality successors, failure to provide appropriate services to clients and other units of the organization, filling vacant positions with people without the required competencies and capabilities, creating suitable conditions and conditions for committing illegal behaviors, etc. In this regard, the present study seeks to present a model of succession development in the organization.
Methodology: The research is applied in terms of purpose, descriptive in terms of data collection, and qualitative in terms of approach. This research was conducted using the meta-synthesis method. The data collection tool is past research documents and libraries, which after searching for specialized keywords in reputable domestic and foreign scientific databases from 2010 to 2025, 81 studies were selected from 1900 studies using the critical assessment skills program and were used in the analysis. The data analysis method is content analysis. Findings: The research findings show that the conceptual model includes 3 main categories of drivers, the main category of substitution and consequences. Drivers are referred to as a set of factors that affect the perceived fairness of dynamic pricing. Drivers include various factors. Drivers affecting substitution in three categories: individual factors (individual enthusiasm, individual capability and individual market); Organizational factors (successor culture, succession structure, succession training, senior management support, and succession financing); supra-organizational factors (labor market conditions, digital (technological) conditions, cultural and social interface, and economic and cultural conditions). The succession component is divided into three categories: successor identification and selection, successor development, and successor evaluation. Succession management actions in organizations will lead to results and consequences. The consequences of succession management are divided into three categories: individual outcome (motivation and commitment of leaders and talented employees, organizational affiliation, and skills development); organizational outcome (continuation and improvement of effective leadership, reduction of the risk of managers and key employees leaving, optimal human resource planning, strengthening organizational memory and learning, organizational sustainability, environmental adaptability, and promotion of the organization's image in the labor market); environmental outcome (improvement of quality of life and labor market dynamics).
Conclusion: Succession management programs should be designed and developed in line with the needs of each organization and with attention to the resources of that organization. The succession management system is a complex and time-consuming process that requires attention to various drivers. The set of drivers identified in the design, development, and implementation of succession management programs in organizations can be used and will lead to improved results from the implementation of succession management. Finally, it was found that by implementing the succession management process in the organization, it is possible to identify and develop key and capable employees and managers needed for the changing future.
کلیدواژهها [English]
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