Succession planning as a tool for addressing unexpected exits at Trades Union Congress (TUC) Headquarters, Accra
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Date
2016-11
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KNUST
Abstract
Filling of top management positions in labour organizations in Ghana as a result of
unexpected exits has in most cases, been chaotic due to the lack of effective succession
planning. The main purpose of this study is to investigate how effective succession
planning can be used to resolve employees’ unexpected exits at the headquarters of the
Ghana Trades Union Congress (TUC). Data was collected from 30 out of 64 full time
employees of the case study organization, using questionnaires and interviews, through a
non-probability convenient and purposive sampling approach. The data was carefully
analyzed with both qualitative and quantitative techniques. The study revealed that even
though the TUC effectively employs job rotation, internal promotions and buying-in talents from outside the organization as interim measures to fill unexpected vacancies,
effective replacement planning was on the decline. The study further revealed that some
managers and talented employees of the TUC leave the organization to other firms for
greener pastures and better working conditions. It was again discovered that leadership
of the TUC fail to implement succession planning policy in order to hang around for
contract after retirement. The study also revealed that complications in the
implementation of effective succession planning at the TUC are threat to the
organization’s succession planning strategy. The study has therefore recommended that
the management of TUC should adopt an effective succession planning model that will
deal with unexpected exits in the organization. It was again suggested that management
of the TUC must make succession planning policy framework simple and make
conscious efforts to implement it. The study also recommended that the management of
TUC must take replacement planning very seriously to enable the organization withstand
shock as and when it occurs
Description
A thesis submitted to the Department of Human Resources and Organizational Development, Kwame Nkrumah University of Science and Technology, in partial fulfillment of the requirements for the degree of
Master of Business Administration (HRM Option) School of Business, KNUST, College of Humanities and Social Sciences