Section Four: Data Analysis & Hypotheses Testing
2. Internal Validity of the Questionnaire: Internal validity of the questionnaire is the first statistical test that used to test the validity of the questionnaire It is measured
by a scouting sample, which consists of 35 questionnaires and measures the correlation coefficients between each paragraph in one field and the whole field. a. Table (6) clarifies the correlation coefficient for each paragraph of the "The
Degree of Clarity of the Concept of Succession Planning" and the total of the field.
Table (6)
Correlation Coefficient of Each Paragraph of "The Degree of Clarity of the Concept of Succession Planning" and the Total of this Field
No. Paragraph Pearson Correlation Coefficient P-Value (Sig.)
1. The organization identifies candidates for promotion based
on competences and qualifications. .749 0.000*
2. Decision-makers assess career planning requirements in
key positions. .848 0.000*
3. Staff competencies are developed to meet the
4. The organization assesses future needs of human resources
periodically. .773 0.000*
5. The organization uses succession planning needs to train
and develop staff appropriately. .770 0.000*
6. The required skills and knowledge for key positions in the
organization are identified. .662 0.000*
7. There are plans to develop staff aimed at narrowing the gap between their present work needs and future work requirements.
.687 0.000*
8. Knowledge and experience gained through work by incumbents of key positions are transferred to their replacements before leaving the organization.
.556 0.000*
9. A definite structure exists in the organization for the
current and future talent needs. .845 0.000*
10. Various means are established to compare individual's current competencies to the requirements of a future position to facilitate the succession planning process.
.834 0.000*
11. The organization analyzes the workload for the purposes of
determining the surplus and deficit of jobs. .796 0.000* 12. There is a clear policy in the organization that recommends
upgrading staff from within. .734 0.000*
13. The organization holds workshops to train individuals on
career planning. .823 0.000*
14. There is a definite written guide for succession planning
that guides the senior management. .821 0.000*
* Correlation is significant at the 0.05 level
The p-values (Sig.) are less than 0.05, so the correlation coefficients of this field are significant at α=0.05, so it can be said that the paragraphs of this field are consistent and valid to measure what was set out to be measured.
b. Table (7) clarifies the correlation coefficient for each paragraph of the "Managerial Support and Effort Level" and the total of the field.
Table (7)
Correlation Coefficient of Each Paragraph of "Managerial Support and Effort Level" and the Total of this Field
No. Paragraph Pearson Correlation Coefficient P-Value (Sig.)
1. The organization supports learning by providing
opportunities for internal and external training. .660 0.000* 2. The organization encourages employees to develop their
skills and experience to ensure the continuation of the organizational competitive advantage.
.733 0.000*
3. The organization designs and conducts specific development programs to develop staff in line with the succession planning programme.
.832 0.000*
4. The human resource management in the organization provides the necessary policies and procedures to ensure staff development.
.744 0.000*
5. The organization allocates a budget for the implementation
of talent management strategy. .856 0.000*
6. The heads of departments identify and develop competencies of staff and retain them as a means of the followed succession planning procedures.
.662 0.000*
7. The organization encourages improvement and development initiatives of individuals that serve the succession planning policies.
8. The organization invests the various training activities to
develop the roles of individuals. .557 0.000*
9. The organization provides the necessary resources and capabilities for the development of all employees, each according to his/her field.
.724 0.000*
10. The organization applies the incentives and rewards system for employees to contribute to raising the quality of their performance.
.785 0.000*
11. The organization includes the succession planning within the
annual plan. .744 0.000*
12. The senior management in the organization is convinced
with and supports the important role of succession planning. .708 0.000* 13. Managers appreciate the value of the preparation of
replacements for employees who are in key positions through their consent and encouragement to do so.
.793 0.000*
* Correlation is significant at the 0.05 level
The p-values (Sig.) are less than 0.05, so the correlation coefficients of this field are significant at α = 0.05. It can be seen that the paragraphs of this field are consistent and valid to measure what was set to be measured.
c. Table (8) clarifies the correlation coefficient for each paragraph of the "Existence of Strategic and Operational Plans" and the total of the field.
Table (8)
Correlation Coefficient of Each Paragraph of "Existence of Strategic and Operational Plans" and the Total of this Field
No. Paragraph Pearson Correlation Coefficient P-Value (Sig.)
1. The organization has a clear strategic plan that works on
implementing it. .663 0.000*
2. The strengths and weaknesses of the staff and managers are
linked to the future strategic goals of the organization. .652 0.000* 3. Operational plans exist in the organization to transfer
employees to different positions to train them and equip them with the necessary expertise.
.750 0.000*
4. Career development programs are linked to the
organizational strategic plan. .651 0.000*
5. A database of the skills and qualifications of employees
exists in the organization's plans. .592 0.000*
6. A succession plan exists in the organization that directs the
planning process for leadership positions. .720 0.000* 7. The human resources department in the organization plans
and implements a program to develop successors for key positions in all departments.
.747 0.000*
8. The organization uses software to help management track
individuals' progress in the succession plan. .744 0.000* 9. There is an established mean in the organization to track
developmental activities for high potentials that prepare them for advancement.
.770 0.000*
10. The human resources department staff follows with managers the development plans that are based on the assessment of capacities or competences.
.785 0.000*
11. There is an accurate system for measuring the performance
of employees to track their progress and career development. .814 0.000* 12. The organization assesses the benefits from the training
programs for developing the skills and experiences of employees.
13. Policies and procedures exist in the organization related to
the planning of professional development and career paths. .798 0.000* 14. Career development programs are linked to the succession
planning programme. .795 0.000*
15. There is a strategic plan in the organization that includes
objectives for the development of management and staff. .775 0.000* 16. The organization implements recruitment policies that
contribute to the provision of the required competencies in the right time and place.
.738 0.000*
* Correlation is significant at the 0.05 level
The p-values (Sig.) are less than 0.05, so the correlation coefficients of this field are significant at α = 0.05. It can be seen that the paragraphs of this field are consistent and valid to measure what was set to be measured.
d. Table (9) clarifies the correlation coefficient for each paragraph of the "Organizational Culture" and the total of the field.
Table (9)
Correlation Coefficient of Each Paragraph of "Organizational Culture" and the Total of this Field
No. Paragraph Pearson Correlation Coefficient P-Value (Sig.)
1. There is an encouraging organizational workplace climate for increased participation in the succession planning programme.
.751 0.000*
2. There is a positive organizational workplace that stimulates
and encourages creativity. .729 0.000*
3. The organizational culture promotes the practice of recruiting, grooming and retaining administrative and leadership talent.
.553 0.000*
4. Preparation and promotion of leaders from within the organization constitute a part of the accepted organizational philosophy/ policy.
.546 0.000*
5. Provide feedback and encouragement to employees so that
they are made to feel good about themselves. .700 0.000* 6. The organization encourages full employee engagement by
taking steps to build involvement in decision making on succession planning programme.
.820 0.000*
7. The organization is committed to providing equal
opportunities for all employees in career advancement. .746 0.000* 8. Employees feel of belonging and loyalty to the organization. .506 0.001* 9. The management encourages employees to apply for vacant
jobs in the organization. .666 0.000*
10. The organization encourages all employees to apply for
leadership positions without discrimination. .757 0.000* 11. The organization strengthens the culture of knowledge and
information-sharing among staff effectively. .778 0.000* 12. The organization gives employees a priority in filling
vacancies that opens up in the organization. .725 0.000* 13. The organization encourages women to apply for leadership
positions. .718 0.000*
* Correlation is significant at the 0.05 level
The p-values (Sig.) are less than 0.05, so the correlation coefficients of this field are significant at α = 0.05. It can be seen that the paragraphs of this field are consistent and valid to measure what was set to be measured.
e. Table (10) clarifies the correlation coefficient for each paragraph of the "The Current State of Succession Planning" and the total of the field.
Table (10)
Correlation Coefficient of Each Paragraph of "The Current State of Succession Planning" and the Total of this Field
No. Paragraph Pearson Correlation Coefficient P-Value (Sig.)
1. The organization makes an effort to plan for workforce needs in
advance for reasons such as promotions and retirements. .781 0.000* 2. Measure the percentage of leaders who will be eligible to retire in
the next 5 years. .797 0.000*
3. The organization identifies qualified candidates from within to
fill key positions when they become vacant. .799 0.000* 4. The senior management identifies the positions that have a
significant impact in the organization. .610 0.000*
5. Members of the executive staff are more often selected internally. .377 0.013* 6. The organization gives employees a chance to promote
themselves professionally and achieve their career goals. .498 0.001* 7. Sensitive positions associated with the achievement of the main
objectives of the organization are identified. .669 0.000* 8. Plans, policies and procedures, prepared in advance, are
followed, so that emergencies can be avoided when key employees are absent or left the organization.
.285 0.048*
9. Employee turnover is monitored to take that into account when
implementing the succession planning programme. .749 0.000* 10. The organization identifies employees with outstanding
performance that achieve the goals and expectations required from them.
.779 0.000*
11. The organization determines an action plan to address poor
performance. .682 0.000*
12. The impact of leaving employees to work and its risk on the organization is measured in terms of productivity and competitive advantage.
.799 0.000*
13. The organization applies job enrichment through the addition of new responsibilities and delegations to those employees with high potential to deepen their experience and refine their skills.
.746 0.000*
14. The organization delegates authorities to employees with high
potential to take on new tasks. .620 0.000*
* Correlation is significant at the 0.05 level
The p-values (Sig.) are less than 0.05, so the correlation coefficients of this field are significant at α = 0.05. It can be seen that the paragraphs of this field are consistent and valid to measure what was set to be measured.
3. Structural Validity of the Questionnaire: Structure validity is the second