Managerial Support and Effort Level

Table (24) shows the respondents' opinions towards the second dimension.

Table (24)

Means and Test Values for “Managerial Support and Effort Level”

No. Item M ea n P ro po rt io na l mea n (%) T est v a lue P -v a lue ( Sig .) Ra nk

1. The organization supports learning by providing

opportunities for internal and external training. 3.92 78.46 15.30 0.000* 1 2. The organization encourages employees to

develop their skills and experience to ensure the continuation of the organizational competitive advantage.

3.87 77.31 12.95 0.000* 2

3. The organization designs and conducts specific development programs to develop staff in line with the succession planning programme.

3.40 68.08 6.43 0.000* 7 4. The human resource management in the

organization provides the necessary policies and procedures to ensure staff development.

3.35 67.02 5.21 0.000* 8 5. The organization allocates a budget for the

implementation of talent management strategy. 3.11 62.21 1.53 0.064 12 6. The heads of departments identify and develop

competencies of staff and retain them as a means of the followed succession planning procedures.

3.55 71.07 8.97 0.000* 5 7. The organization encourages improvement and

development initiatives of individuals that serve the succession planning policies.

3.63 72.50 10.43 0.000* 4 8. The organization invests the various training

activities to develop the roles of individuals. 3.64 72.85 9.96 0.000* 3 9. The organization provides the necessary

resources and capabilities for the development of all employees, each according to his/her field.

3.50 70.10 7.35 0.000* 6 10. The organization applies the incentives and

rewards system for employees to contribute to raising the quality of their performance.

3.16 63.19 1.90 0.030* 11 11. The organization includes the succession

12. The senior management in the organization is convinced with and supports the important role of succession planning.

3.27 65.37 3.65 0.000* 10 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.

3.35 66.92 4.83 0.000* 9

All paragraphs of the field 3.45 68.92 8.47 0.000* * The mean is significantly different from 3

The mean of paragraph #1 ―The organization supports learning by providing opportunities for internal and external training‖ equals 3.92 (78.46%), Test-value = 15.30 and P-value = 0.000 which is smaller than the level of significance. The sign of the test is positive. The mean of this paragraph is significantly greater than the hypothetical value of 3. It can be concluded that the respondents agreed to this paragraph.

The mean of paragraph #2 ―The organization encourages employees to develop their skills and experience to ensure the continuation of the organizational competitive advantage.‖ equals 3.87 (77.31%), Test-value = 12.85 and P-value = 0.000 which is smaller than the level of significance. The sign of the test is positive. The mean of this paragraph is significantly greater than the hypothetical value of 3. It can be concluded that the respondents agreed to this paragraph.

The mean of paragraph #5 ―The organization allocates a budget for the implementation of talent management strategy‖ equals 3.11 (62.21%), Test-value = 1.53, and P-value = 0.064 which is greater than the level of significance. The mean of this paragraph is insignificantly different from the hypothetical value of 3. It can be concluded that the respondents are neutral to this paragraph.

The mean of paragraph #11 ―The organization includes the succession planning within the annual plan‖ equals 3.04 (60.77%), Test-value = 0.52, and P-value = 0.300 which is greater than the level of significance. The mean of this paragraph is insignificantly different from the hypothetical value of 3. It can be concluded that the respondents are neutral to this paragraph.

In general, the mean of the field ―Managerial Support and Effort Level‖ equals 3.45 (68.92%), Test-value = 8.47, and P-value=0.000 which is smaller than the level of significance. The sign of the test is positive. Thus, the mean of this field is significantly greater than the hypothetical value of 3. It can be concluded that the respondents agreed to field of ―Managerial Support and Effort Level ".

The respondents approved and believe that the managerial support and effort level that is provided by the managers of major NGOs has an impact on the current state of succession planning practices. The managerial support and effort level needs more of top management participation and support and it should be strongly evident. The personal involvement of top managers-and even that of the organizational board- should motivate participants and ensure that other members of the management team devote time and effort to the succession planning programme.

The results of this field are consistent with the findings of the study of (Kim, 2010) which stressed the importance of succession planning and considered it as a strategic

plan for the future. Moreover, top management's commitment is a key factor to the successful implementation of succession planning. Moreover, the results are consistent with the findings of the study of (Mandi, 2008) in that developing and maintaining the most precious asset of the organization, its high potential employees, is a cornerstone for an organization in achieving long-term viability. The result of this field is consistent with the study of (Abu Saleema, 2007) which states that training is well supported by the top level of administration. It is also consistent with the study of (Shaltout, 2009) which stated that they encourage development through the paying of incentives and bonuses.

It is worth pointing out that the results of this field are inconsistent with the study of (Gallo, 2010) in that there should also be a focus on internal rewards when developing people. The results are inconsistent with the study of (Al Madhoon, 2005) which states that respondents are not satisfied with the applied promotion policies and about developing their careers.

In addition, this result is inconsistent with the study of (Al Heeti, 2004) which revealed that there is low interest in developing employees' careers and the top management does not play a direct and an effective role in employees' career development.