Relationship between Individualized Consideration and Succession Management of Employees in the Public Sector in Kenya

Lydia Mark; Alice Nanjala Simiyu; Mary Omondi

doi:10.51867/ajernet.6.1.39

Authors

Lydia Mark
lydiamark248@gmail.com
Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Alice Nanjala Simiyu Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Mary Omondi Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

Keywords:

Individualized Consideration, Public Sector, Succession Management, Transformational Leadership

Abstract

Succession management is a critical function in any business. It helps the leaders identify the potential leaders who can assume managerial positions in case a person holding a leadership position leaves the organization for various reasons. Effective succession management enables the organization to continue its operations during leadership transitions with minimal disruption. At both the national and county government levels, Kenya's public service currently faces recurrent succession management challenges which have been occasioned by an aging workforce, staffing gaps, skills mismatch and high staff turnover which if not resolved will affect the quality of service delivered. This research sought to determine the relationship between individualized consideration and succession management of employees in the public sector in Kenya. The study was conducted in twenty-two (22) ministries in Kenya because they are experiencing recurrent succession management challenges. Theory that guided the research was Transformational Leadership Theory and the Leadership Pipeline Model. A descriptive survey research design was used combining both quantitative and qualitative approaches. The study’s targeted population was 597 heads of state departments (directors) and human resource managers from 22 ministries in Kenya. Using the purposive sampling technique, 240 respondents were selected for the study. Data was collected using questionnaires and an interview guide. The correlation analysis results revealed that individualized consideration (r = 0.641, p<0.05) had a strong positive relationship with succession management. Further, ANOVA results revealed that individualized consideration exerts a significant and positive relationship with succession management of employees in the public sector in Kenya (F (1, 201) = 140.535, p<.001). The study concluded that individualized consideration has a notable and positive connection with succession management. However, based on the study findings, the individualized consideration dimension is rarely practiced by the leaders hence they should improve on practicing this transformational leadership dimension. The researcher recommends that leaders should emphasize on treating employees individually, listening to them, coaching them and guiding them to develop their careers.

Dimensions

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