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Background and purpose: In today’s competitive organizational landscape, the significance of recruiting and developing competent human resources has become paramount. Organizations not only aim to select and attract capable and efficient personnel but also seek to enhance and expand their capabilities. Consequently, the concept of meritocracy has become a key concern for modern organizations. This study aims to investigate the factors influencing succession planning in the leadership of healthcare organizations in Iran. Methods: This qualitative study was conducted using content analysis in 2020. The statistical population comprised key decision-makers and policymakers in successful and prominent Iranian organizations known for effective succession planning, such as the Islamic Revolutionary Guard Corps (IRGC) and the public banking system. A total of 15 experts were selected through purposive and snowball sampling, with data collection continuing until theoretical saturation was achieved. Data were gathered through structured interviews, and the analysis and coding were performed using MAXQDA 11 software. Results: The study identified five main themes: alignment of strategic goals and needs analysis, strategic communication and organizational structure, talent identification and empowerment, development and excellence of qualified individuals, and monitoring of succession planning programs. These were further divided into 13 sub-themes. Conclusion: Organizations and managers should provide comprehensive support and demonstrate commitment to the effective implementation of succession planning programs. This will lead to improved organizational decisions and policies, ensuring that competent and qualified individuals are placed in key positions. Additionally, this approach will enhance work quality, boost employee motivation, reduce resource wastage, and improve career advancement opportunities for staff.

Background and purpose: In today’s competitive organizational landscape, the significance of recruiting and developing competent human resources has become paramount. Organizations not only aim to select and attract capable and efficient personnel but also seek to enhance and expand their capabilities. Consequently, the concept of meritocracy has become a key concern for modern organizations. This study aims to investigate the factors influencing succession planning in the leadership of healthcare organizations in Iran. Methods: This qualitative study was conducted using content analysis in 2020. The statistical population comprised key decision-makers and policymakers in successful and prominent Iranian organizations known for effective succession planning, such as the Islamic Revolutionary Guard Corps (IRGC) and the public banking system. A total of 15 experts were selected through purposive and snowball sampling, with data collection continuing until theoretical saturation was achieved. Data were gathered through structured interviews, and the analysis and coding were performed using MAXQDA 11 software. Results: The study identified five main themes: alignment of strategic goals and needs analysis, strategic communication and organizational structure, talent identification and empowerment, development and excellence of qualified individuals, and monitoring of succession planning programs. These were further divided into 13 sub-themes. Conclusion: Organizations and managers should provide comprehensive support and demonstrate commitment to the effective implementation of succession planning programs. This will lead to improved organizational decisions and policies, ensuring that competent and qualified individuals are placed in key positions. Additionally, this approach will enhance work quality, boost employee motivation, reduce resource wastage, and improve career advancement opportunities for staff. [ABSTRACT FROM AUTHOR]

One of the important aspects of reforming the administrative system of human resources, improving human resources spirit, developing knowledge, skills, and abilities is to put into practice clause 5 of the general administrative policies issued by the supreme leader. This study aimed to analyze the relationship between staff professional development by succession and the achievement of clause 5 of the general policies of administrative system or the mediating role of organizational learning in the expediency council. The research method is quantitative and descriptive-survey. This study can be considered practical. The population is all the 250 staff in the expediency council from which 152 were randomly selected. The research tools are organizational learning questionnaires designed by Ricardo et al. (2007), staff professional development designed by Kalahan and Davilla (2004), and succession desgned by Kim (2016), the validity of which was confirmed based on the face and content validity approaches, and the reliability was calculated by Cronbach alpha at 0.7. The data was fed into SPSS and Smart PLS, and the structural equation model was done at two descriptive and interpretational levels. The findings indicated that the professional development has 0.79 significant relationship with organizational learning, and the latter has 0.63 significant relationship with succession. Also, the professional development has 0.27 significant relationship with succession in the expediency council. [ABSTRACT FROM AUTHOR]

Considering the important role of the educational system in the society and the diversity of its services and activities, huge human resources are required to be available to this system. However, usually, these resources are not selected and exploited competently or effectively and efficiently. Therefore, in this research, the process of establishing the succession planning system of management in universities was carried out using a qualitative method based on the grounded theory. For this purpose, 23 chancellors and vice-chancellors of departments in Azad Universities were interviewed and the data was extracted from the text of the interviews. The results of data analysis in the three stages of open, axial, and selective coding showed 14 general categories that were based on a paradigmatic model. The causative conditions (adaptation to environmental and organizational changes, forward looking in academic decisions and proper management of resources), focal category (meritocracy), establishment strategies (fostering qualified ones, empathic leadership, participation and knowledge management), background factors (support and adherence to values), intervening conditions (management of the academic system, individual perspectives, and culture making), and the expected outcomes (organizational progress) reflected the process of establishing a succession planning system of management in universities and the relationship between their different dimensions. To check the validity and reliability of the findings, they were rechecked by members collaboratively, so that 4 of the professors of management and 3 of the doctoral students of educational management reviewed the axial coding and their opinions were compiled. The template was used and, at the same time, several interviewees helped in analyzing and interpreting the data. As a result, this research provides a framework for policymakers and decision makers to establish the management succession system in universities. [ABSTRACT FROM AUTHOR]

AbstractThe aim of the present study was to investigate the mediating role of organizational justice in the relationship between transformational leadership and succession planning in higher education. The research method was descriptive correlational. The statistical population of this study included all administrators (200 people) of Kharazmi University were selected by convenience sampling method. For data collection were used the three Questionnaire of succession planning (Kim, 2006), Bass & Avolio (2004) transformational leadership, and organizational justice (Niehoff, and Moorman1993). Data analysis was done by using structural equation modeling in AMOS And Spss-22 software. The results of structural equation modeling showed that the conceptual model of research with experimental data fits very well and organizational justice plays the role of a complete mediator in the relationship between transformational leadership and succession planning. Accordingly, the variable relationship between transformational leadership and succession planning through organizational justice was confirmed in the form of path analysis. Thus, the variable of organizational justice showed a facilitating role in the relationship between leadership and transformational leadership and succession planning. Also, the leading variable of transformational leadership had a direct and positive effect on the succession planning of administrators. It can be concluded from the results of the study that organizational justice in the university has a facilitating role in the development of succession planning programs. Thus, by adopting a transformational leadership approach at the university, organizational justice will be established at the university, and eventually the process of succession planning will be upgraded and developed.

Objective (s): Managers play a vital rol in hospital productivity. Succession planning is the process of identifying, developing, evaluating and training talented employees, which can, in turn, ensure organizational management and leadership continuity. Hospitals lag behind other business industries in using succession planning. This study aimed to identify key success factors of succession planning in a hospital. Methods: This case study was conducted in a public hospital that implemented succession planning in Tehran, Iran in 2018. Research participants were drawn from a purposive sample of hospital managers and employees (45 persons). Indepth semi-structured interviews were conducted using open-ended questions. Thematic analysis was used for data analysis using MAXQDA 11 software. Results: Thirty-three factors affecting hospital succession planning were identified and grouped into two categories (i.e., internal and external factors). Internal factors including management and leadership (i.e., managers’ support, stability and maturity and rules and regulations), strategic planning (i.e., organizational vision and goals, succession planning, and succession planning evaluation), organizational culture (i.e., mutual trust, effective communication, and organizational transparency), organizational learning (i.e., developing, executing and evluating succession education plans), employees’ management (i.e., clear job career, talent management, employees’ involvement and employees’ performamnce evaluation), patients’ management (i.e., patient satisfaction survey and paying attention to patients’ needs and expectations in succession planning), resources management (committing resources, flexible organizational structure, succession planning committee and knowledge management) and process management (formulation, implementing and evaluation robust succession planning processes) affect management succession planning. Besides, a hospital’s succession planning can be influenced by political, economic, social and technological factors. Conclusion: Succession planning in hospitals could be affected by internal and external factors. Hospital managers should consider these factors in their management succession planning.

Background: Management transport occurs in organizational hierarchy commonly; so, succession planning is of a great importance. In this regard, identification of the effective methods for succession planning leads to organizational success in health care systems. This study aimed to identify the dimensions of succession and formulate the components of health network managers' selection. Methods: This qualitative research was conducted by applying the content analysis approach in 2018. To glean the information, 42 semi-structured interviews were conducted using the snowball sampling method. Data was analyzed by framework analysis applying Max QDA 10 software. Results: The main effective factors for achieving the health network administrator management rank contained 4 main themes of managerial education and skills, specified education and skills, educational methods, and performance evaluation mechanism. Moreover, we identified the main applied points in monitoring the health network managers' duties. Conclusion: The basic criteria should be defined for selecting appropriate people and improving the quality of services. It also can lead to a framework for succession planning and is helpful in organizational decision making improvement.

Nowadays, the most important competitive advantage in an organization is talent management. Hence, the aim of this mixed method study was to identify and evaluate the components of talent management via the succession planning approach in governmental organizations. Two-stage stratified sampling was employed to select the research sample that comprised 357 respondents who were selected from the employees in governmental The collected research data were analyzed qualitatively via Delphi Technique and quantitatively via Structural Equation Modeling. An extensive literature review on talent management resulted in an initial model with three components of Talent Management, including two factors of talent way of thinking and talent strategy, Talent Management Strategy, including five factors of communication, employee training, culture, performance management, rewards and appreciation, and Succession Planning, including three factors of structure, background, and content. The model obtained from the Delphi technique was subsequently examined through Confirmatory Factor Analysis. The results emerging from the present study revealed good model fitness for the proposed model with a credible degree of validity. It was shown that Talent Management Strategy can respectively explain 82% and 99% of variance in Succession

The purpose of this research is to propose a competency-Compensation Assessment System Through Succession Planning. Having reviewed the research literature as well as experts' opinions, the primary model was proposed and then, the final research model was presented using the experts' opinions. The study was carried out via mixed methods research. The statistical population included the experts and academic specialists in the field of human resources and senior managers of Bank Saderat Iran in the qualitative section and experts and managers at various levels of Bank Saderat in the quantitative section. Non-judgmental purposive sampling and random stratified sampling were employed in the qualitative and quantitative sections respectively. In the qualitative section, 17 persons participated in the interview and in the quantitative section, 400 persons participated as the research sample. Tools of data collection were interview and researcher self-made questionnaire. Reliability of the questionnaire was calculated equal to 0.93 and its validity was approved. The results of the survey in the qualitative section illustrate that there are 25 components for competency-oriented compensation system in five dimensions including competency, foresight, flexibility, justice, and comprehensiveness. In the quantitative section, the findings showed that competency has the highest effect on employees' competency-oriented compensation. Likewise, among the secondary components in the subset of competency dimension, "absorption, retaining and development of organization's talents" has the highest effect on employees' competency-oriented compensation system. T-statistic of this component is equal to 11.82 and its path coefficient is equal to 0.8.

Abstract It is important for organizations to maintain the efficient and valuable forces of the organization in the current era; for this reason, attention to the planning and human resources management and also career path planning in organizations are growing. This topic has turned managing and planning of the career path to one of the most advanced topic of human resource management. Introduction Succession is a process through which powerful and talented forces are prepared for enterprise and key posts through planning and programs in line with the organization's overall strategy (Amin et al., 2017:4). In the modern perspectives of succession, Organizations have become more aware of the importance of the outlook for this process. They not only have a choice at the managerial level, but also a choice at all levels of organization, preparation, development and maintenance of future-oriented leaders (Heinein & OˈNeill, 2004:70). The issue of succession in recent decades has attracted many managers and decision makers, for this reason, it is necessary to obtain appropriate and adequate information on the factors affecting the succession in managing organizations. Preparing and developing human resources for future positions and succession is possible through learning (yaghoubi et al., 2014: 39) Coaching is one of the most Considered ways in learning through which a supportive relationship is established between coach and person under his coaching. In this way, a wide range of behavioral skills and effective ways to help a person to achieve the goals set for the development of professional performance, personal satisfaction and ultimately organizational effectiveness (Mooghali et al., 2013: 162). In the last decade, the creation of a culture of coaching and its application in the organization has attracted many managers and employees. Therefore, in this study, according to the career path and the process of succession in the government executive agencies to accommodate people in jobs and approved posts, researchers are seeking to answer this question: “does the coaching culture play a moderator role in the relationship between career path management and succession?” Case Stady The statistical population of this research included Supervisors and managers of executive agencies in Shiraz (218 people). The sample size was estimated 136 people and cluster - stratified sampling method was used. Materials and Methods In terms of purpose, this is an “applied” research and due to the nature and the method of the research, is “descriptive - correlation survey”. Data collection tool was Career Path Management questionnaire of Delong (1982), succession Planning questionnaire of Kim (2006), Coaching culture Researcher made questionnaire. Cronbach's alpha was used to determine the reliability that the coefficient for Career Path Management questionnaire was 0.88, for Succession Planning questionnaire was 0.85 and for Coaching Culture questionnaire was 0.81. Also, Face Validity was used to determine the validity. Structural equation modeling using SmartPLS 3 software was used to analyze data and confirm or reject hypotheses. Discussion and Results The main Hypothesis - Coaching culture has a moderating role in the relationship between Career Path Management and succession planning. Sub-hypotheses - Career Path Management has the role in succession planning. - Coaching culture has the role in succession planning. According to results Career Path Management has a positive and significant effect on the succession planning. Also, the moderating role of coaching culture in the relationship between Career Path Management and succession planning is approved and coaching culture is a positive and incremental modifier on the above relationship, so that with the presence of coaching culture the relationship between Career Path Management and succession planning is strengthened. Conclusion The results of this study showed that coaching culture strengthens the relationship between career path management and succession; therefore, it is desirable for executive agencies to pay special attention to the creation of this kind of culture in the organization and if there is a coaching culture in the organization, applied actions to improve and strengthen it should be done. In order to implement and execute the coaching culture in the organization, it is desirable to pay attention to coaching skills, including team building, interpersonal communication skills, and operational modeling, such as apprenticeship. Varied learning methods, such as 360-degree feedback, self-learning learning methods, the use of various and up-to-date technologies in teaching and learning should be considered and most importantly, the coach should have an active and special presence in all the stages

Abstract The higher education system, as an ideological and ethical reference, has a crucial and decisive role in empowering societies in different economic, social and cultural spheres. The need for such a critical role is to have good managers and managers. Therefore, the main concern of the higher education system in the third millennium is to identify, select and apply efficient, empowered and effective managers. Therefore, the present research aims at designing a comprehensive model of talent and For this purpose, in the first step, the primary factors that compose the model are the extensive review of theoretical literature (through systematic review) and interviews with experts (academic professors in the field of management as well as senior managers of the university and higher education institutions) that are targeted and The judgments were selected and identified with the content analysis approach and the Delphi technique in the form of 91 components. Then, using the Delphi technique, 15 sub-components were determined and finalized. In the next step, the Structural-Interpretative Modeling (ISM) method was used to establish a relationship between dimensions and provide a structural model for them.. Finally, expert opinions and analysis, a comprehensive model of talent and successor in five levels (the first level includes structure and process components, key posts, competency model, second level including performance compensation, assessment, education and education , Anti-Semitism, Capability Evaluation, Cultural Adaptation, Third Level Leadership, Reserve Treasury, Level Four, Participatory Motivation, and Level Five, Determining the Multi-Dimensional Job Pathway and Recruitment) was introduced for the higher education system. Introduction Human resources today are the most important factor in the success of organizations. In this regard, one of the factors that gives the organization's human resources superior to its competitors is the ability of employees (Asmaili and Amiri, 2016) and the main reason for increasing organizational performance, while creating Continuous competitive advantage is also important in increasing productivity (Ardestani and Varzeshkar, 2016). With the intensification of national and international competitions between universities and higher educational institutions, global rankings, today, the outlook for higher education has varied greatly from the past, with competitive pressures and international growth affecting many universities around the world. , Including our country, have sought to find and implement globalization strategies (Filippo, Casani & Sanz-Casado, 2015: 185). Among the criteria that cause the main difference of this research with other researches and in some ways they can be called as indicators of innovation and knowledge of research are: comprehensiveness of the model and taking into account all the dimensions and components affecting the process. Talent and successor Unlike other models that have often been considered dimensionally, the special focus of the model on dimensions and components of the suitability model, which has not been addressed in previous research either on this topic or in much A partial mention has been made, focusing on the value orientation of the human resources of the academic community in society Persian and Islamic universities and third and fourth generation universities and confirmation of the value dimensions in the model which provided the basis for a native proportional model. The research was based on the country's strategic and developmental plans and the documents of the Ministry of Science, Research and Technology With a futuristic approach. The most important aspect of the distinction and significant contribution of this research, the components of the succession treasury, is the participatory motivation of this model, which has not been considered in the previous studies, or is not considered in isolation, in the previous studies. Materials and Methods This research is descriptive in terms of purpose and in terms of applied results. In this research, which is carried out using mixed (qualitative and qualitative-quantitative) methods, the effective factors of the process of talent and succession in the higher education system are identified and are stratified by structural interpretation modeling. Noblity and Hir (1988) argue that beyond this is a kind of qualitative study that extracts information and findings from other related studies with similar topics and provides a systematic approach to researchers by combining different qualitative research into the discovery of the subjects and metaphors of Hadid And fundamentally (Balouch and Rastegar, 2015). Discussion and Results In this research, with a comprehensive review of literature on the field of talent and reintegration inside and outside the country, 119 elements of the establishment of the system of nomination and nomination, using the content analysis (directional and analytic) and semi-structured interviews extracted The Delphi technique has been used by experts using the expert panel methodology, because it is considering introducing components that are in line with the specific conditions of universities and higher education institutions. After reviewing, combining and eliminating the same components, 92 main components related to the research topic were identified using the Kendall coordinate coefficient and Friedman method from a total of 92 components, based on the panel's viewpoint and based on the average (based on the basis of the average 35 items were identified and in the second stage, 35 questionnaires (35 items) were designed and reassigned to the panel of colleagues, based on the basis of the average score: 1 5, mean: 17/4, and again, the variables that received a score less than the average were also eliminated, and finally 15 components as the author Conclusion The role, importance and nature of universities and institutions of higher education are not limited to equipping and upgrading the level of scientific and practical expertise of students, but also in various fields of economic, political, religious, social life skills and so on. Management levels in higher education institutions by providing opportunities for participation, autonomy for educational groups, strengthening the field of creativity, strengthening the reward system, welcoming new ideas, providing conditions for the realization of new plans and adopting supportive methods, the field of contributions And increase individual and organizational innovations. That in turn It can have many effects on national and international scenes. On the other hand, one of the most important resources of each organization, which can provide a significant competitive advantage while maintaining a continuous competitive advantage, is the main source of value creation for the organization, its human resources. Hence, universities and institutions of higher education should focus on the quality of human resources in order to maintain, maintain and improve the performance of the organization and perform the tasks assigned to them, and with a proper and targeted planning process to identify, attract and promote creative, entrepreneurial and civilian human resources. Therefore, by studying the systematic literature of literature, as well as processes and models of talent and substitution, semi-structured interviews, Delphi technique, Kendall coefficient and Friedman test, 15 components are the main components of the talent and succession system and 3 components As a causative factor, the establishment of a model has been identified and agreed upon and consisted of causal factors (talent crisis (evolving workforce), strategic goals, responsiveness and flexibility), underlying factors (evolution leadership, structures, and processes). Cultural competence), modeling competency (futuristic cognition, identifying strategic positions, Key competencies), talent (capacity assessment, substitution treasury, need assessment, external identification and absorption), empowerment and development (compilation of a formal multidimensional career path, education and training, a systematic evaluation system) and maintenance ( System of compensation for performance, participatory motivation and outlook and the results) and then, using structural interpretative equations, prioritized and ranked, and a model is proposed to strengthen the quantitative and qualitative human resources of universities and higher education institutions.

This research has been conducted to design a model for integrating succession planning and career planning in Iranian Public Universities via the viewpoints of higher education managers and elites, based on the systematic design of Strauss and Corbin’s Grounded Theory method. Method: Therefore, using the purposive sampling method, 15 interviewees including universities’ executive and middle managers, authors in aforementioned field, key informants in the fields of human resource management and higher education were interviewed through semi-structured interviews, and data were extracted from the interviews. Data were analyzed through three steps of coding (open, axial and selective). Findings: The result was 25 core categories placed in a paradigmatic model consisting of the approaches of establishing an integration model (Familiarization, Participation, Organizational learning, Trust-Making, Forethought, Academic Autonomy, and Systemic vision), environmentally intervening conditions (political, Circumstantial, Socio-cultural, International, Legal and policy-making environments), contextual properties (Organizational structure, Organizational climate and culture, Managerial consistency, Resistance against change), causal conditions (Talent pool, Efficient promotion system, Human resource management, Integrating succession planning and career planning, Organizational advocacy of individual attempts, Professionalism), main phenomenon (Meritocracy), and outcomes (Individual and organizational outcomes). This model portrays the implementing process of the model for integrating succession planning and career planning Iranian Public Universities’ and the relations within categories and their dimensions.

This research focuses on studying the glass ceiling for women in leadership positions in succession planning and promotion of administrators and education experts in Alborz Province. The method of this research is Descriptive - survey. The population of the study is included all male and female managers, top executives and managers and all staff employed in the Office of the Alborz Province and all eight eight regions of the Alborz Province. The population in 1806 is based on single-sample of 317 participants who were selected through Cochran formula for contingency. The instrument was a questionnaire that was developed based on the literature study and has used face validity for validity of instrument and also has asked the opinion of experts for content validity.Cronbach's alpha was used for reliability studies of the value of 95% was achieved, the collected data were analyzed by Univariate regression test and Friedman rank test. The data showed the organizational, cultural, and political factors in order of importance and greater impact on creating a glass ceiling and the family has the lowest impact factor.

In this study, using qualitative method, succession planning success factors are first identified, then this factors are examined as a measurement model. The statistical population included managers and supervisors of Alpha Holding Company and the samples were chosen in random. The tools used for data gathering were literature reviews, questionnaire and interviews. Validity and reliability of qualitative tool were evaluated using triangulation, member checks and paired reviews methods; content validity of the questionnaire was evaluated using expert reviews method. Reliability of the questionnaire was assessed using a pretest of 28 people and it was confirmed. Extracted data among 171 questionnaires was based on examining the quantitative research hypotheses. Based on exploratory factor analysis and structural equation modeling tests, the results showed that the seven factors including organizational structure, senior management support, systematic approach, policy, organizational culture, desire and motivation of people and trust can be introduced as the succession planning success factors and the success of succession plans could be measured using the above factors.

Introduction: Technological developments, globalization, the need for immediate reaction to environmental changes, reduction in costs in the presence of of intense competition, and a decrease in loyalty among the staff are all to emphasis the need for Succession Planning in organizations. This study aimed to assess the current and desired situations of Succession Planning by gap analysis in Iran Ministry of Health and Medical Education in 2013. Methods: This study is cross-sectional. A questionnaire benefiting from the existing literature was developed by a research team about current and the desired situations of Succession Planning. After ensuring validity and reliability, the questionnaire was distributed among 268 people from general managers, Heads of offices, deputies of general managers, Heads of expert groups, responsible Experts and Experts by the census. The data were analyzed by SPSS18, using Paired T-test. Results: The current situation of organizations for Succession Planning based on the six axes including planning, organizational culture, systems approach, model of competence, professional upgrade path and the role of senior managers in the research, was acceptable rating over 50 percent. At the same time the gap between the current and desired situation in all aspects, was significant. Average rating of the status quo was 1.06 with a standard deviation of 2.90 while it was 3.82 with a standard deviation of 0.89 for the desired situation. Conclusion: Given the acceptable points in the current situation and a significant gap between current and desired situation for Succession Planning, it seems that the critical issue of Succession Planning should be taken into close consideration due to the nature and specific features of the organization under the study. [ABSTRACT FROM AUTHOR]