Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Abstract

The study focused on only one specialist unit that executes large capital infrastructure development projects. The unit has departments in all the operating divisions. The unit has a chief executive, eight general managers, top management, senior management, area specialists, professionally qualified employees, middle management, skilled technicians, academically qualified workers, junior management, supervisors, foremen, superintendents and administrative positions. There are eight technical and administrative departments namely, Human Resources; Finance and Information and Communication Technology (ICT); Projects and Construction and Management; Capital Governance and Controls; Capacity Development Services; Capital Planning and Advisory; Engineering and Design Services; and Capital Enterprise Services.Orientation: This study is a response to the challenges faced by a rail, port and pipeline company in South Africa when managing succession planning, self-leadership and turnover intention. Research purpose:The study aimed to determine if succession planning was the mediating variable between self-leadership and turnover intention in a state-owned enterprise.Motivation for the study: The study's findings may assist public entities in prioritising succession planning and self-leadership development initiatives. Research approach/design and method:The study adopted a quantitative approach and a cross-sectional survey research design within positivism. Data were gathered using a structured existing questionnaire that was distributed and the response rate was 78.67%. The reliability of the questionnaire was 09.222 which was an indication that the internal consistency was in order. Data were analysed by using correlation and multiple regression analysis. Main findings:The study found that self-leadership was a marginally significant predictor of turnover intention. A large proportion of the sample was drawn from respondents working in Johannesburg whose views might not correspond with those of employees from other areas.Practical/managerial implications: The findings of the study offer government policymakers the opportunity to develop policies that enhance self-leadership, promote succession planning, reduce the intention to leave among employees and incentivise the process.Contribution/value-add: The body of knowledge was expanded in the sense that succession planning was found to be the mediating variable in the relationship between self-leadership and turnover intention.