عنوان مقاله [English]
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.
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?”
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.
- 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.
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
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