The Effect of Succession Planning on Organizational Performance in Selected Public Sector Organizations

The Case of First Vice-President's Office

Abstract

This study examined the effect of succession planning strategies on organizational performance in selected public sector organizations under the Ministry of the First Vice President's Office (FVPO) in Zanzibar, specifically the National Council for People with Disabilities (NCPD), Zanzibar Environmental Management Authority (ZEMA), and Zanzibar Aid Commission (ZAC). The study adopted a quantitative research approach and a cross-sectional survey design. A sample of 240 respondents was determined using Yamane's formula from a total population of 600 employees. Data were collected using structured questionnaires, achieving a 95% response rate (230 returned questionnaires). Reliability was confirmed using Cronbach's alpha, with values ranging from 0.741 to 0.993 across constructs. Data were analyzed using descriptive statistics, correlation analysis, and multiple regression analysis through SPSS. The regression analysis revealed that the independent variables accounted for 38.6% of the variability in organizational performance (R² = 0.386). The results indicated that investment in rewarding employees had a significant positive effect on organizational performance (β = 1.453, p < 0.05), while strict hiring of new employees showed a significant negative effect (β = -0.460, p < 0.05). Organization training needs and advertisement of job positions were found to be insignificant. Regarding succession planning indicators, the majority of respondents agreed that retaining key talent (60.5%), investment in retaining personnel (53.5%), benefits and incentives (60.4%), rewarding employees (60.0%), and compensation (56.1%) positively influenced organizational performance.  The study contributes to the theoretical integration of Staffing Theory and Human Relations Theory in understanding succession planning within Zanzibar's public sector. Practically, it recommends that public organizations invest in structured reward systems, compensation frameworks, and talent retention strategies while carefully managing new employee recruitment to avoid negative performance outcomes.