Health issue: Depression compare it in Australia Vs. USA

1.     Introduction

Feeling upset or low sometimes is common for everyone but the problem occurs when such feelings are prolonged for a long while. Depression is a mood disorder which causes upsetting symptoms that affects the way an individual perceives, thinks and manages their day to day activities, such as sleeping, working, eating etc. If such symptoms are present in an individual for at least 2 weeks then they are to be diagnosed with depression. Moreover, Major depression and Persistent depressive disorder, which is also known as dysthymia, are the two most common types of depression. When an individual is showing features of depression most of the day for at least a week are having Major depression. Some people get this depression once in their lifetime and some get several episodes of this form of depression whereas persisted depressive syndrome is is the one which lasts for the minimum of 2 years time (NIMH, 2016).

2.     Discussion

2.1.  Prevalence

At the moment, the most common mental health issue in general population is depression (Sinyor, et al., 2016). It is distinguished by upsetness, loss of happiness, feelings of guilt and having low self-esteem for themselves. Moreover, it disrupts sleeping and eating activities, feeling of fatigue are generated and low self-worth is observed in the individuals suffering from depression. Depression can make an individual to go and kill himself due to the immense feeling of distress (Choo, et al., 2014).  Depression has become so common that WHO (World Health Organisation) estimated that by the year 2020, among all the global illness burdens Depression will be on the second rank and it needs the most attention as compared to the other diseases (Sayers, 2001).

References

NIMH (2016). Depression Basics. [ebook] National Institute of Mental Health. Available at: https://www.nimh.nih.gov/health/publications/depression/depressionbasics-508-01112017_150043.pdf [Accessed 10 Sep. 2018].

Sinyor, M., Rezmovitz, J. and Zaretsky, A., 2016. Screen all for depression. BMJ: British Medical Journal (Online), 352.

Choo, C., Diederich, J., Song, I. and Ho, R., 2014. Cluster analysis reveals risk factors for repeated suicide attempts in a multi-ethnic Asian population. Asian journal of psychiatry, 8, pp.38-42.

Sayers, J., 2001. The world health report 2001-Mental health: new understanding, new hope. Bulletin of the World Health Organization, 79, pp.1085-1085.

Essay : Colonial history and indigenous health.

Racism and Health Status of Indigenous Australians

According to Kelaher et al. (2014) and Ferdinand et al. (2013), the relationship among the self-reported idea or struggle of racism and low physical and psychological health is well-settled. Racism can affect health in various routes, including less availability of societal resources, such as education, job, accommodation, and healthcare facilities, and can provide unfair exposure to risk elements containing cortisol dysregulation and stress, are impacting the psychological health and physiological health of the individuals in different methods.

Nationally and globally different, longitudinal and cross-sectional, studies have established a prominent link between the experiences of racism and distress in the mental and physical health conditions of the individual. Moreover, experiences in racism also impacted the risk behaviors of the individuals, such as drug misuse (Paradies 2007; Gee et al. 2009; Paradies et al. 2014).

Furthermore, Egger et al. (2014) declared that long-term experiences with racism give a lot of stress to the individual and stress plays a crucial role in inflammation, obesity and chronic diseases. Besides that,  a Health Survey conducted in 2012-13 stated that native Australians with increased levels of stress were 1.3 times more likely to get a Circulatory system disease and 1.8 times more likely to get a kidney disease.

Measuring socioeconomic inequalities in health

Measuring the gap of well-being among different social groups is important because social determinants, the condition in which people are born, grow, live, etc., are said to be the key cause of health biases. It will contribute to providing the necessary information for guidelines, programs, and usual procedures. The most common way of measuring it is

                           i.           Classify the inhabitants of a place by their socioeconomic place.

                         ii.          Divide the inhabitants into categories according to this ranking and

                       iii.          Compare these groups according to the required health indicators.

The most common elements used for ranking the inhabitants of a country by their socioeconomic positions are education, occupation or income level but at times many other factors are also used, such as family structure, accommodation, availability of resources etc. These elements are indicating the social conditions of the populations. Moreover, identical links between socioeconomic positions and health of the individuals are found, regardless of which elements were utilized.  

Life-course perspective

This approach highlights the gathered impact of experiences covering the whole lifespan in recognizing and understanding the nurturing of health and the beginning of sickness. The environmental conditions in which individual lives are having an accumulated impact on increasing or decreasing the chances of diseases, containing heart diseases and stroke. Furthermore, studies were conducted for the type 2 diabetes which showed that unfavorable economic and civil conditions make an individual prone to this disorder.

Moreover, Hertzman outlined three health impacting which are related to the life-course perspective. Among which concealed effects are biological or developmental experiences of early life which influences the well-being of the person later in life. An authentic predictor of events of cardiovascular diseases and type 2 diabetes, which evolves later in life, is low birth weight. Moreover, deprivation in the nutrition during the period of being young has a prolonging effect on the health.

Closing the gap 

Closing the gap is a strategy proposed by the government which has an objective of reducing the trouble among Aboriginal and Torres Strait Islander people regarding their longevity, child mortality, and their access to initial education, academic achievements and job outcomes. Local Australians who are living in underprivileged communities have to travel long distances for reaching hospitals or medical assistance. Due to that, these people are getting a lower standard of medical facilities and their life expectancy is also short.

The expanding gap in the life expectancy among rural Australians and urban Australians is due to the availability of 24/7 access to health care and increasing medical facilities. It was stated by an article in Australian and New Zealand Journal of Public Health, (2014) development of these facilities in rural areas of Australia will help in closing this gap. Decreased life expectancy and deficient health outcomes in Indigenous Australians are also due to colonization. Moreover, a major part of this gap is due to the discrepancy in the social determinants of the well-being of Australians. These determinants are impacting the health of individuals and are able to influence the interaction of a person with medical facilities and services. For example, Aboriginal and Torres Strait Islander adults are having a lesser chance of smoking if they have finished their education and are employed with higher incomes. In addition to that, a greater level of education is also linked with the healthier choices and enhanced literacy of health. 

What is a Stroke?

Stroke is a brain attack and one form of the cerebrovascular disease intimidating individuals in our societies. Cognitive impairment (Jokinen, 2015), Upper-extremity motor deficit (Woytowicz, 2017), speech impairment (yourganov, 2016), neurological deterioration (lattanzi, 2017), apraxia inability to accomplish specific purposive actions, as a result of brain injury. (K Salter, 2016), post-stroke depression (CJ Winstein, 2016) and physical impairments (hirakawa, 2018) are some of the main symptoms for the stroke patients.    

Stroke may be caused either by blocked arteries, which is called ischemic stroke or bursting or leaking of blood vessels, which is called hemorrhagic stroke, and or a temporary disruption of blood flow to the brain which is called transient ischemic attack (TIA) that is not causing permanent damages (CJ Winstein, 2016).

According to WHO the definition of stroke in epidemiological research is ‘‘rapidly developing clinical signs of focal (at times, global) disturbances of cerebral function, lasting more than 24 hours or leading to death with no apparent cause other than that of vascular origin’’ (WHO MONICA, 1988).

Influence of SMEs in Economic Development

Most of the recent studies, as well as the policymakers, are trying to determine the effect of SMEs on economic development because it has been noticed that  SME plays a very crucial role in the development of the economy of a country (Kruja, 2013). Along with that, small to medium enterprises are getting the attention of most policymakers, especially in third world countries. Since those countries are being very disappointed with the other strategies and large-scale investments. They have started focusing on small to medium enterprises (Taiwo et al.,2012)

Further Taiwo et al., (2012), stated that the impact of SMEs was felt in these ways:

·       Most usage of domestic raw materials

·       Generating employment opportunities

·       Boosting the rural advancement

·       Advancement in entrepreneurship

·       Using domestic savings

·       Connecting with huge industries and so on.

They further stated that most of the countries are dependent on small to medium enterprises for the growth in their economy. Moreover, SMEs are more productive but they need more support from regulatory bodies for resources required for conducting the business and if SMEs are boosting in a country then the economy of that country is also going to grow (Taiwo et al., 2012).

Growth and globalization

As OECD (2016a) stated, that the economies of many countries are having issues with the low growth in their economy, businesses as well as in investments. Along with that, dissatisfaction is being faced by the citizens of those countries due to their economic conditions. In such circumstances, it is required by businesses to take advantage of the upcoming markets and technological advancements. It could be difficult for established large firms to change their market or their procedures, as well as this, is very risky for them. Hence, only small to medium enterprises can come and start working on this situation.

Small to medium enterprises are major players in the economy and the business environment of a state. They promote industrialization, which makes other entrepreneurs and startups to evolve and join the market. Along with that, it produces innovation and reduces the inequalities in the income. Making them take the initiatives and start working in this rapidly changing environment along with making an informative use of upcoming technologies is very beneficial for growing the economy and also for the globalization of the country. Moreover, the growth of the small to medium enterprises depends on the resources and facilities provided to them (OECD, 2017).

Employment Opportunities are created

They can provide more employment opportunities to the citizens of that country (OECD, 2017). With each upcoming SME new employees are required to work and so they hire new people. They are the major sources of employment in most of the countries. They account for 70 percents of employment on average (Figure 1) (OECD, 2016b). and in developing countries, they provide up to 45 percent of the employment opportunities and has the contribution to GDP of the country up to 33%

Figure 1. The main source of jobs in the business sector is small to medium enterprises.  

Source: OECD (2017)

Innovation

All Small to medium enterprises does not necessarily have to be innovative but most of them usually are innovative and with those innovations come economic growth. Since they are working outside the local established patterns and taking advantage of upcoming technological and economic opportunities. Such opportunities are usually neglected by more larger firms due to the risks involved in it (OECD, 2010a). Moreover, small to medium enterprises account for about 20% of patents, most of them are in the biotechnology field (Eurostat, 2014). They also play a part in value creation by taking innovations being developed elsewhere and making it usable for their business in their context. Along with that, they are contributing towards serving regions, which are not attractive enough for the larger firms (OECD, 2017).

            The innovation of small to medium enterprises is impacted by the knowledge and access of networks or opportunities available to them. Due to globalization integration collaborations have increased in innovation. It has impacted both the inputs which are taken for innovation from abroad, it includes ideas, skills, capital, technologies etc. as well as the outputs which you create through this inputs for foreign and local markets. Moreover, the hurdle which SMEs may face in this is the identification of suitable informative partners and networks at various levels. Along with that, it becomes difficult for small to medium enterprises in connecting with foreign knowledge networks (Figure 2) (OECD, 2013b).

The economy of the Gulf countries, especially Bahrain, needs to be more developed. Since GCI indexes are mostly ranging from 15 to 40 something. GCI is the measure which represents the economic prosperity of the country. It is mostly calculated by World Economic Forum. The GCI rank of UAE is 25, Bahrain is 37, Oman is on 34 but Qatar is on 17^th rank, it is among the leading Gulf countries when it comes to economic prosperity (WEF, 2010).

1.1.1.     Environmental Stability

Impact of individual small to medium enterprises on the environment is very low but when their impact is combined then it can exceed the impact of larger firms. Hence, creating policies and having strict regulations for the SMEs is important, since, they are the one playing a vital role in the stability of the environment (OECD, 2013a).

Most of the SMEs are willing to step into the green transition and work for the betterment of the environment. They are exploiting this opportunity by bringing innovative green products and services for the consumers. For example, around 90 to 70 percent of clean technology businesses are owned by SMEs in UK and Finland, small to medium enterprises represent around 90% and 70% of clean technology business (Carbon Trust, 2013; ETLA, 2015).

References:

Hatten, T.S., 2015. Small business management: Entrepreneurship and beyond. Nelson Education.

Spithoven, A., Vanhaverbeke, W. and Roijakkers, N., 2013. Open innovation practices in SMEs and large enterprises. Small Business Economics, 41(3), pp.537-562.

Olusegun, A.I., 2012. Is small and medium enterprises (SMEs) an entrepreneurship?. International Journal of Academic Research in Business and Social Sciences, 2(1), p.487.

Raghu, M. (2017). The differences between SMEs and start-ups. [online] The National. Available at: https://www.thenational.ae/business/the-differences-between-smes-and-start-ups-1.12126 [Accessed 16 Aug. 2018].

Investors in People (2016). 5 key differences between small and large organisations - Investors in People. [online] Investors in People. Available at: https://www.investorsinpeople.com/5-key-differences-between-small-and-large-organisations/ [Accessed 16 Aug. 2018].

Bean, L. (2017). Culture Shock: The Difference Between an SME & a Large Corporate | AllAboutCareers. [online] Allaboutcareers.com. Available at: https://www.allaboutcareers.com/features/article/culture-shock-the-difference-between-an-sme-a-large-corporate [Accessed 18 Aug. 2018].

Pay, A. (2017). How to target a niche market at a small business. [online] The Telegraph. Available at: https://www.telegraph.co.uk/connect/small-business/sales-and-trade/how-to-target-a-niche-market-at-a-small-business/ [Accessed 17 Aug. 2018].

Arabian Business (2017). SMEs in Gulf forecast to see 156% growth over next 5 years. [online] ArabianBusiness.com. Available at: https://www.arabianbusiness.com/startup/384096-smes-in-gulf-forecast-to-see-156-growth-over-next-5-years [Accessed 16 Aug. 2018].

Kruja, A.D., 2013. The Contribution of SMEs to the Economic Growth (Case of Albania). EuroEconomica, 32(1).

Taiwo, M.A., Ayodeji, A.M. and Yusuf, B.A., 2012. Impact of small and medium enterprises on economic growth and development. American journal of business and management, 1(1), pp.18-22.

OECD (2017). Enhancing the Contributions of SMEs in a Global and Digitalised Economy. [online] OECD. Available at: https://www.oecd.org/mcm/documents/C-MIN-2017-8-EN.pdf [Accessed 18 Aug. 2018].

OECD (2016b), Entrepreneurship at a Glance 2016, OECD Publishing, Paris.

OECD (2010a), SMEs, Entrepreneurship and Innovation, OECD Publishing, Paris.

OECD (2015b), Skills and learning strategies for innovation in SMEs, Working Party on SME and Entrepreneurship, CFE/SME(2014)3/REV1.

Carbon Trust (2013), Low carbon entrepreneurs: The new engines of growth, https://www.carbontrust.com/resources/reports/technology/low-carbon-entrepreneurs/

ETLA (2015), From Cleantech to Cleanweb. The Finnish Cleantech Space in Transition, ETLA Paper No 43, ETLA – The Research Institute of the Finnish Economy, https://www.etla.fi/wpcontent/uploads/ETLA-Raportit-Reports-43.pdf.

Difference between SMEs and other Enterprises

It has been forecasted by MENA Research Partners (2017),  that within the next five years Gulf countries are going to see a high growth in SMEs. Their estimation is that small and medium enterprises will grow around 156%, having worth of $920 billion, employing over 22 million people  (Arabian Business, 2017). Hence, it is very crucial to know the difference between SMEs and other enterprises for the academia as well as the industry Small and medium enterprises are mostly differentiated from other enterprises by some quantitative measures, such as number of employees, value of assets, etc. because, it is difficult to bring some qualitative measures for defining and differentiating between SMEs and other enterprises (Hatten, 2015).

SMEs vs Large Organisations

            Hatten (2015) stated that the main and most common difference between large and small-medium enterprises is of the number of employees working there. The employees of SMEs are limited in number but they have formed relationships among themselves and there is a negligible hierarchy in such enterprises, whereas large enterprises have a huge number of employees and they have to follow strict hierarchies of the organization. Furthermore, the employees of SMEs have strict guidelines and more burden of work, since CEO is aware of every activity and he will come directly to you whenever it is required. Often employees of SMEs have to say goodbye to their weekends and work as it is required by the higher authority but in contrast to that, the large organization has a certain diplomacy in their operations. Their CEO has no idea of the activities of individuals and this creates a safe environment for individuals to work in (Bean, 2017).

Another huge difference between smaller firms and the larger firm is of Human resource. Due to the huge human resource, large organizations are able to assess its external environment. Lack of resources bring a lot of hurdles for the SMEs but it also makes them seek innovative solutions for those hurdles and situations (Chesbrough, 2011).

Moreover, large firms and SMEs have very different role profiles for their employees. In large firms, employees are given a job description with a few objectives and your role is defined, employees wouldn't be obliged to do anything which was not in their job description or which was not stated to them during the interviews. They have certain processes which are to be followed but in small-medium firms, the scenario is very different. In SMEs, employees are seeing and doing anything and everything. Employees will work harder and they will learn faster as well. They get to know about the corporate life in depth while working in SME. They are client driven and they are having an on-demand hierarchy, as in the best individual for the job is going to get the job at the moment. In this matter, there are some cons of working in SMEs. Those cons include randomness, insecurity and having a lot of difficulty in performing better but there is one huge pro of working in SMEs and that is that you get to see and understand every aspect of managing a business. Due to that, working in SMEs is very beneficial for the individuals who want to start their own businesses (Bean, 2017).

 Furthermore, another huge difference between large organizations and small-medium enterprises is of the practice of open innovation. Chesbrough (2011), stated that the smaller firms have very limited resources and hence, they are not performing well in innovation but this also makes them seek better solutions. These organizations bring out of the box solutions for their business and problems related to their business. Small-medium enterprises and large enterprises have a difference in the impact of open innovation as well. They can go for innovations, which are associated with the higher risks, because of their small scale of operations. Whereas, larger enterprises do not have that feasibility (Spithoven et al., 2013)

            Pay (2017) stated that Small to medium enterprises are often focusing on a niche market whereas large organizations are mostly trying to offer a number of products and services to a more wider range of consumers. SMEs can sell a single product in a niche market and make their required profit whereas larger enterprises have to sell a lot of commodities and keep on increasing their products and services. Along with that, Investors in People (2016) stated that another huge difference between large enterprises and small to medium enterprises is of salary.

Entrepreneurs vs Small  to Medium Enterprises

Entrepreneurs and small-medium enterprises are two very important tools for transforming the economy of any country. According to Olusegun, (2012) entrepreneurship is the procedure of building small to medium enterprises. They discover then evaluate the available opportunities and then they start their enterprises accordingly. Whereas, SMEs are firms, organizations being administered by the individuals. Another major difference between entrepreneurship and small to medium enterprises is of risks involved in their operations. Entrepreneurs have usually a higher level of risk whereas SMEs are having lower risk involved in their businesses. Furthermore, it was stated in the Forbes article, written by Marks (2012), entrepreneurs think big and hence, they have big returns on their investments whereas SMEs think small and have relatively smaller returns in their business activities.  Along with that, entrepreneurs have an issue with the status quo. They can’t remain content, they are always striving and going for the next big thing. Entrepreneurs are also more technical than the small to medium enterprises.

SMEs vs startup

Small to medium enterprises and startup are two words, often used in the same situations and interchangeably but they have differences among them. While differentiating among SMEs and start-ups Steve Blank, stated that startups are built for having a scalable business model whereas the aim of SME is to gain profit.   Startups are new and have this intention of examining new opportunities, ideas or products. They usually take benefit of the technology. Some startups grow further but some become nonexistent as soon as they started conducting their business operations. Whereas, SMEs have mostly established their operations with existing products and services, mostly for the domestic market only. Furthermore, SMEs and startups have distinctive sources of funding (Raghu, 2017).

The impact of Succession Planning on Employee Performance: Study on TUS airways

Abstract

The research reflects the evaluation of succession planning on the employee performance in Tus airways. The air industry has been seen to provide economic benefits in Cyprus and after the closure of Cyprus Airways, it has become important for Tus airways to work efficiently. Organizational productivity and efficiency rely on the employee productivity and presently a good succession planning has been considered as the prominent tool to enhance employee productivity. The study reflects the factors of succession planning including career management, performance appraisals, and talent management which might create the healthy effect on strengthening the employee performance level. The study has been conducted under the mixed approach of qualitative and quantitative analysis hence both proved that there is a highly significant impact of all the interrelated factors of succession planning on employee performance level.

Introduction

Background

With the increase in the globalization, the competition in the business industry has been increasing rapidly however organizations must have to prepare their employees to face the continuous challenges of this contemporary world. For the stable and high-quality management, there must be the implementation of the high level of management activities (Farley, 2005). Succession planning could be defined as the key indicator to enhance the organizational performance as it helps the company to make the proper risk assessment, eradicating and minimizing risk factor by the implementation of retention strategies and assures the willingness of the success factors in contributing towards making the potential employees productive (Robb, 2006). The implementation of succession planning could be done in accordance with the organizational needs to accomplish the short-term and long-term goals of the organization (Pynes, 2004). Every organization has been implementing the succession planning factor by emphasizing the implication of leadership. The management and leaders in the company play a vital role in managing the organizational aims and objectives and to make a proper succession planning to retain the employees and to encourage their productivity level (Giambatisa et al., 2005). In addition, succession planning is among the process by which the organization provides a range of opportunities to their employees and implement the high level of employee satisfaction (Hirsh, 2000). In order to encourage the employees for long-term and to retain them, there are several strategies for succession planning. The factors which promote the succession planning are providing the employees with the healthy opportunities of career management, encouraging their productivity through performance appraisals and managing their talent by providing proper training and development (Fleischmann, 2000).

Throughout the process of succession planning, the management must be very collaborative as they subsequently help the employees to gain capabilities, skills, and knowledge which prepares them to become active in accomplishing the challenging roles (Johnson and Brown, 2004). By the implementation of succession planning, the management does not only gain the organizational productivity but also accomplish in providing job security to the employees. The implication of this strategy gets successful if the management would invest the healthy amount of time and attention in the employees (Ostrowski, 1968). The effective and proper implementation of succession planning could be done by identifying and understanding the short-term and long-term goals of the organization (Hall, 1986). Moreover, the management must work on identifying the developmental needs of the employees as it will help the management to place proper career paths and performance appraisals for the employees. The placement of performance appraisals must not be done in a biased manner as this could discourage the employee performance level (Hall, 1986). As per the arguments of several researchers, the focus on employee retention is a key factor for the effective succession planning process as it would be able to satisfy the employee to remain productive for long-term. Succession planning helps to make a proper alignment of the organization goals, objectives, mission a vision and increase the probability of attaining the aim. Human resource management has been considered to be the backbone of proper succession planning implementation as it helps to align the planning with the sustainable corporate culture and business environment (Ostrowski, 1968).

The healthy amount of investment in the factors of succession planning is one of the productive strategic decision of any organization. Henceforward, the implementation of succession planning has become the need of every organization to remain competitive in the business world. By focusing on the retention of employees could improve the equity and efficiency of staff and could help the company to lessen down the turnover rate (Milkovich and Boundreau, 1988). The succession planning must start with the internal staffing which would help the employees to gain right and meaningful opportunity (Bottomley, 1983). Moreover, the assurance of proper succession planning could help to retain the employees and would ensure the higher productivity level in the organization (Nzuve, 2008).

Definition of Succession Planning

            The definitions of succession planning reflect that it is one of the thoughtful effort and strategy that every organization practices in order to make sure the continuity of leadership and the level of encouragement in each of the employee (Augestine and Kanemoto, 2009).  The primary objective of introducing succession planning is to match the needs of employees and to encourage them through accomplishing the needs. The promotion of succession planning would help the companies to attain continuous improvement (Augestine and Kanemoto, 2009). Succession planning also involves in integrating the critical success factors within the companies and also supports the enhancement in the services and processes thus it also helps to ensure the effectiveness in the operations (Currie, 2010). The process of succession planning helps to extract the hidden pool of talent from the employees and also improves the organizational performance. With respect to the evaluation of all the viewpoints regarding succession planning, it is crystal clear that there are three principles on which succession planning relies. Those include the careful effort, continuity in leadership, talent hunting and constant improvement (Swan and Moye, 2009).

Succession Planning Process

Succession planning has been among the most prominent factors that need a notable consideration thus it is a fact that organization must always give high preference to the factor of succession planning during the organizational planning (Kesner and Sebora, 1994). Effectiveness in the succession planning could help to make the operations efficient. Either it is about family business or it is about other organization there must be no biases in major succession planning thus the companies must choose the participant's succession planning under their talent and skills. In order to maintain the cohesiveness and management in the organization, the companies must always focus on developing the planning and processes and must also focus on the restructuring process of the company. The leaders in the organizations must be very effective that it must focus on transferring the leadership qualities in the employees to make their work productive. The providence of valid structure in the organization could help the companies to flourish in different mechanisms. By the placement of the succession planning process in a detailed manner could help the company to set up the framework that could be able to gain a competitive advantage. The identification of succession planning includes the number of elements that could actually be made the company operations successful (Christensen, 1953).

There are several other researches that have proposed different elements that must be included in the plan. The very initial step of the company is to identify the successor's pool, labeling the successors, supporting the employees and become the good management leader. Christensen has proposed an effective framework that could help the employees to understand the importance of succession planning and that the element of succession planning could bring fruitful achievement in their career. By giving prominent consideration to the successors might help the firms to highlight the process in a more comprehensive and detailed manner (Vancil, 1987). With respect to the succession planning process, the most prominent factor is proper communication as it plays an important role to legitimize the successor. The role of the current leader in the organization is to commit the employees that he will help the employees to grow their career through proper and sustainable succession planning. The employees must be given flexibility and an open environment to speak up with their innovative ideas so that they might be chosen as the successor without any biasness. If the employees have to face a power struggle in the company then it could become the biggest dispute for them that will become an obstruction in their work. This type of conflicts are not easy to resolve therefore the companies must choose the factor of succession planning rather than minimizing the level of conflict (Christensen, 1953). However, the entire organization must be aware of the importance of the role of communication in the whole process of succession planning to make the processes and activities firm in its own way. The framework that has been introduced by Christensen is sufficient enough to stabilize the organizational structure and actions. It also provides successful solutions and processes for the businesses which wanted to stabilize and continue their success (Christensen, 1953).

Reasons for Succession Planning

There are about 59% of organizations who have been the target of failure due to the major problem of the shortages of skill and development. The primary reason behind this is the lack of idea of succession planning that must be anticipated by the human resource management through different techniques and strategies (William and Annon, 2006). As per the suggestions in different research papers the management of succession planning has been considered as the prominent critical success factor that must be surely executed in the companies to retain their employees and to gain competitive advantage. The succession planning programme must be executed mannerly to enhance the productivity, effectiveness, and competitiveness in the organization (William and Annon, 2006). Another main reason that promotes succession planning is the future leader's development that must be ensured in every organization of every relatable size. The leadership development challenges have been always a critical issue in this contemporary world, therefore, the organizations must always look for potential and dynamic leader’s that could be able to manage the organizational resource development along with succession planning process (Groves, 2006).  In order to develop the pipeline of the leadership, it is important for the companies to make sustainable succession and retaining policies and procedures. In the process of formulation succession planning policies and procedures, the companies must follow five essential rules. The rules includes the leadership capability development who would be able to attain the objectives of the company, Identification of good restructuring of the entire company, Giving space to the employees and making their performance transparent to everyone, measurement of the regular progress and identification of the needs and demands that are becoming the hurdle between the employee satisfaction and their level of productivity and providence of high flexibility to the employees so that they might be confident in sharing their problems and ideas (Conger et al., 2013).

Company’s Introduction: TUS airways

TUS airlines have been among the known and famous airway in Cyprus which is located in Larnaca, Cyprus thus the operations rely on the Larnace international airport. The airline has been formulated in the year 2015 and started to fly in the year in the year 2016. Presently in the year 2018, the airways have been flying their way in Greece, Italy, and Israel (TUS Airways, 2018). 

Figure 1 (TUS Airways, 2018)

The head pilot of the Cyprus Airways Efthymios Liastos formulated Tus Airways in the year 2015 thus the main investors who made a healthy investment to form this airline includes Europe and the United States. Moreover, after the dissolution of Cyprus Airways, Tus airways was the one which was founded and showed an amazing effort to maintain the airline industry in Cyprus. The Tus airline had made great efforts in making the operations efficient and in increasing the capacity of the route continuously. The expansion in the services of Tu's airways has provided them to fly each day in the clouds of success (TUS airways, 2018).

Problem Statement

In this contemporary world, every organization has been working hard to attain competitive advantage however, the focal point of the organization is to manage the operations and activities in an effective. Every organization has short and long-term goals while in order to attain those goals the companies must be focused on managing their operations in an effective manner. The issue related to the management had become the reason of destruction for many known large firms.

Instead of just focusing on money-generating strategies the companies must always be focused to attempt the effective management tactics especially succession planning. The focus on the implementation of the succession planning strategies might provide the organization a constantly effective management that would help the company to remain stable in this competitive industry (Arthur, 1994; Becker and Gerhart, 1996).

Research aim

The aim of this research is to explore the significance of succession planning on enhancing the employee performance level in the organizations.

Research Objectives

Following are the main objective of this study

·       To explore the impact of succession planning on employee performance in the Tus airways

Some other objectives included in the study are:

·       To find out the effect of career management on enhancing employee performance

·       To evaluate the impact of performance appraisals in encouraging employee performance

·       To discover the effect of talent management in upgrading employee performance in Tus airways

Research Questions

The main research question of this study is

·       Does the implementation of succession planning affect the employee performance level in Tus airways

The sub-research questions for this study are

·       Does the implication of career management helps to enhance the employee performance level in Tus airways

·       Does the up gradation in the performance appraisals supports to encourage employee performance level in Tus airways

·       Does the talent management supports to upgrade employee performance level in the organization in Tus airways

Significance

The main area of this research focuses on the succession planning activities on enhancing the employee performance level. The research helps the organizations to encourage the activities and planning that influences and retain the employees to work efficiently. Moreover, the study involves several benefits for the academic and professional level as it adds knowledge and will enhance their actions related to management. As management has been one of the important phenomena, this research provides a clear insight into the planning of effective succession planning programmes in the organization.

 Literature Review

Career Management

The idea of career development is broadly defined as an order of work experience and practice that is focused on the organizational and personal goals under the control of others (Orpen, 1994). The unique structures of this conceptualization are that the workers/employees have a perspective, which is long-term and expand beyond employee performance and current satisfaction that emphasis on the aspects if career not on the subjective feature as well as on the objective features. The structures relatively observe the effectiveness of career as the attainment of rank positions or social sanction. The growth of career refers to an opportunity for worker/employee to gain career development experience, enhanced possibilities, be promoted, remuneration, and professional ability and enhanced responsibilities. (Weng, McElroy, Morrow, & Liu, 2010).

The career growth perception is the opportunity that workers/employees experience about their progress in an organization and career development. This is shown through four aspects, namely, development of professional abilities, the growth of remuneration, career development goals, and the speed of promotion. (Weng et al., 2010). Hence, the aspect of career development is the development of an individual's status and rank within an organization in a defined path of career. To accomplish that objective, the individual requires improving work performance. Career development is fundamentally passable expectations, values, and objectives of workers/employees related to the advancement of their career, joint with the requirements and objectives of the organization in order to make an effective and efficient working association between them (Orpen, 1994).

 Career as a frame of the order of work practice intends to achieve parallel both organizational and personal objectives and goals. Eisenberger, Rhoades, and Cameron (1999) reveal that promotions and the opportunities of career are of a positive influence on the support of the organization. Likewise, Rhoades and Eisenberger (2002), Levinson (1965) articulate the degree to which organizations measure worker or employee assistance and keep concerns and care about their well-being and welfare by giving satisfactory opportunity, suitable ventures and personal requirements severely directs to the practice of HRM (human resource management) and eventually effects on the worker/employee trust. Therefore, the impact of the development of a career in the performance of an employee requires the support of organization Chiang, C. F., & Hsieh, T. S. (2012). Working associations of high-quality run by career development direct an optimistic approach to the commitment of the organization. The dedication of commitment here is resolute by the achievement of the organization in applying career development in employee performance for improvement. Each of normative and effective commitments and pledges has its own features and objectives, though both are established as an outcome of the practices and performances of HRM (human resources management).

Performance Appraisals

Performance appraisals have been considered as the motivation technique which has been used to enhance the strength of an individual and to make the employee determined towards their duty (Ahmad and Bujang, 2013). The performance appraisal has been given on the basis of the interpretation and measurement of the input given by the employees thus it improves the input level of the employees (Jan et al, 2014). In order to assess the performance level, the actions of the employees must be measured and presented in front of the managers at the end of every month (Mohammad et al., 2012). The performance appraisal system is one of the methods to increase the commitment and motivation and builds the capacity level of the employee performance. Motivation has become one of the collaborative technologies that help to attain certain goals and objectives of the company (Iskandar et al., 2013). Performance management helps to encourage and guide the employee to broaden their activities to gain the competitive advantage in the organization. Presently, organizations have been implementing the performance management systems that help to evaluate the performance level visibly (Neelam et al, 2013). By evaluating the performance of the employees through performance appraisal systems the management could do effective motivation of the employees (Shahzadi et al., 2014)

The performance appraisals are among the most influential motivational technique that helps the organization to encourage the employees in an efficient manner and enhance the productivity level of the employees (Anderson and Pederson, 2012). The motivation of performance appraisals helps to enhance and explore the hidden talent of the employees and to directly inspire the employees through the providence of financial and non-financial rewards. The researchers suggest that there is a positive association between the performance appraisals in upgrading employee performance level (Ubeda and Santos, 2013). Motivation has been among the notable factor to influence the actions of the organization however, it has an influential effect in inspiring the performance of employees (Bahrija and Mirela, 2013). The area of motivation is totally covered with the influence of performance appraisals, however, according to several research papers, the appraisals increase the self-confidence among the employees which directly influences the employee productivity level (Muhammad, 2014).

Talent Management

Talent management has been considered among the most notable activity of HR management in the organization however, it helps the employee to motivate towards personal learning and organizational learning (Sheehan, 2012). From the research of Stiles and Kulvisaechana (2003), they identified that for achieving the competitive advantage in any firm, it is effective to utilize the contemporary approaches because of the increasing demand of modernisation in the diverse working environment. Consequently, some strategies include the improvement in economies of scale, advancement in technological resources, adoption sustainability to maintain natural environment, and create high awareness for easy implication. Further, competitive advantage is the unique characteristic of a firm that will not be imitated, it finds rarely, and adopted from the valuable source. As per the study of Bersin (2009), talent-management is the mainstream to deal with the employee commitment and make them attentive towards their responsibilities for being highly competitive in a challenging situation. From the perspective of Stadler (2011), the crucial role of TM identified in defining future skills of employees, motivating them, retaining them with improved skills, and supporting them with full career planning, Developing talent pools of possible successors for every critical role and motivating employees due to an involvement of the organization in their career growth

Succession Planning and Key Leaders

There are key leaders who must be given prominent and notable emphasis like the CEO or the senior management. However, the succession planning for the key leaders must be carried out in both primary and secondary grounds. In order to make the proper strategic plan regarding the succession planning, CEO must make the decision by making proper research internally and externally which could make a rapid impact and sudden change on the organizational performance (Hutzshcenreuter et al., 2012). Succession planning has several advantages and disadvantages as the significant change in the organization is not mandatory to be adaptable for every employee. The assigned roles for the proper succession planning must be justified and prudent so that it might affect the organization positively. This brings in the new perspective for the organization (Kesner and Dalton, 1994). Outside succession planning might result in the high amount of turnover rate of other employees than the inside succession however, the manager and executives might feel little demoralized and discouraged for avoiding for the outsider (Helmich and Brown, 1972). It might cause the employees to lose the job loyalty and they might resign for the particular job (Friedman and Saul, 1991). Validation and changes in the authority and management could also lead the new leaders in pressure, therefore, the restructuring process regarding the succession planning must rely on the productive decision making in a systematic manner (Weisbach, 1995). Moreover, it has been noted that the companies could not digest several changes at once and it needs to be varied slowly. If the succession planning interrelates with the idea of appointing the CEO on external basis then it could bring the healthy amount of restructuring and change which is not healthy for the organization until it has been implemented in a positive manner (Hutzschenreuter et al., 2012). As per the researches, the most beneficial technique for the companies to practice succession planning is the proximity and selection of internal candidates as it could result as the best choice of organization and would be less risky (Conger and Fulmer, 2003). Internal consideration in the succession plan framework would be considered as best and satisfactory strategic direction to be chosen by every organization. The formation and implementation of the strategic plan could be useful for the short term and long term considerations and could promote real change as well (Bigley and Wiersema, 2002). Moreover, the succession planning must not be done under biased behavior as it could benefit more to the closer relationship rather than the other employees (Ibarra, 2005; Luna, 2012).   

Succession Planning and Knowledge Transfer

Succession planning has been considered as the most useful tool and technique that could bring positive change in the organizational culture and productivity. It could help the companies to manage the transfer of knowledge within the entire organization. Presently, the attainment of knowledge has been considered as the primary source of gaining competitive advantage (Pfeffer, 1998). Moreover, the use of succession planning could also help in generating the competitive advantage and efficiency in the operations (Peet, 2012). There are several research projects that have examined several creative and innovative manners to access and transfer the knowledge through the different phase. In the private sector, the loss of knowledge could bring into the potential loss (Peet, 2012). As suggested in the known research studies, the companies must make flexible actions regarding the arrangements to manage the knowledge networks and integration. The integration of the network has been considered as alumni networks of corporations (Koc-Menard, 2009). Present studies have clearly evaluated the fact and value for the succession planning and providence of training and development to the senior management as it makes the employees loyal for about the next 5 years. The main focus of the training and development must not only rely on providing hard skills and competencies to the employees but it must also help in generating the soft skills and competencies like communication strategies. In the succession planning process, the senior management could be trained through learning, mentoring and running to make themselves a potential successor. Moreover, this could bring the high level of confidence and motivation in that senior management (Appelbaum et al., 2012b). The investigation on the proper succession planning interrelates with the creativity and innovations through the generative knowledge interview that could also help in gaining knowledge. The process of knowledge interview process might help the senior leaders to gain an extensive amount of knowledge through different processes of storytelling among the senior leaders and the successors. In this manner, the management would be able to identify the core skills and competencies in making an effective succession planning process. By conducting the processes like GKI could help the leaders to make an ongoing progress and helps the organizations to gain benefits and better results that are required for the success of the organization (Peet, 2012).

Succession Planning and Organization Size

If the organization is broader than there is a must complexity in the organization however the role of an effective succession planning could help out in resolving the complexities. There are organizations which have to understand the importance of the succession planning description thus they have been enjoying the healthy amount of income and an influencing leadership quality in the employees (Naveen, 2006). The complexities in the organization could be enabled with respect to the competition in the job and the cost which is directly associated with the successor. In order to meet the complex criteria, it is important to work on an effective succession plan (Conger and Fulmer, 2003). To make an effective succession planning there must be an indulgence of the high-quality HR professionals and the entire team which could easily execute the plan. Each and every employee must be fully aware of the policies and procedures regarding the succession planning in order to make the effect of the plan more potential. In contrary to this, the role of an effective succession plan helps in the encouragement of the managers and other upper-level management by promoting their personality. Most of the multinational companies with complex infrastructure understand the importance of the succession planning. Through this, the managers also get a real exposure to the multinational business opportunities and its operations. Succession planning includes the high development of skills through mentoring, job rotation and changing the business environment (Conger and Fulmer, 2003). Succession planning is also equally important for the small companies and enterprises either it is a private company or a family owned business it provides high mutual support to the organizations with respect to every sector.

Employees have been considered as the major asset of the company however, the loss of a single employee could bring into several obstructions to attain the goal of profitable business and could also make an adverse on the company operations. Smaller firms are mostly less competitive than the larger companies and possess lack of flexible environment but the use of succession planning process could make their competitive benefits equal and could open up various doors of opportunities (O’Gorman, 2006). Moreover, there was an era when the profit margins were quite high and that era provides an idea of the succession planning implementation in the organizations. There are types of succession planning, however, smaller firms have different types of succession plan regarding the skills and multinational companies have other plans (Burke, 2011).

In the smaller organizations, it is difficult to make the succession plan as it is complicated to understand the change in the processes (Bjomberg and Nicholson, 2012). In the small organizations, the identification of the successors is earlier than in the large organization and it is also easy to define the roles and responsibilities in the smaller companies. Although the process of succession planning might take several years but will give long-term benefit thus it is mandatory to implement the process under the watchful eyes and strict managerial department (Chrisman et al., 1998).

Elements of Effective Succession Plans

There is a big difference between the implementation of succession planning and the effective succession planning, however, it is important to understand the differences. Moreover, there are several barriers and obstruction that are coming in between the implementation of succession planning. Some of the barriers include the culture of the organization, low attributed priority and focus from the top management and limited resource allocation that could be used for the implementation of a succession plan, the sufficient number of awards and motivating strategy and lack of understanding the importance and benefits interrelated with succession planning. Due to the lack of awareness about the importance of succession planning the organizations have not been focusing on making the framework and planning. By focusing on the door of opportunities, planning, and implications, the point of reference and the intensification of competition and leadership organizations might help the organization to take corrective actions (NAPA, 1997). The complications and complexity in the organization and the political atmosphere in the company could create obstructions in the implementation of effective succession planning. In a nutshell, by giving a notable prominence to the barriers the companies could be able to make the succession planning effective (Leland et al., 2012). There is a number of research papers which have outlined the important aspects interrelated with the plan of effective succession, however, by making a proper framework for the succession planning the companies could take proactive steps and could design the strategies to make pre-steps for maintaining the health of the organization (Rothwell, 2010).

If the companies want to make their succession planning effective then they should take an earlier step rather than taking steps later. The formation of proper succession planning framework needs sufficient amount of time and the involvement of the entire organization. Through this, the management would be able to restructure the entire managerial system by critically outlining the roles and responsibilities of every employee. The idea of succession planning includes the strategic restructuring that would give an idea of the future to the employees and would assure them about the importance of their roles and responsibilities. The future roles must be set in accordance with the competencies and standards of the employees in order to make the right decision (Hargreaves and Fink, 2006). Moreover, the effective succession planning could help in examining the development of managerial and leadership skills in the employees of all the levels. Moreover, this will also help in developing and strengthening the commitment level of all the employees at all level as the effective succession planning will give them a reason to work harder. The mechanism of the organizations including the selection and recruitment, retention and development must be incorporated or integrated with the idea of succession planning (Reid and Gilmour, 2009). More the succession planning would be well-designed, more there would be chances of less complexity and continuity in the progress of the organization. An uneven implementation of the succession planning could bring various challenges in the organization that might be hard to deal (Charan, 2008).

Furthermore, it is mandatory to design the succession plan in an accurate manner so that it might cooperate with the needs of every individual in the organization. Specifically, to make the proper succession plan companies must first analyze the size of the company and the desired growth of the firm in the future (Zepeda et al., 2012). The plan must not rely on the knowledge dissemination but it must be focused to be effective. The organization having large size along with higher growth rate and expansion might work harder in the succession planning in order to make the desired expansion and growth. The assumption of the future assigned roles must be identified in accordance with the skills, competencies, and willingness of the employee so that the specific roles might be able to obtain the desired success. The private organizations are much more concerned with the planning of succession planning, especially for the top management to keep the employees motivated in comparison with the public limited organizations. Some of the organizations use the strategy of promotion to retain the talent of the employees in a systematic manner (Pissari et al., 2010; Reilly, 2008).

As per the past literature review of the 90s the basic importance of succession planning has been discussed deeply to let the organizations take healthy steps. Moreover, there are several important components related to succession planning that has been playing a major role in the amalgamation of the management systems in the companies. The most prominent elements that have been considered to imprint a notable impact includes 10 factors which are transparency in the organizational processes, accomplishment of organizational commitment as per expectations, proper evaluation of organizational needs knowledge generation, formation of abilities and skills, prominence of talent management, process of integration in the entire organization, development of future or strategic planning, feedback of individuals, weekly accountability etc. (Conger, 2004; Kesler, 2002; Leibman et al., 1996 and Rothwell, 2005). The most critical factor that is important in the succession planning and managerial processes is the evaluation of key positions in the entire organization in order to know that whether the person fits with the job in accordance to his or her skills and abilities or not (Fulmer and Conger, 2004; Rothwell, 2005). There are some researchers who have identified the strategies and tactics, which might help the management to evaluate the key positions. According to Rothwell, there are six important strategies that might be helpful in the identification of the key positions. The six basic strategies include charting the structure of an organization, meetings, and discussion with the senior management, proper formation of vacancies as per previous experiences, opening opportunities for the employee, clearing a communication panel to trace the pathways. The implementation of the combination of the strategies could help in approaching the aims and objectives of the company.

Transfer of knowledge through succession planning

Transfer of knowledge is among the basic and important dimension of succession planning, however, organizational knowledge has been among the shared knowledge that is useful in the context of the organization and strengthens the creativity by fostering high competitive advantage. Moreover, with respect to the true belief of some of the researchers knowledge plays an important role in gaining competitive advantage however, by gaining the previous knowledge the management could take corrective actions in making strategies and in implicating the strategies into action without forecasting the risk level (Nonaka, von krogh, and Voelpel, 2006). Moreover, by evaluating the knowledge related to previous actions taken organizations could increase the value of their strategy (Hatch, 2009). Gaining organizational knowledge is about sharing expertise, competencies, and ideas that might help in the integration of strategies and objectives and would be able to reflect the future of the company. Knowledge of organization consists of the evaluation of assets and employees and comprises explicit knowledge, tactic knowledge, individual knowledge and organizational knowledge. Tactic knowledge has been considered as the knowledge about an individual that is sometimes difficult to express in the entire organization. The tactic knowledge has been considered as codified and intangible information that is difficult to express. Explicit knowledge is the stored and codified knowledge that might not take much time and could be easily communicated. Some of the common interrelated forms regarding explicit knowledge include documentation, operations, and procedures. Proper formation and development of the procedures could help in converting the tactic knowledge into explicit knowledge. Another form of organizational knowledge is group knowledge that helps to define the knowledge of multiple persons interrelated with the organization (Hatch, 2009). Group knowledge mostly comprises of the practices that could not share the knowledge externally except for the interrelated functions. The dissemination of the group knowledge could be done through social networks that could help in transforming the tactics into explicit knowledge. Another important knowledge type is an extra organizational knowledge that could be expressed beyond the boundaries of an organization. It helps in generating the knowledge between two organizations, which supports in increasing the value of succession planning and shares some more innovative and smart ideas that are useful for the progression of the company. 

Issues in Succession Planning

Succession planning could be done in two systematic manners including the use of internal talent or by capturing external resources or talent. However, the internal assets include exploring the hidden talent of the employees and exploring external resources refers to hunting for the talent and management. Both the routes are equally important thus no choice would be considered as right or wrong. The implementation of succession planning could include in choosing any of the right route suitable in accordance with the organizational needs. Talent must be purchased from the labor market by seeking it at right places, however; it has its own advantages and disadvantages. The talent must be the hunt in accordance with the variations in the market conditions, demands of the target market and acquiring the fresh perspectives and ideas etc.

Implementation of succession planning has been considered as expensive as it needs to intensify several resources and generation of talent in the company. Moreover, for the proper succession planning the companies must have to build the internal pool of talent that would need several seminars, training and development sessions. If the company has been implementing the idea of internal succession planning than the expense of the company could decrease because the expenses interrelated with the recruitment and selection, career mobility will not occur. Although external succession planning could help in finding out the bunch of opportunities, knowledge, competencies, and energy by making the hidden talent undiscovered. The rate of risk and failure would be lower if the company will go for the implementation of internal succession planning because the employees would already know the rules, regulations, and compliance of the organization. For the proper succession planning internally, companies must move forward with the job rotation strategy and mentoring or training strategies as it will develop confidence in the staff of the organization (Seymour, 2008).

If the company does not prepare for the strategic implementation than it means that the company has been preparing to gain higher risk and to fail. If the present succession planning of the company would be better and resilient than the future of the organization might become stable. This is the reason that a company must always acquire proper succession planning to ensure the stable future (Seymour, 2008). The next generation plans must be prepared with respect to high quality and could strengthen the businesses to reach new heights. There must be competency and consistency in the management that could be created through proper negotiation. The good succession planning could increase the financial value of the company as it might increase the sustainability and viability of the company (Seymour, 2008). Companies must focus on the diminishing the skills gap through the providence of training and development, which might help the companies to grow at longer term (Galagan, 2010). The proof declares that the organization always experiences the skills gap by changing the conditions of business and environment (Galagan, 2010). The use of succession planning could help in decreasing the skills and competency gaps within organizations and helps in identifying the recruitment and selection strategies (Galagan, 2010). By making proper planning and analysis the companies might implicate healthy succession planning which might include a large amount of expertise. Companies must make a life cycle of succession planning that must be made in accordance with the variables in the organization. Hence, succession planning has been considered as the assurance of leadership and provides high competition for the employees and the managers (Hewitt, 2009; Richetermeyer, 2011).

Methodology

The methodology part of this study defines the tools and techniques that have been followed to evaluate the findings and results and to conclude the entire result. Generally, the study could be carried out through primary or secondary data or both hence the area of the research decides that which technique must be used. Moreover, as the topic relies on the impact of succession planning the analysis through both primary and secondary data would be useful. Methodology part refers to explain the philosophy, approaches, strategy, choices, and time horizon and data collection techniques. Moreover, the study has been always giving a prominent consideration to the conceptual framework and ethical consideration that ensures the validity and reliability of the study. The conceptual framework helps at explaining the relationship between the dependent and independent variable while the ethical considerations help at explaining the ethical grounds on which the research relies upon.

Research Philosophy

Research philosophy relies on the type of study conducted, however; the study could be either qualitative or quantitative. According to the viewpoint of the techniques, the researcher determines the philosophy in the study. The analysis of the study decides the integration of philosophical viewpoint, which could rely on primary data, secondary data or both. As the research relies on the evaluation of succession planning on employee productivity the researcher has been implementing both qualitative and quantitative data analysis. As per the researches, the qualitative study follows interpretivism philosophy while quantitative study follows positivism philosophy. Moreover, the use of both analysis in the same study carries out through pragmatism philosophy hence with respect to the pragmatism philosophy the researcher follows the use of both primary and secondary data.

Research Approach

As the study relies on conducting the effect of succession planning on the employee productivity the study must be appropriate and must be detailed. Therefore the management has been following deductive research approach.

Research Strategy

The research has been conducted under both primary and secondary analysis and therefore the researcher has used the strategy for both qualitative and quantitative data. In order to analyze the primary data, the researcher has been using the strategy of the survey through close-ended questionnaires under convenient non-probability sampling technique. On the other hand, for the secondary data analysis, the researcher uses the strategy of case study and grounded theories to investigate the concern in a descriptive manner.

Research Choice

The researcher has been following mixed research choice because the analysis of the study has been done under both qualitative and quantitative data.

Triangulation

The use of triangulation approach helps in determining accuracy and consistency in the data, however, due to the use of a mixed method choice the research could be complex therefore the researcher has been applying a triangulation approach.

Time Horizon

The researcher has been following longitudinal time frame thus the reason behind using the longitudinal time horizon is to conduct a detailed survey under the specific target audience. This might help the researcher to make the study clear and accurate.

Data Collection methods

Data collection techniques and methods are used to gather the data in a systematic manner, however; the data collection must be done properly to get the expected results. The study has been following both primary and secondary data, therefore, the data collection relies on both the strategies. The data collection for the secondary analysis relies on the evaluation of past research papers, articles that are interrelated with the impact of succession planning on the employee performance. Moreover, for the data collection of primary data the researcher has been using a close-ended questionnaire consisting of 10 questions related to the variables. While the data collection has been done by the employees of Tus airways. Moreover, the researcher has been using non probability convenient sampling method in order to get an easy proximity to the respondents.

For the data analysis, the researcher has been using the technique for both qualitative and quantitative data. However, the data analysis of qualitative data has been done by evaluating the past research papers and studies. On the other hand, the analysis of quantitative data includes the use of SPSS software. The researcher has done this by encoding and decoding the data and by computing the variables under various testing including regression analysis, reliability and validity testing, correlation, cross tabulation etc.

Ethical consideration

Ethical consideration has been considered as the most prominent component to be discussed in the research paper however, the researcher must make sure to practice each of the activity under the ethical concerns. Through the proper implementation of the ethical consideration in the research, the researcher might consider the research as reliable and increases the honesty level of each of the statement written on it. For the formulation of the proper results and analysis to ensure the aim of the study, the researcher must have to take permission of each of the respondent. For this, the researcher has to make the respondents aware of the aims and objective of the research paper so that they might respond in accordance with it. Furthermore, by ensuring the anonymity and confidentiality the researcher might ensure the notable prominence of ethical consideration in the entire paper. Also, the researcher must make sure to cite the references in a proper manner.

The study relies on evaluating the effect of succession planning on employee performance, however, to ensure the effective results the researcher has justified each of the literature statement properly. In order to clarify the concept of succession planning, the researcher has covered all the interrelated factors and variables. Those factors include career management, performance appraisals, and talent management. The respondents have to respond to each of them, however, by considering ethics the researcher could satisfy the respondents by giving them a confidence of safety and anonymity. The protection of the data taken from the respondents and the past literature paper has been considered as important.

The main concern of implicating ethical consideration is to enhance and strengthen the honesty level and integrity level of the research paper. The aim of his research is to open up the doors of opportunities for the employees concerning their future. The idea of succession planning is totally concerned with the employees as it helps the management to explore the hidden opportunities of the employees. Moreover, it helps in strengthening the level of job loyalty. The researcher has made sure 0% deception level in the entire study by referencing and citing the statements properly. In a nutshell, this study has been focusing on mixed research methods and has been conducting the study on the basis of primary and secondary data. The researcher has been working on pragmatism philosophy along with a deductive approach and longitudinal time frame and has worked under ethical concerns.

Limitations

The primary aim and objective of this study are to assess the effect of succession planning and its interrelated factors on the employee performance in the organization. However, the most notable factors that have been highlighted in this research are career management, performance appraisals, and talent management which directly affects the future succession planning of the employees. Although there are more factors that are interrelated with the study but due to time limitation the researcher could not cover all the attributes so far. Another foremost limitation is the hidden information of the company which is hard to reach therefore the researcher could not be able to realize the practices in Tus airways related to succession planning.

Conceptual Framework

The theoretical framework will provide a clear insight into understanding the relationship between the dependent and independent variable. However, the dependent variable is employee performance which has been influenced by the independent variables career management, performance appraisals and talent management 

Hypothesis

H⁰: There is an impact of succession planning on employee performance

H_a: There is no impact of succession planning on employee performance

H⁰: There is a significant impact on career management on employee performance

H_a: There is no significant impact of career management on employee performance

H⁰: There is an impact of performance appraisals on employee performance

H_a: There is no impact of performance appraisals on employee performance

H⁰: There is a noteworthy impact of talent management on employee performance

H_a: There is no noteworthy impact of talent management on employee performance

Data Analysis

The data analysis for the research helps to analyze the effect of independent variables on the dependent variable by evaluating the qualitative and quantitative designs. As the data relies on both qualitative and quantitative analysis the data analysis has been done by analyzing the gathered responses from the targeted respondents and the past research papers. Moreover, the primary analysis has been done by encoding the data into SPSS and testing it through regression, correlation, reliability. This helps the researcher to find out the viewpoint of employees regarding the succession planning. On the other hand, the qualitative data analysis has been done by representing the past literature and case study related to the succession planning of employees. 

Quantitative Data Analysis

Quantitative data analysis helps to analyze the responses that have been taken from the employees of Tus airways. Moreover, the SPSS test has been applied after encoding the data into SPSS sheet to make a proper analysis. Through SPSS, the researcher has found out frequency tables regarding age and gender, regression analysis to find out relationship and reliability analysis as well.

Frequencies

AGE
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	20-25	36	14.4	14.4	14.4
	26-30	101	40.4	40.4	54.8
	31-35	63	25.2	25.2	80.0
	36 above	50	20.0	20.0	100.0
	Total	250	100.0	100.0

Figure 2: Age demographics

The above table has been focusing on explaining the percentage of respondents with respect to their age. However, different age groups have been seen to be involved in the study including 20-35, 26-30,31-35 and 36 above. There are about 14% of respondents having the age of 20-25, 40% of employees have an age of 26-30, 25% of employees have an age of 31-35 and 20% of the respondents have an age rate of 36 above. There was no specific age factor to choose the respondent as the study relies on non-probability sampling. 

Gender
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	male	135	54.0	54.0	54.0
	female	115	46.0	46.0	100.0
	Total	250	100.0	100.0

Figure 3: Gender Demographics

The above table reflects the percentage of males and female who have been involved in the study. However, the percentage of the male has been spotted at 54% while the percentage of female employees was 46% less than male. There are no such specific reasons because the researcher has chosen the non-probabilistic convenient sampling.

Reliability

Reliability Statistics
Cronbach's Alpha	N of Items
.813	10

The above table shows the percentage of internal consistency and a degree which defines the extent to which an assessment produces stable results. The table shows the Cronbach alpha of .813 which declares a very good reliability and consistency. This suggests that the scale which has been chosen for the testing is reliable and comprises of high internal consistency.

Regression

Model Summary
Model	R	R Square	Adjusted R Square	Std. An error of the Estimate
1	.785a	.616	.611	1.88382
a. Predictors: (Constant), talent management, performance appraisals, career management

The above table reflects the model summary of regression that depicts the value of R and R square. The value of R represents a simple correlation, however, the value of R is .785 which indicates a high rate of correlation. On the other hand, R square indicates the percentage at which the dependent variable has been explained by the independent variables thus it must be high in order to obtain a significant level. The R square is 61% which predicts that the dependent variable has been explained at 61% by all the independent variables.

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	1401.225	3	467.075	131.616	.000b
	Residual	872.999	246	3.549
	Total	2274.224	249
a. Dependent Variable: EmployeePerformance
b. Predictors: (Constant), talentManagement, PerformanceAppraisals, CareerManagement

The above table of ANOVA reflects the regression model and explains the significance of the variables. The relationship between the dependent and independent variables is significant when the p value is less than 0.05. The above table reflects that the sig value is <0.05 which means that there is a significant relationship between employee performance (dependent variable) and all the independent variables including talent management, performance appraisals, and Career management.

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t	Sig.
		B	Std. Error	Beta
1	(Constant)	2.677	.684		3.913	.000
	CareerManagement	.737	.109	.401	6.740	.000
	PerformanceAppraisals	.409	.094	.221	4.354	.000
	talentManagement	.528	.118	.274	4.480	.000
a. Dependent Variable: EmployeePerformance

The table above explains the coefficient analysis which provides a clear insight into the relationship between the dependent variable with all the independent variables. It predicts the significance of employee performance with the entire model. Moreover, the regression model or equation could be reflected as

Employee performance= 2.677+0.737 (career management)

Employee performance= 2.677+0.409 (performance appraisals)

Employee performance= 2.677+0.528 (talent management)

The entire test reveals the result that if TUS airways implement the succession planning strategies regarding career management, performance appraisals, and talent management then they could be able to lift up the employee performance level.

Qualitative Analysis

With respect to the qualitative survey, the analysis has been done on the basis of past research papers which illustrates that the implementation of succession planning has become vital in order to ensure continued success in the organization. It might help the company to identify and integrate the right roles for the critical job placements that might help in ensuring success in critical times. Presently, the contemporary businesses of all sizes have been focusing on the implementation of succession planning that ensures the leadership in the company. Those companies who do not follow succession planning could create an adverse impact on the future of an organization. Through the implementation of succession planning the companies might be able to train the right person for the leadership position so that he or she might be able to mentor other in the future. In this way, the business could be able to attain short term and long term plans and also obtain perfect structuring of the business.

As per the analysis, the management has been considered as fully responsible for the management of succession planning. Only the planning of a succession strategy is not important the companies must be able to manage the succession planning process. All the stakeholders, directors and partners must be involved in the process. The proper implementation of the succession planning might acquire a great deal of success in enhancing both technical and managerial roles. Succession planning process has not been considered as complex, however, by focusing on the important factors of succession planning such as career management, talent management, and performance appraisals could help the company to obtain good succession planning. The consideration of succession planning and management has been seen to be noteworthy in this contemporary world because it could help in restructuring the organization roles as per their objectives. Moreover, the most highlighted people who must be provided with succession planning are those who are nearby retirement process. This would create a sense of respect for those people who have served years of knowledge and competencies to make continuous growth in the organization (WRS, 2018).

In the field of human resource management, succession planning has been considered as one of the essential and broader perspectives to work on. In the succession planning and management, there is a systematic integration of identifying, developing and retaining the employees to obtain the objectives successfully. 

The above diagram reveals the steps that help an organization to manage the succession planning process. It includes identification of key positions and areas, assessment of competencies required for the positions, identification of right candidates, implementation plans for the succession plans and evaluation of effectiveness.

Step 1 Identification of key positions and areas

There are some key areas and positions in the organization that are critical and needs to be implemented under the strategy to obtain the certain objective. In order to accomplish the succession planning process, it is important to fill up the key critical positions. If the company would be unable to finalize those critical roles and responsibilities then they would not be able to obtain the goals and objectives. In order to identify key position and areas, the companies must make risk assessment by analyzing the past performances. This could help the company to decrease the risk rate.

Step 2 Identification of key competencies for the required position

The evaluation and determination of the key competencies are also one of the core competency to manage succession planning. For this the companies must set up the criteria for the employment efforts and expectations thus the management must also involve in finding relevant knowledge, skills and abilities of the employees to identify what will they be able to accomplish performance expectation. Moreover, there must be a crystal clear understanding of the competencies that are needed to obtain the succession planning objective. The companies must take the support of profiling to assess the actions and performance of employees as this might help the company to explore the skills and competencies that are required for the particular objective (TBS, 2018).

Step 3 Evaluation of the interested employees

After certain steps, the company must evaluate the determination of the employees who are interested to fill the critical positions. For this, the management must share sustainable career plans to boost up the interest of employees and also identifies those employees who could work hard to develop their position in the specific job. The implication of healthy human resource management strategies might help the company to explore internal hidden talent and expertise to accomplish the idea of succession planning.

Step 4 Development for the implementation plan

There must be the proper incorporation of the strategies regarding training and development to transfer the corporate knowledge in making the succession planning effectively. For this, the company must define the processes related to learning and training to obtain the major leadership positions. It helps in turning the strategies into actions and provides a clear timeline for the roles and responsibilities of employees.

Step 5 Evaluation of effectiveness

After the succession plan and implementation, companies must make effort to evaluate the effectiveness of the process. The evaluation seems to be successful if the key positions would be filled quickly and if the employees would get stable in performing effectively as per their roles. The workforce must be monitored systematically on daily basis in order to make continuous adjustments for the successful succession planning (Bruns, 2018).  

Conclusion and Recommendations

Conclusion

The research relies on evaluating the impact of succession planning on the employee performance level in the Tus airways in Cyprus. However, the study analyzes the main factors of the succession planning such as career management, performance appraisals and talent management that will create an influence on enhancing the employee performance level. Through the succession planning the employees have been motivated to be placed in the recognized position and to attain the sustainable future they involve in working hard by engaging in the practices of training and development, talent management in order to perform better. Moreover, the research highlights that the emphasis of the organization on the factors of succession planning could positively push the employee towards productive performance.

In a nutshell, the research reflects the results of both qualitative and quantitative analysis which depicts that there is a significant relationship between the employee performances and factors related to succession planning. This means that by creating an emphasis on the succession planning factors could create an effective and healthy succession planning for the organization. The researcher has also described the succession planning management process which is helpful for the company to manage the objectives of succession planning implementation. Although the implementation of succession planning could be complex for some of the organizations if it would be managed effectively by the human resource management then the company could obtain success in the succession planning implementation. 

Recommendations

            The study generates the effectiveness of all the stated factors regarding succession planning thus the organizations must practically implement it in order to achieve good results. Some recommendations that must be followed by the organizations are:

·       The management must clearly state the short-term and long-term objectives of the organization

·       There must be strict policies for the employees to follow the right career path

·       The performance appraisal system must not be conducted with biased behavior

·       Proper training must be given to the employees for their career and talent development and management.

·       The companies must harness the expertise of the senior management

·       The HR team must provide external and internal training to expand the set of competencies

·       Senior management must play a role model for other employees in order to keep them motivated

·       The management must keep on negotiating and be retaining the old employees in order to encourage them to work progressively. 

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