Original Research

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

Reshoketswe S. Maroga, Cecile M. Schultz, Pieter K. Smit
SA Journal of Human Resource Management | Vol 22 | a2304 | DOI: https://doi.org/10.4102/sajhrm.v22i0.2304 | © 2024 Reshoketswe S. Maroga, Cecile M. Schultz, Pieter K. Smit | This work is licensed under CC Attribution 4.0
Submitted: 11 April 2023 | Published: 07 March 2024

About the author(s)

Reshoketswe S. Maroga, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Cecile M. Schultz, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Pieter K. Smit, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa

Abstract

Orientation: This study is a response to the challenges faced by a rail, port and pipeline company in South Africa when managing succession planning, self-leadership and turnover intention.

Research purpose: The study aimed to determine if succession planning was the mediating variable between self-leadership and turnover intention in a state-owned enterprise.

Motivation for the study: The study’s findings may assist public entities in prioritising succession planning and self-leadership development initiatives.

Research approach/design and method: The study adopted a quantitative approach and a cross-sectional survey research design within positivism. Data were gathered using a structured existing questionnaire that was distributed and the response rate was 78.67%. The reliability of the questionnaire was 09.222 which was an indication that the internal consistency was in order. Data were analysed by using correlation and multiple regression analysis.

Main findings: The study found that self-leadership was a marginally significant predictor of turnover intention. A large proportion of the sample was drawn from respondents working in Johannesburg whose views might not correspond with those of employees from other areas.

Practical/managerial implications: The findings of the study offer government policymakers the opportunity to develop policies that enhance self-leadership, promote succession planning, reduce the intention to leave among employees and incentivise the process.

Contribution/value-add: The body of knowledge was expanded in the sense that succession planning was found to be the mediating variable in the relationship between self-leadership and turnover intention.



Keywords

succession planning; self-leadership; turnover intention; state-owned enterprise; talent management

JEL Codes

M12: Personnel Management • Executives; Executive Compensation

Sustainable Development Goal

Goal 9: Industry, innovation and infrastructure

Metrics

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