The Effect of De-Cruitment on Organizational Succession Planning. A Review of Extant Literature

Abstract

The general objective of the study is to determine the effect of decruitment on organizational succession planning. Restructuring anywhere around the world is often premised on the need to make a system more functional and most especially when the existing system is either unable to fulfil its essence of existence profitably or when it is observed that such system is moribund. However, what do we say of a defective restructuring, and how do we guide against such as a lot of organizations in trouble times to seek for solutions in these regards. Unarguably, a lot of factors can be responsible for the corporate crisis from internal to external on a wider spectrum however in an attempt to solve this crisis a far-reaching decision would have to be made on the various input into the business, processes and structure. This decision is often than none on the need to restructure the existing arrangement thus affecting personnel and other resources. From the personnel angle; it could be a wrong hiring decision, previous internal restructuring without training, over-bloated staff strength, poor/sluggish personnel performance, among others. While in most cases employees' go errors are often committed on the part of decision-makers during the process of addressing the corporate crisis. The thrust of this paper ison how to manage employees' recruitment exercise during the process of solving corporate crisis without aggravating the crisis.