Succession Planning and its Relationship to Administrative Development from Perspective of Employees in Sports and Scouting Activities

Abstrak

This study aimed to develop two scales for job succession and administrative development among employees in sports and scouting activities, to identify sample's responses to  job succession and administrative development scales, and also to identify correlation between  job succession and administrative development scales among employees in sports and scouting activities. The researcher used  descriptive method with correlational approach, as it was suitable for  nature of  research objectives.  researchers ' population included 250 employees in sports and scouting activities in  education directorates Central and Southern. Sample was selected purposively , and its number is 150, which represents 60% of  total population. Sample was divided in  following way: First: Sample of  exploratory experiment For  scale: sample for pilot study of scale consisted of 30, representing 20% of  total sample, and 8% of total population. Second: scale construction sample:  scale construction sample consisted of 90 and a percentage of 60% of  total sample 36% of total population. Third: (application) sample: application sample for  scale consisted of 30, representing 20% of total sample and 12% of  total population. Conclusions and recommendations of study are that succession planning has a positive role in supporting administrative development within sports and scouting activity departments, and succession planning contributes to preparing cadres capable of assuming leadership positions efficiently. There is a need to promote application of succession planning practices in a more organized and sustainable manner, recommendations were for Ministry of Education to adopt clear programs for succession planning in  sports and scouting activity departments, provide training programs to qualify employees for future leadership positions, and conduct future studies that address succession planning and its relationship to other organizational variables such as institutional performance and organizational excellence.