CHAPTER 1
GENERAL INTRODUCTION
INTRODUCTION
Middle managers are a critical link between senior and junior managers. On the one hand, they ensure that junior managers execute the institution’s goals and objectives, as well as execute orders from senior managers. On the other hand, they keep senior managers informed regarding the achievement of institutional goals and objectives. In short, they need to keep both junior and senior managers happy and content. Middle managers are the next core in line to take over from senior managers, therefore, it is necessary to assess the role of succession planning in developing high performing middle managers in the Department of Science and Technology (DST or Department).
This chapter highlights the background and rationale of the research, the problem, research objectives and research questions. It also explores the literature review and methodology, demarcation and limitations, as well as the structure of the research.
BACKGROUND AND RATIONALE OF THE RESEARCH
The DST’s policy initiatives are guided mainly by the White Paper on Science and Technology 1996, the National Research and Development Strategy 2002, and the Ten Year Innovation Plan 2008-2018. All these policies are aimed at assisting South Africa to modernise its economy through the use of science, technology and innovation. In order to achieve this, the DST needs to enhance the capacity of South African institutions, to ensure adequate infrastructure and the provision of skilled science, engineering and technology human capital to generate and exploit knowledge.
The White Paper on Science and Technology (1996:70) describes human resources as a national asset. It defines human resource development as a process whereby people, either individually or collectively, acquire the knowledge and skills necessary for specific occupational tasks as well as for other social, cultural, intellectual or political roles associated with a vibrant democratic society. Also, the ability to access and utilise information resources, give expression to theoretical concepts and their innovative
application. Succession planning involves identifying and preparing suitable employees to assume core managerial and leadership positions through interventions such as mentoring, training and job rotation (Guidelines on Mentoring and Coaching, 2006a:3).
The reasons for the importance of this research is the observations made since 2005 in the DST, that succession planning does not exist at the DST to prepare or plan for the future in case the Department loses senior managers unexpectedly. Lack of succession planning in the DST leads to the problems listed in the statement below like cost and time involved when replacing an official who resigned, retired or passed on (such as advertisements and training), loss of institutional memory, demoralised high-performing middle managers and ultimately, turnover. This research will, therefore, explore how succession planning can be used as a tool in developing high-performing middle managers in the DST.
A few concepts have been identified in the problem review of this research which include succession planning, leadership, strategic planning, human resource development and talent management. In this chapter, these concepts will be further unravelled, academically. It is critical to identify pivotal managing positions that impact the institution. It’s equally important to assess and identify the players in terms of change response and versatility. In today’s highly competitive and volatile environment, talented staff can come and go with precedent-setting speed if the work environment is not conducive to support balanced personal and professional growth (Hunter, 2012:8).
