أثر تخطيط الإحلال (التعاقب)‎ الوظيفي في الاحتفاظ بالموارد البشرية في وزارة التنمية الاجتماعية الأردنية

Abstract EN

This study aimed to identify the Impact of job replacement planning (succession) in the retention of human resources at the Ministry of Social Development in Jordan, and the relational descriptive approach was used because of its suitability for the purposes of the study.

The study adopted a succession plan, prediction, identification and evaluation of talents, rewards and incentives, career path dimensions for planning Job replacement (succession) as an independent variable.

It also adopted the retention of human resources, adependent variable in the dimensions: organizational justice, work environment, life balance with work, and training.

In order to achieve the aim of the study, a questionnaire was developed, its paragraphs covered the dimensions of the independent and dependent variable, and it was distributed to a stratified random sample of (186) employees who fulfill the requirement of the inspection unit.

The number of questionnaire that were valid for analysis was (164) questionnaire distributed between managers and heads of departments within the ministry center, the central region, the north region, and the south region.

The study found that all dimensions of the job replacement (succession) planning variable, and the dimensions of retaining human resources at the Ministry of Social Development in Jordan are of medium level.

The study showed that the most effective dimensions of replacement and succession planning in retaining human resources in its dimensions (organizational justice, work environment, balance of life with work, and training) at the Ministry of Social Development in Jordan were (career path, identification and evaluation of talents, rewards and incentives, and the replacement and career succession plan.

The results of the study showed that there were statistically significant differences at the level of significance (α = 0.05) in the level of retaining human resources at the Ministry of Social Development in Jordan due to the region variable.there were no statistically significant differences at the level of significance (α = 0.05) in the level of human resource retention at the Ministry of Social Development in Jordan attributed to the variable of gender, age and years of experience.

The study recommended that attention should be paid to setting up a job replacement plan(succession) at the Ministry of Social Development, supervising it by qualified personnel able to manage it well and appropriately, and working on conducting many relevant studies in an environment other than that of the Ministry of Social Development.