Designing a Structural Model of Succession Planning for Executive Managers in Bank Melli Iran

Abstract

This study aimed to design a comprehensive succession planning model for executive managers of Bank Melli Iran in Khorasan Razavi Province. The research was applied in purpose and exploratory mixed-method in design. In the qualitative phase, a systemic grounded theory approach was applied, with 12 management experts selected through purposive sampling until theoretical saturation was reached. In the quantitative phase, the statistical population included 600 executive managers of Bank Melli, with a sample size of 234 determined based on Morgan’s table. Data collection tools included semi-structured interviews, a researcher-made questionnaire, and statistical tests. Qualitative data were analyzed through open, axial, and selective coding, while quantitative data were examined using confirmatory factor analysis and structural equation modeling (SEM) in LISREL. The final succession planning model consisted of five dimensions, 18 components, and 106 indicators. The dimensions included causal conditions (value orientation, professional competence, financial resource allocation), contextual conditions (institutionalization of succession culture, alignment of policies, organizational policies), intervening conditions (organizational structure, intervening policies, management commitment), strategies (succession planning, competent successor selection, job description revision, talent development system, succession candidate retention), and outcomes (meritocracy, productivity enhancement, organizational justice development, banking industry leadership). All factor loadings and t-values were significant at the 0.05 level. Model fit indices (X2/df=2.57, RMSEA=0.055, CFI=0.95, GFI=0.92, AGFI=0.90) confirmed the model’s adequacy. The findings demonstrate that succession planning for executive managers in Bank Melli Iran is a multidimensional systemic process encompassing causal, contextual, and intervening factors, along with strategic actions and organizational outcomes. Implementation of this model can enhance meritocracy, improve productivity, strengthen organizational justice, and increase the bank’s competitiveness within the national banking industry.