IMPACT OF SUCCESSION PLANNING AND CAREER DEVELOPMENT ON EMPLOYEE RETENTION WITH MODERATING ROLE OF ORGANIZATIONAL CULTURE IN POWER SECTOR OF PAKISTAN

Abstract

This study explores how organizational culture acts as a moderating force in the relationship between succession planning, career development, and employee retention within Pakistan’s energy sector. The focus is on whether the company’s culture changes the strength or direction of the link between succession planning and employee retention, as well as between career development and retention. The study utilizes a sample size of 300 participants, selected through a non-probability purposive sampling approach.

The results of this study strongly indicate that effective succession planning and career development are directly linked to improved employee retention within organizations. Furthermore, the statistical analysis reveals that organizational culture further enhances this relationship; the positive moderation coefficient and a probability value below 5% suggest that a strong organizational culture amplifies the positive impact of succession planning on retaining employees.