Varia Ranah - Sorotan Ilmiah Perkhidmatan Awam

333 Varia Ranah: Sorotan Ilmiah Perkhidmatan Awam Barkdoll and Mocniak (1993), “the loss of experienced executives without adequate replacements can have a substantial, immediate negative effect on an organization”. As such, the Malaysian public service had not been sufficiently preparing their personnel to take over the responsibilities and positions of its leadership, and the majority of those in the senior and top management were rapidly approaching the age of 55 years, the age at which most Malaysian public servants are contractually required to retire (other options of retirement include choosing either 56, 58 or 60 years of age), while the younger personnel in the junior or middle management had not been sufficiently groomed for succession. The sign of restlessness could be observed by those who are still serving the public service, and that this overall situation did not fare well for the public service in terms of strategic leadership continuity. Leadership succession is the proactive identification and development of subordinates for future management or leadership positions at all levels of the Malaysian Public Service and can be contrasted to leadership replacement which is the reactive initiation of efforts to find a replacement for a promoted or retiring personnel. In addition, the labor market conditions over the last several years have combined with demographic and social trends to increase the competition for talent between the public and private sectors. This has led many public agencies to reexamine their approach to managing talent and to consider adopting strategies similar to those of the private sector for attracting and retaining it. While some of these efforts have succeeded, challenges specific to the public sector have impede implementing these programs difficult. A recent literature search shows that while articles on succession in the private sector continues to proliferate, there continues to be a lack of strong public sector models. This has been the case for some time. Kesner and Sebora (1994) reviewed the literature on succession planning that had been published