SUCCESSION PLANNING PRACTICES AND INNOVATIVE WORK BEHAVIOR AMONG NON-TEACHING STAFF IN PUBLIC UNIVERSITIES IN WESTERN KENYA

Abstract

This study highlights the crucial role of succession planning practices in fostering Innovative Work Behavior (IWB) among non-teaching staff in public universities in Western Kenya. By examining four key practices—staff training, supervisor support, performance reviews, and mentorship—the findings demonstrate that these strategies not only ensure leadership continuity but also significantly enhance employee creativity and problem-solving capabilities. The study addresses pressing organizational challenges such as high hiring costs and intellectual capital loss, emphasizing that investing in internal talent development is a cost-effective way to build institutional resilience and innovation. Guided by the Resource-Based View (RBV), Ability-Motivation-Opportunity (AMO) Framework, and Social Exchange Theory, the research confirms that succession planning practices create an environment where employees feel equipped, motivated, and supported to innovate. Empirical evidence shows that staff training (β = 0.23, p < 0.05), supervisor support (β = 0.27, p < 0.01), performance reviews (β = 0.31, p < 0.01), and mentorship (β = 0.29, p < 0.01) each independently drive IWB. These findings reinforce the idea that effective succession planning is not just a strategy for leadership continuity but a critical tool for fostering organizational innovation, ensuring that public universities remain competitive and responsive to societal needs. Collectively, these succession planning practices contribute substantially to fostering a culture of innovation among non-teaching staff. The study concludes that succession planning is pivotal in enhancing IWB in public universities. By investing in structured training, supportive supervision, regular performance reviews, and mentorship, institutions can reduce hiring costs and retain valuable intellectual property. Recommendations include integrating comprehensive succession plans into university policies to maintain a skilled workforce and bolster organizational resilience. Additionally, policymakers should consider succession planning as a strategic priority to sustain innovation within the public sector. The study contributes to the growing field of human resource management in educational institutions, with implications for HR professionals, university management, and policymakers aiming to nurture an innovative work environment. Further research is recommended to explore additional factors influencing IWB beyond the scope of succession planning practices.