Identifying the dimensions of successor development in central bank managers of the islamic republic of Iran

This research aims to identify the dimensions, components, and indicators of successor development in central bank managers. The successor development plan provides the best staff in the critical jobs of the organization given the lack of necessary planning in the departure of managers and experienced people in the organization, along with the lack of identification of talented people to replace managerial positions. This applied research employed an exploratory method to conduct the study and used a mixed method to collect data in two quantitative and qualitative parts. The successor development indicators in the central bank were explained in the qualitative part using the content analysis method in two stages of document analysis and library studies, as well as semi-structured interviews. The views of the sample in the quantitative section were examined with a researcher-made questionnaire compared to indicators calculated from the qualitative section. The statistical sample in the qualitative section consisted of 12 senior managers of the Central Bank who were collected by purposive and snowball sampling method to achieve theoretical saturation. A total of 285 basic, middle, and senior managers of the Central Bank of the Islamic Republic of Iran were selected in the quantitative section by stratified random sampling using the Morgan table. Content analysis and coding method were performed for data analysis in the qualitative section. Onesample t-tests were performed to explain and prioritize dimensions, components, and indicators in the quantitative part. According to the results, 68 indicators were identified, explained, and prioritized in 12 components and four dimensions of organizational readiness, competency development, human resource empowerment, and underlying factors. The highest frequency among the indicators in the quality sector is related to the component of "professional qualifications." The dimension of "human resource empowerment" (mean=4.03) and the component of "education and development" (mean=4.036) were the most crucial successor development requirements for central bank managers.