This study examines the relationship between succession planning and organizational performance of the hospitality industry, particularly within the quick service restaurant sector in Rivers State. Employing a quasi-experimental design, the study utilizes cross-sectional survey data to provide insights into the frequency and levels of specific attributes at a given point in time. The population consists of sixteen (16) functional Quick Service Restaurants registered with the Rivers State Yellow Page Directory (2019/2020), each operational for at least fifteen years with a staff strength of twenty-five or more per outlet. A census sampling technique was employed, selecting sixty-four (64) senior managers as respondents, including general managers, human resource managers, sales managers, and operations managers. Data were collected using a structured questionnaire, divided into demographic information and Likert-scale sections measuring the study variables. Content and face validity were ensured through expert reviews, while Cronbach's alpha coefficient assessed reliability. The data were analyzed using the regression techniques of the Statistical Package for Social Sciences (SPSS) version 23.0. Findings indicate a strong positive relationship between succession planning and organizational performance, with an R-squared value of 0.813, suggesting that succession planning accounts for 81.3% of variations in organizational performance. Correlation analysis further revealed significant positive relationships between training (r=0.604), mentoring (r=0.806), career development (r=0.856), and sales growth. The combined influence of these variables accounted for 82.8% of sales growth variation. The study underscores the critical role of structured succession planning in enhancing organizational performance. Investments in training, mentoring, and career development significantly contribute to sales growth and operational efficiency.