EVALUATING THE EFFECT OF EMPLOYEE TRANSFER ON ORGANISATIONAL PRODUCTIVITY
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EVALUATING THE EFFECT OF EMPLOYEE TRANSFER ON ORGANISATIONAL PRODUCTIVITY
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
A transfer is the lateral movement of employees from one job to another within the same grade. In the words of Flippo, “a transfer is a change in the job (accompanied by a change in the place of the job) of an employee without a change in responsibilities or remuneration” .
Transfer varies from promotion in that the latter requires a change of position that includes an increase in compensation, authority, status, and responsibility, whereas the former does not. Furthermore, transfers are frequent and consistent, whereas promotions are infrequent, if not irregular.
The firm or the employee may initiate the transfer. In practise, the corporation may move the person to a position where he or she will be more valuable and effective. Similarly, an employee may request a transfer to a location where he or she is more likely to be satisfied.
Transfers might be permanent, transitory, or ad hoc in response to emergencies. Permanent transfers are typically performed owing to changes in work load or the death, retirement, or resignation of an employee. Temporary transfers occur mostly as a result of an employee’s illness, absenteeism, or other factors.
Depending on an individual’s own tastes, requirements, and objectives, transfer decisions might be seen as bad or good. For example, a company may view a move from the Guwahati regional office to the Delhi headquarters as a beneficial
and rewarding experience because it will allow the individual to enhance his or her skills and work experience. On the contrary, the employee may be dissatisfied because it severes ties with his people and community in Guwahati.
Transfers are sometimes used as a tool by management to victimise employees. Recognising this, provisions are established by establishing labour courts to set aside transfer orders that have been proven to be a management plan to victimise employees.
Some organisations have clear agreements with trade unions for the transfer of unionised staff, particularly on promotions, in order to make transfers beneficial to both the individual and the firm.
Some public sector organisations, such as Minerals and Metals Trading Corporation (MMTC), have entered into agreements with their employees to establish two cadres of officials, viz. Promotions to and within the former are less expedited than those to and within the latter, but do not entail transfer.
1.2. STATEMENT OF THE PROBLEM
Employee transfers are defined as the lateral movement of personnel within the same grade from one job to another. According to Flippo, “a change in the job (accompanied by a change in the place of the job) of an employee without a change in responsibilities or remuneration” is expected to evolve benefits for both the employees and the organisation.
At the organisational level, management expects a change in the level of activity and output, however most personnel transfers do not have the expected effect on the organisation.
This is due to a variety of causes, including incorrect or poorly implemented employee transfer policies and bad employee appraisal. Many employees do not enjoy moves, resulting in poor morale and performance.
As a result, the research problem is to evaluate the effect of personnel transfer on organisational productivity using a case study of First Bank plc.
1.3. RESEARCH QUESTIONS
1 What are the characteristics of employee transfers?
What exactly is the definition of organisational productivity?
What impact do employee transfers have on organisational productivity?
What effect do personnel transfers have on first bank’s organisational productivity?
1.4. OBJECTIVES OF THE STUDY
1. Identify the type of employee transfers
2. Identify the nature of organisational productivity
3. Assess the impact of personnel transfers on organisational productivity.
4. To ascertain the impact of personnel transfers on first Bank’s organisational productivity.
1.5. SIGNIFICANCE OF THE STUDY
The study will give a detailed assessment of the nature of staff transfer and its impact on organisational productivity. It will provide information to human resource managers, managers, and companies.
1.6. THEORY OF THE HYPOTHESIS
Employee transfers are modest in the first bank.
Hi: Employee transfers are common at the first bank.
1.7. SCOPE OF THE STUDY
The study will examine the impact of personnel transfers on organisational productivity using First Bank plc as a case study.
1.8. DEFINITION OF TERMS
DEFINITION OF EMPLOYEE TRANSFER
A transfer is the lateral movement of employees from one job to another within the same grade. In the words of Flippo, “a transfer is a change in the job (accompanied by a change in the place of the job) of an employee without a change in responsibilities or remuneration” .
Transfer of Production:
When labour requirements in one division or branch decrease, such transfers are made. Surplus employees from such divisions are shifted to divisions or branches where there is a staffing deficit. Such transfers aid in avoiding layoffs and stabilising employment.
Transfer of Corrective Action:
Such transfers are carried out to address errors in staff selection and placement. A misplaced employee gets reassigned to a more fitting position. Such transfers safeguard the employee’s interests.
Transfer of Replacement:
Replacement transfers, like production transfers, are motivated by the desire to prevent layoffs. Replacement transfers occur when labour requirements are decreasing and are intended to replace a new employee with an employee who has been with the company for a suitably long time. The goal of these transfers is to keep long-term staff in the organisation while also relieving them of work-related stress.
Transfer of Versatility:
These transfers are sometimes referred to as “job rotation?” Employees are moved from one position to another in such transfers in order to get diversified and broader work experience. It benefits both the employee and the company.
It alleviates boredom and monotony while also enriching the employee’s employment. Furthermore, the company can make use of personnel’ versatility as and when needed.
Shift Changes:
These transfers occur in workplaces where work is done 24 hours a day or in shifts. Employees are typically changed from one shift to another based on mutual understanding and convenience.
Transfer of Penalty:
Transfer may be used by management to punish individuals who engage in unwanted behaviours within the business. Employee transfer from a convenient location to a far-flung and remote locale is considered a penalty.
DEFINITION OF PRODUCTIVITY
Productivity is defined as a given quantity of output relative to input articulated in terms of a given organisational goal like standards,quotas.
Quality, quantity, and so on
Productivity is a broad measure of one’s ability to create a good or service. More specifically, productivity is a measure of how specified resources are handled to achieve stated quantity and quality goals on time.
Productivity can alternatively be described as an index that compares output (goods and services) to input (labour, materials, energy, and so on) used to create the product. As such, it can be written as:
As a result, there are two primary methods for increasing productivity: increasing the numerator (output) or decreasing the denominator (input). Of course, if both input and output increased,
but output increased faster than input, or if input and output declined, but input decreased faster than output, a similar impact would be observed.
Organisations can apply this formula in a variety of ways, including labour productivity, machine productivity, capital productivity, energy productivity, and so on.
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