Transfer-HRM final

8/7/2019 Transfer-HRM final

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September 8, 2010 [TRANSFERS]

TY.BMS K.E.S COLLEGE

SEM - (V) Page 1

University of Mumbai

Project report on

TRANSFERS

Submitted by

Ms. Babita Singh Roll no- 246

Mst. Ishaan Varma Roll no- 247

Mst. Pritesh Visaria Roll no- 248Mst. Priyank Roll no- 249

Mst. Amit Roll no- 250

Project guide

Prof. Megha Khedekar

Semester V

Bachelor of Management Studies (BMS).

Khar Education Society, CollegeOf Commerce & Economics.

Khar(W).

2010-11


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SEM - (V) Page 2

Declaration

We the Students of K.E.S. College of Commerce & Economics, Khar(W) of

TY.BMS(Semester V) hereby declare that I have complete this project on

TRANSFERS in the academic year 2010-11. This information submitted

is true & original to the best of my knowledge.

__________________

Date:________ (Signature of the Students)


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SEM - (V) Page 3

CERTIFICATE

We Hereby certify that students of Khar Education Society, College Of

Commerce & Economics, Khar(W). of TY.BMS (Semester V) has

completed a project on TRANSFERS in the Academic Year 2010-11.

The information submitted is true &original to the best of my

Knowledge.

_________________ _________________

Signature of the Signature of theProject Guide Co-ordinator


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SEM - (V) Page 4

ACKNOWLEDGEMENT

Project work is never the accomplishment of an individual. Rather, it is an

amalgamation of the efforts, ideas and co-operation of a number of entities.

The compilation and presentation of this opuscule has bestowed us with an

opportunity to show our gratitude to those subservient to it.

We are highly indebted to our guide Prof. Megha Khedekarwho has been

the hallmark of this effort. Their guidelines made us comprehend the

enigmatical portion of the subject and were the sole animating force that

coerced us to meliorate our efforts without the support and guidance the

project report would not have taken shape.


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SEM - (V) Page 5

PREFACE

Management training has gained rapid importance only recently.

Management was previously considered as an inborn art or talent. But in

todays fast developing word this view has been abandoned.

To develop managerial capabilities and to supplement their theoretical

knowledge with practical experience, the management students are

required to go training in business organization.

This study would not only help me as a management student to gain a

deep insight of how an organization works but also practical usage of all

management techniques that I have learnt during the course of my study.

This project would also help me analyze the difference between the

organizational realities and the theories that have been taught in my

academic session and also gave me a real experience of the corporate

world let me better understand how it function.


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SEM - (V) Page 6

It also taught me how to take every experience in the right and learn from

each one. Finally the analysis feasible to be put to test in real life situations.

I shall consider all my hard work worthwhile if this endeavor of mine is able

to satisfy all those concerned and proves useful to anyone or for any further

study in the future.


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SEM - (V) Page 7

INDEX

Introduction.

Reasons ofTransfers...

Principles ofTransfers


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SEM - (V) Page 8

Transfer

Meaning:

In business organizations, employees are shifted from one post to the other

or from one department to other or one unit/ branch/ plant of the company to the

other. This is called as job transfer of transfer of employees. Such transfers are

quite common in case of Banks, government department, manufacturing

companies and other business organizations.

.

A transfer is defined as, a change in job where the new job issubstantially

equal to the old in term of pay,statusand responsibilities.

Transfers of employees do cerate some resentment from concerned

employees. This is natural as transfers may create certain personal and family


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SEM - (V) Page 9

problems. In addition, an employee has to adjust with new situation. Finally it may

be pointed out that transfer is neither promotion nor demotion but merely a

horizontal or lateral movement of an employee from one job, to another at same

other place where the salary, status and responsibilities are more or less the same.


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SEM - (V) Page 10

Reasons ofTransfer

1. Variation in the volume of work: Transfers are necessary due to variation

in the volume of work in different department/ sections. Shortage of

employees or increase in the work load in one department leads to transfer of

employees.

2. Providing training to employee: Transfers are made for providing

opportunities to employees for training and development.

3. Rectification of poor placement: Transfers are necessary for the

rectification of poor placement made in the initial period. Similarly, transfers

are necessary in order to utilize the service of an employee in the best

possible manner.

4. Satisfied the personal need of employee: Transfers are necessary satisfy

the personal needs (Personal Difficulties) of the employees. They include

family problems, sickness, and education of children and so on. Such

transfers take place especially among female employees.

5. Meeting mutual need of employees: Transfers are, sometimes, made in

order to meet the mutual needs of to employees. It is a type of mutual

exchange and is usually accepted by the management.

6. Meeting Organizational needs: transfers are necessary to meet the

organizational needs developed out of expansion programmesor fluctuation


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SEM - (V) Page 11

in work requirements or changes in the organizational structure or dropping

of existing product lines. For example, experienced workers and supervisors

are transfer to new plants/ factories in order to manage the work smoothly.

7. Solution to poor performance: transfers are, sometimes, made when the

worker fail to perform his job efficiently. He is transferred to and new place

or post and is given an opportunity to improve his performance at a new

place. Here, transfer is treated as a deter alternative to outright dismissal.

8. Avoiding fatigueand monotony: Transfers are made of avoiding fatigue

and monotony of work. The productivity of an employee may decline due to

monotony of his or her job. To break his monotony, the employee is

transferred.

9. Removing poor personal relations: the relations between the workers and

his supervisor may not be smooth and cordial. This may affect the work of

department. One method to solve the problem is to transfer the worker that

department. This transfer may be necessary for removal of the

incompatibilities between the worker and his/her boss or between one

worker and the other.

10.Providing relief and to punish employees: Transfers may be made in

order to give relief to employees who are over burdened or are working

under heavy risk or tension over a long period. Similarly, transfers are made

as a disciplinary action for serious mistakes on the part of employees. This

practice is widespread mainly in government offices and police department.


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SEM - (V) Page 12

Principles ofSound Transfer Policy

Company managements must frame a policy on transfers and apply it to all

transfers instead of treating each transfer on its own merits. Such policy must be

based on the following principles of transfers:

1. Necessary Transfer: Transfers should be made only when absolutely

necessary. The frequency of transfers and the minimum period between

transfers need to be decided clearly and made know to all employees. The

basis of transfers should be properly decided. Large scale transfers,

frequent transfers and transfers for the sake of transfers should be avoided

by laying down adequate selection and placement procedures for the

purpose.

2. Responsibility ofTransfers: Responsibility for initiating and approving

transfer decisions should be clearly defined and properly located. The

authority to handle transfers should be decided clearly. The best course is

to centralize the authority handling transfers and make the personnel/HR

department responsible for all transfers.

3. Fair Transfers: Transfer should not be made as a punishment or as

revenge on an employee or simply to trouble an employee and his family

members.


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SEM - (V) Page 13

4. Consideration of Employees: Transfers should be made after taking

concerned employee in to confidence and after explaining how transfer is

in the best interest of the organization and employee.

5. Interest of Organization: All transfers should be made in the best interest

of the organization. In addition, there should be sound justification in the

case of all transfers made. The management should be able to prove its

objectivity and impartiality as regards transfers made.

6. Sound Transfer Policy: Management should prepare a sound transfer

policy for a long period. It should be given wide publicity for the

information of employees. The interests of the organization should not be

forgotten while framing a policy of transfers.

7. Employees View: An employee should be given an opportunity to appeal

to an appropriate authority with full opportunity to an employee to express

his views.

8. And request for transfer by an employee on sound personal grounds

(e.g. family problems, health, schooling of children, unsuitability of

climate, etc.) Should be considered sympathetically and granted

promptly.


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Types ofTransfer

There are different types of transfers depending on purpose for which the

transfers made. Employee transfer may be classified into three types bases on its

purpose and they are:

(1)Transfers that are effected for the Training and Development of the

employees.

(2) Transfers designed to correct the problem of poor employment

placement.

(3) Transfers made for adjustments of varying volume within the

organization

The important ones will now be highlighted as follows:

1. Production Transfers: These transfers are made from one department

where the labour requirements are generally reduced to departments where


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SEM - (V) Page 15

labour needs are increasing or vacancies have occurred through separations.

Such production transfers are made to prevent lay-offs.

It is meaningless to have in the same organization lay-offs on one job and

employees being needed in another department for a similar type of work.

Thus, production transfers, at about the same occupational level, help to

stabilize employment in an organization and therefore need some form of

centralized control, say, through the Personnel Department. Sometimes,

production transfers may involve downgrading, that is, being transferred to

less skilled jobs.

Although it is called production transfers, similar situations can also exist in

non-manufacturing enterprises or divisions where an employee is transferred

from one department to another for similar reasons.

2. Replacement transfers: From the view-point of purpose, replacement

transfers are similar to production transfers as they also try to avoid lay-offs.

Replacement transfers are used, however, to replace a new employee with an

employee who has been in the organization for a long time.

3. Shift transfers: This is a common type of transfer of an employee from one

shift to another on the same type of work. Workers generally dislike a

second shift assignment as it affects their participation n community life.


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SEM - (V) Page 16

Therefore, to minimize this, shift transfers are introduced. Of course,

there are certain employees who would prefer the second or the third shift.

For example, were the women are working, mothers might prefer to work in

such shift so that they could be during the day with their childrens.

4. Remedial transfers: As the title suggests, these transfers are made to

remedy the situation.

For example, if the initial placement has been faulty, or the worker cannot

gat along with his supervisor, a transfer to a more appropriate job or more

agreeable supervisor might result in better performance.

In this way, a good organization treats its employees as individuals, of

course, within the broad policy framework.

5. Versatility transfers: The objective of these transfers is to increase the

versatility of the employee by shifting hid from one job to another. In this

way, the employee is provided a varied and broader job experience.

This helps the employee through job enrichment and job enrichment. It can

also help him get prepared for future promotions. Besides, it helps the

organization, as enrichment of an employee would make him not only more

effective but also ready for higher openings.

6. Penal transfers: The word itself says TRANSFERS AS PENALTY, here

the management in the organization may transfer an employee from one

position to another as a punishment due to non productive, or not


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SEM - (V) Page 17

performing well in the work or job assigned to him. It is also given cause of

undesirable or unexpected acts/behavior by him. In such transfers the

employee is shifted to a less important position in the organization by the

management

.


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SEM - (V) Page 18

ADVANTAGES OFTRANSFERS

(1) It increases the productivity in an organization because it acts as

a motivator and it creates an effectiveness in the organization.(2) It acts as a boost which ultimately results in high levels of

satisfaction among the employees.

(3) It also stabilizes the fluctuating needs and wants in the

organization.

(4) It improves the working skills of the employees which imparts

knowledge in them.

(5) It avoid the situations of monotony and boredom in their work.

(6) It acts as a remedy or a medicine for faulty or wrong placements

in the organization

.


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(7) It also improves the labour relations which are of great

importance to the organizations in todays world.


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EXAMPLE OFTRNSFERS

Transfers in Bank of Baroda

In Bank of Baroda there is different policy for Clerk and Officer.

Clerks are transfer every 5 year from one branch to another branch in

the same region. Region indicates the cities like Mumbai, Pune and Nashik

etc.

Officers of the branch are transfer every 3 year from one branch to

another branch from one zone to another zone. Zone indicates south, north, west

and west.


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PROCEDURE OFTRANSFER

1. Employee

(1) Select a position from the Employment Opportunities bulletin.

(2) Complete a TransferApplication Form, PM 9-2, and submit it to Employment.

(3) Indicate on the application whether or not the present supervisor may be

contacted.

2. Employment Representative

(1) Review the TransferApplication, and, if appropriately qualified, send it to the

requisitioning supervisor. Where expeditious processing is necessary, the

Employment Representative will notify the requesting supervisor by telephone that

the application is forthcoming.

(2) Schedule department interviews for the candidates with the requisitioning

supervisor.

(3) Maintain records of TransferApplications and their disposition.

(4) Notify all transfer applications after the position has been filled.

3. Requisitioning Supervisor

(1) Review all TransferApplications submitted by Employment.

(2) When an acceptable applicant who has not applied for the position has been

identified, the employee's current supervisor and the Employment Representative

should be advised prior to any employee contact. If the employee's current

supervisor objects to such contact, the requisitioning supervisor should refer this

objection to the Deputy Director of Personnel for review and disposition.


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SEM - (V) Page 23

(3) Notify Employment which candidates the department has chosen to interview.

(4) Interview appropriate candidates.

(5) When a decision is made on a candidate, the requisitioning supervisor must

contact an Employment Representative, who will make the official job offer. If theemployee accepts the new job offer, the requisitioning supervisor and the current

supervisor should mutually agree on a transfer date. Two weeks is a standard

transition period; however, if agreement cannot be reached with the current

supervisor, the requisitioning supervisor should contact Employment for guidance.

(6) The evaluation results of all TransferApplicants not hired must be recorded on

the TransferApplication.

(7) A change of salary or wage rate is to occur at the time of transfer only if the

employee is reclassified and/or promoted at the same time. Otherwise, salary or

rate changes may not be made concurrent with the transfer.


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SEM - (V) Page 24

(8) The approvals of the releasing and receiving organizations and the Personnel

Department are required before any transfer is effected.

4. Current Supervisor

(1) After the offer has been accepted, initiate a Personnel Action Notification Form

(PAN #1 and PAN #2). These forms are signed and sent to the requisitioningsupervisor.

(2) Assure that the employee's Vacation and Sick Leave Record, Form P-60A or P-

60B, or other reasonable record is brought up to date and is forwarded to the new

department.


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SEM - (V) Page 25

5. Again Requisitioning Supervisor

Enter appropriate changes (e.g., home department, time sheet distribution, check

distribution, mail code) to the PAN #1 and PAN #2 forms, sign both documents

and forward them to the Employment Section. Detailed instructions are contained

in Personnel Memorandum No. 52.

Note: The effective date for a transfer is normally any Monday. However, if the

transfer involves a change in classification or pay rate, the effective date must

coincide with the beginning of a pay period.


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SEM - (V) Page 26

Conclusion

At the most it is likely to conclude with the transfer policy as the most

appropriate fundamentals that increases the morale of a transferredemployee depending the type of transfer is is given.

Transfers are now have become the most important virtues as consideredby management in todays world that encompasses the vulnerability of

the productiveness that needs to the most favorable outcome in an

organization.

It either initiated by the company or the employee working in the

organization which is same for all. It sounds to be the best way toenhance a job to be more efficient and more productive made by the

employee for the betterment and upliftment of the organization andnevertheless of the employee himself.


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WEBLIOGRAPHY

1.http:/hr.calltec.edu/policies/PM/pm9-2,html

2.http://utb.edu/ba/hoop/policy/8-3-8,pdf

3.http://www.google.co.in/#q=procedure+of+transfe

r+of+employees&hl=en&ei=6SiUTO3YHI2avgOt

rNmZDQ&start=10&sa=N&fp=dfab7220e6f673c1

BIBLIOGRAPHY

1.Human Resource Management in Banking and

Insurance

- by Vinay Prabhu and B. Pithadia

2. Human Resource Management

- by K. Ahswathappa

3. Notes of HRM by Mrs. Meghaa Khedekar


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