A STUDY ON TRANSFER & PROMOTIONAL STRATEGIES

IN THE ORGANISATIONS

Dissertations submitted in partial fulfillment of the requirements for the Award of the
Diploma of

POST GRADUATION IN BUSINESS ADMINISTRATION (speclization Human

resource management )

Submitted By
MISS. GARIMA WALIA
Reg. No. 200611606
PGDBA (HRM)
Add - 1 turner Rd, Lane-c-2
Clement Town Dehradun UA

Under the guidance of

Dr. Beena Joshi Bhatt. (PhD)

SYMBIOSIS CENTRE FOR DISTANCE LEARNING

PUNE
Batch 2006

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 EXECUTIVE SUMMARY

“Study of effectiveness of Transfer & Promotional Strategies including recruitment

and selection process”

In the midst of enormous competitive volatility, the human side of the business is
becoming critical for success. Customers are becoming more demanding, companies
becoming more global, product life cycles are shortening, and competition is becoming
tougher. In other words, almost every major trend that exists strongly supports the
contention that people are the key to success.

“If people are truly our asset and are the key to competitive advantage we must
have mechanisms in place to enhance their capability and provide opportunities for
learning and development”. A philosophy of people management is based on the belief
that human resources are uniquely important in sustaining business success. An
organization gains competitive advantage by using its people effectively, drawing expertise
and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable,
flexible and committed people and rewarding their performance with appropriate
Promotion to higher hierarchy and others transferred to correct department to
develop key competencies which later help enhance the ability of the employee.

Research Objectives

 To know the procedure of transfer & promotion in the organization.

 To know about the HR policies being followed in the organization.
 To know the sources of Selection or Recruitment for Transfer and Promotions.
 To know about the methods of selection being undertaken at the time of selection of
candidates.
 To know the requirement of the process.
 To know the outcome of the whole procedure.

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 Need and importance of the study

The study is about transfer and promotions within an organization & help the management
take necessary actions for the new and already existing employees. It helps to identify the
need of the employees and facilitate it with appropriate results in the form of promotion to
higher hierarchy or transfer to the department where employees skills are appropriately
used. It will be ethically and socially responsible on the part of the company to provide
seek the needs and challenges of the society while minimizing the negative impact of such
demands upon the organization

Research Methodology and Procedure of Work

The project was carried out through –

 Questionnaire (designed on the basis of initial data collected from HRD).

 Interviews / Discussions .

Research Design

The objective of the problem will be the main focus of research design and to ensure that
data collected is relevant to the objectives. The right source of data collection, sampling &
data trimming will be pivotal to the research. The design will be descriptive in nature.

Sampling
Sampling Method :- Non-Probability Sampling
( Convenient Sampling )
Sample Unit :- HR Personnel

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SAMPLE -
The whole universe was studied to fulfill the objectives of studying the effectiveness of
transfer and promotion process at following departments –

 HRD dept

 Intra-organization

METHODS OF DATA COLLECTION

The executives were put through a questionnaire & personal discussion for data collection.
Also a general survey was done among the executives working at various organizations at
various levels. Both primary & secondary data are used.

PRIMARY SOURCE OF DATA COLLECTION –

 QUESTIONNAIRE

 INTERVIEWS

 OBSERVATIONS

SECONDARY SOURCE OF DATA COLLECTION –

 Magazines

 Manuals

 Brochures

The questionnaire was designed after a review of the existing recruitment system. The
questions were arranged in a sequence to avoid confusion & misunderstanding.
Other features considered were –

 To make questions as concise as possible.

 To use words that are simple & familiar.

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In order to ascertain the correctness of the information given by the employees some
counter check questions were given in the questionnaire & they were also personally
interviewed.

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 DECLARATION BY THE LEARNER

This is to declare that I have carried out this project work myself in part fulfilment of the
PGDBA (specialization) Human Resource Program of SCDL.
The work is original, has not been copied from anywhere else and has not been submitted
to any other University/Institute for an award of any degree/diploma.

Date: Signature:
Place: Dehardun Name: Garima Walia
1 Turner road, lane C-2
Clement town
Dehardun, Uttrakhand
248001

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 CERTIFICATE OF SUPERVISOR (GUIDE)

Certified that the work incorporated in this Project Report on Transfer and Promotional
strategies submitted by Garima walia is her original work and completed under my
supervision.
Material obtained from other sources has been duly acknowledged in the Project Report

Date: Signature of Guide:

Place:

Name: Dr Beena Joshi Bhatt

Address: 208 Dronpuri GMS Rd,

Dehradun

Qualification: M.SC, PhD In Zoology

Designation: Lecturer working at Dolphin

Institute of Medial Sciences
D.dun

Experience: 2Yrs.

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 LIST OF CONTENTS
S.No. Chapters Pg. No.
1 Introduction 9
2 Objectives and Scope 10
3 Limitations 11
4 Theoretical Perspective 12-44
5 Methodology and procedure of work 45-46
6 Analysis of Data 47-61
7 Findings, Challenges and Recommendations 62-64
8 Conclusion 65-66

ANNEXURES
I) Proposal
II) List of charts
A) Flow chart
S. No Pg. No
1 How to Hire on Campus 36-37

B) PIE CHARTS
S. No Pg. No
1 Pie chart that show the results of the 47-61
Questioner for Data Analysis

III) List of Tables

S. No Tables Pg. No
1 Difference between Recruitment and 21
Selection
2 Behavioral Grid 38-39

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 TRANSFER & PROMOTIONAL STRATEGIES

INTRODUCTION

“Study of effectiveness of Transfer & Promotional Strategies including recruitment

and selection process”

In the midst of enormous competitive volatility, the human side of the business is
becoming critical for success. Customers are becoming more demanding, companies
becoming more global, product life cycles are shortening, and competition is becoming
tougher. In other words, almost every major trend that exists strongly supports the
contention that people are the key to success.

“If people are truly our asset and are the key to competitive advantage we must
have mechanisms in place to enhance their capability and provide opportunities for
learning and development”. A philosophy of people management is based on the belief
that human resources are uniquely important in sustaining business success. An
organization gains competitive advantage by using its people effectively, drawing expertise
and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable,
flexible and committed people and rewarding their performance with appropriate
Promotion to higher hierarchy and others transferred to correct department to
develop key competencies which later help enhance the ability of the employee.

HRM is a series of integrated decisions that forms the employment relationships:

their quality contributions to the ability of the organization and the employees to achieve
their objective. However, it is obvious that we are constrained by the availability of
suitable people – a factor that is heavily dependent on environmental variables such as:

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  The implications of world and national economic conditions for business
growth;
 The effect of inflation on perceived value of wages;
 The traditions of local business culture;
 The particular nature of national employment markets.

The various theories on the motivation of human performance were found valuable
during 1950’s and 60’s. For example Maslow’s hierarchy of needs provided an individual
focus on the reasons why people work. He argued that people satisfied an ascending
serried of needs from survival, through security to eventual ‘Self-actualization’.

In the same period, concepts of job design such as job enrichment and job
enlargement were investigated. It was felt that people would give more to an organization
if they gained satisfaction from their jobs. Jobs should be designed to be interesting and
challenging to gain the commitment of workers – a central theme of HRM.

Objectives and scopes

 To know the procedure of transfer & promotion in the organization.

 To know about the HR policies being followed in the organization.
 To know the sources of Selection or Recruitment for Transfer and Promotions.
 To know about the methods of selection being undertaken at the time of selection of
candidates.
 To know the requirement of the process.
 To know the outcome of the whole procedure

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 LIMITATIONS OF THE STUDY

 Only a percentage of people could be included in the survey but the analysis is
generalized.
 The findings and conclusion drawn out of the study will reflect only existing trends
in the organization.

The accuracy and authenticity of the observation made and conclusions drawn largely
depend upon the corresponding accuracy and authenticity of the information supplied by
the recent general survey conducted to check the latest trends prevailing in today’s
organizations

Hypothesis

We have taken the hypothesis as – that the transfer & promotional strategies at every
company is effective and time bound

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 THEORETICAL PERSPECTIVE: Literature Review

INTRODUCTION

Transfer and Promotional strategies of an organization can not be explained until and
unless we understand the type of employees an organization hires and knows what kind of
people work within the organization. This can be done only if we know the internal details
of the Recruitment & the Selection process in an organization.

RECRUITMENT & SELECTION PROCESS : Major component to accomplish the

Organizational need for Transfer and Promotional strategies

Once the required number and kind of human resources are determined, the management
has to find the places where required human resources are/will be available and also find
the mean of attracting them towards the organization before selecting candidates for jobs.
All process is generally known as recruitment.
Recruitments is the discovering of potential applicants for organizational vacancies.

RECRUITMENT

DEFINITIONS

“Recruitment is the process of searching the candidates for employment &

stimulating them to apply for the jobs in the organization.”

--------By Edwin B. Flippo

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 “Recruitment is the process of finding & attracting capable applicants for
employment. The process begins when new recruits are sought & ends when their
applications are submitted. The result is a pool of applicants from which new
employees are selected.”

--------By William Werther & Keith Davis

“Recruitment is the discovering of potential candidates for actual or

anticipated organizational vacancies.”

--------By David Delenzo & Stephen Robbin

FEATURES OF RECRUITMENT

The important features or characteristics of recruitment may be listed as follows:

1. A Process: Recruitment is defined as a process because all recruiters engage

themselves in certain interrelated sequential activities in order to employ qualified
people. This process involves such acts or steps as searching for, finding out,
attracting and stimulating required people to apply for job vacancies in an
organization.

2. Linking activity: Recruitment process brings together those having job vacancies
and those seeking jobs.

3. Initial Duration: The process begins when new recruits are sought and ends when
their applications are submitted.

4. Preceding selection: Recruitment process immediately precedes the selection

process.

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 5. Positive Function: Recruitment is the positive function in that it increases the
selection ratio, i.e. the number of applicants for job vacancies by developing a
pool of eligible person from which most suitable candidates may be selected.

6. Dual objective: The basic objectives of recruitment is to attract a large number

of qualified applicants who, will take the job if it is offered. Besides, it does not
attract the unqualified person who, after knowing the recruitment information
keep themselves out of job candidacy. This dual objective will minimize the
cost of processing unqualified candidates.

7. Pervasive Function: Recruitment is a widely used function. All organizations

engage themselves in Recruitment efforts, though the nature and volume varies
with their size, nature of operations and environment.

8. Two Way activity: Recruitment is a two-way activity in the sense that the recruiter
tries to attract the qualified applicants, and the prospective employees apply for a
job.

9. A Dependable Variable: The success of Recruitment depends upon several factors

such as nature of jobs offered, goodwill and image of the recruiting organizations,
organizational subsystems and policies, working conditions, compensation level,
future of organization, past Recruitment records, trade union attitudes, industrial
relations prevailing in the organization, culture and government policies. These
factors promote or block the freedom of management in recruitment.

IMPORTANCE OF RECRUITMENT :

1. To create and increase the pool of qualified people at minimum cost.

2. To increase the selection ratio by reducing the number of unqualified job

applicants.

3. To reduce the possibility of early labour turnover.

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 4. To meet the legal and social obligations of the organization with regard to the
composition of workers, e.g. SC/ ST candidates, handicapped, women etc.

5. To increase organizational effectiveness and efficiency through well qualified

personnel.

6. To evaluate the effectiveness of various recruiting techniques and sources for

managerial and non-managerial job applicants.

7. To search for talent globally and not just within the company.

8. To devise methodologies for assessing psychological traits.

9. To infuse fresh blood at all levels of the organization.

10. To search or head hunt/head pouch people whose skill fit in the company.

SOURCES OF RECRUITMENT

Sources of recruitment can be classifieds into two categories i.e. internal as well as
external sources.

INTERNAL SOURCES

Some organizations may prefer to develop their own employees for positions beyond the
entry level. Finding qualified applicants within the organization is the main goal of the
internal recruitment effort. The internal sources may be described as follows:

1. Promotion & Transfer:

Promotion implies shifting a present employee to a higher position, which carries

higher status, broader responsibilities, and higher salary. Transfer implies shifting of
present employee from one position to another, which is a job of similar nature
without any major change in status, responsibilities and salary.

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2. Job Posting:

Job posting, involves announcing job vacancies to all current employees. Bulletin
board notices or printed bulletins can be used for this purpose. In some cases, the
monthly newsletters may list the positions available. Any employee who is
interested may apply for the job and enter the competition.

3. Employee Referrals:

‘Employee referral’ involves referring of name or names of suitable current

employee(s) by other departments. Informal communication among managers can
lead the discovery that the best candidate for a job is already working in a different
section of the company. In some cases, referrals are made through “support
networks” established by certain groups of employees.

4. Skill Inventories:

Firms may develop ‘computerized skills inventories’ of their present employees.

Information on every employee’s skills, education background, work history and
other important factors is stored in a data base which can then be used to identify
employees with the attributes needed for a particular job. Some firms may maintain
proper filing system for keeping personal records of employee’s skills etc., which
may be examined to discover employees who are doing jobs below their educational
qualifications or skill levels.

5. Former Employees:

Former Employees are also an internal source of applicants. Some retired employees
may be willing to come back to the work on a part-time basis or may recommend
someone who would be interested in working for the firm. Sometimes people who
have left the firm for some reasons or the other may be willing to come back and
work.

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EXTERNAL SOURCES :

External sources are not always sufficient to fill all vacancies arising in an enterprise
though its present employees emphasis to do so. External sources of recruitment
may be discussed as follows:

1. Placement Agencies:

Public and private placement or ‘employment agencies’ are an important role in

supplying suitable employees. These agencies provide for consultancy services in
big cities. Usually they facilitate recruitment of technical and professional
personnel. As they are specialized agencies they effectively assess the needs of their
clients and match such needs with their skill and aptitude of the personnel they
supply. It may be noted that the Government placement agencies are commonly
known as employment exchanges. Section 4 of the Employment Exchange
(compulsory notification of vacancies) the employment exchange by certain class or
category of establishment in private sector and by every establishment in public
sector.

2. Educational And Technical Institutes:

Various institutions like Universities, engineering college; management institutes,

technology institutes, medical colleges and industrial training institutes are an
effective source of manpower supply. These institutes allow campus recruitment
under which campus interviews are held by the employer to select the candidates.

3. Casual Callers:

Owing to widespread unemployment in India, the job seekers casually and

voluntaries visit the offices of well-known or high image companies. Some
companies prepare a waiting list of such unsolicited visitors, especially to fill
temporary and lower level jobs. It also provides an opportunity for the company to
create good public relations.

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 4. Gate Recruitment:

Numerous firms depend on ‘applicants at the gate’ especially in case of unskilled

workers recruitment. The candidates appear personally at ‘the firm’s employment
office. These applicants may be employed as substitute workers or sometimes to fill
permanent vacancies. This is a very economical source of recruitment.

5. Labor Contractors:

Manual workers can be recruited through labour contractors who maintain close
links with the sources of such workers. This source is more popular in case of
construction industry. Under this arrangement, workers leave the organization when
the contractor leaves it.

6. Trade Union:

Trade Unions are playing an increasingly important role in labour supply. In several
trades, they supply skilled labour in sufficient number. In many cases management
consult union leaders to fill the vacancies with suitable candidates.

RECRUITMENT POLICY

Recruitment policy specifies the objectives of recruitment and provides a

framework for the implementation of the recruitment programe.
Recruitment policy of any organization is derived from the personnel policy of the
same organization. In other words the former is a part of the latter. Such a policy
asserts the objectives of the recruitment and provides a framework of
implementation of the recruitment programe in the form of procedure. Recruitment
policy may involve a commitment to broad principle such as filling vacancies with
the best quality individuals.
It may embrace several issue as extent of promotion form within, attitude of
enterprise in recruiting its old employees, handicaps, minority groups, women
employees, part time employees, friends and relatives of present employees. It may

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 also involve the organization system to be developing for implementing recruitment
program and procedures to be employed.
Therefore, a well considered and pre-planned recruitment policy, based on
corporate goals, study of environment and the corporate needs, may avoid hasty or
ill-considered decisions and may go along way to manage the organization with the
right of personnel.

A good recruitment policy possesses the following features:

 It takes into consideration organizational objectives, personnel policy, and public

policy and government laws on hiring and employment relationships.

 It strikes a good balance between organizational and individual needs.

 It provides adequate freedom to the staff officials in respect of source of manpower to

be tapped and the procedure to be followed in this respect.

 It ensures continuous employment by avoiding long lingering vacant posts.

 It aims at recruiting persons belonging to different social groups and balancing the
inside sources.

 It encourages role of trade union in recruitment and makes them responsible with
regard to this function.

 It ensures flexibility in recruitment.

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SELECTION

Meaning and Definition of Selection

Selection is the process of picking individuals out of the pool of job candidates with
requisite qualifications and competence to fill job vacancies in the company.

“Selection is carried out in order to validate applicants in relation to their potential

suitability.”

“Selection is carried out in order to validate applicants in relation to their potential

suitability.”

“Selection is the process in which candidates for employment are divided into two
classes- those who are to be offered employment and those who are not.”

---- Dale Yoder

“Selection is the process of differentiating between applicants in order to identify those

with a greater likelihood of success in a job.”

------Thomas Stone
IMPORTANCE OF SELECTION

1. Good selection process eventually results in effective work performance.

2. Proper selection of candidates reduces the cost of training.

3. Good or effective selection process helps in improving organizational environment.

4. Scientific selection can go a long way in building up a stable work force. It helps in
reducing absents and labour turnover.

5. Proper selection is helpful in increasing efficiency and productivity of the company.

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 DIFFERENCE BETWEEN RECRUITMENT & SELECTION

S.NO BASIS RECRUITMENT

SELECTION
1. It is the process of It is the process of selection
Meaning
searching candidates for of right types of candidates
vacant jobs & making them & offering them jobs.
apply for the same.
2. Nature It is a positive process. It is a negative process.
3. Its aim is to attract more & Its aim is to reject
Aim
more candidates for vacant unsuitable candidates &
jobs. Pick up the most suitable
people for the vacant jobs.
4. Procedure The firm notifies the The firm asks the candidates
vacancies through various to pass through a number of
sources & distributes stages such as filling of
application forms to form, employment tests,
candidates. interview, medical exam,
etc.
5. Contact of service No contractual relation is Selection follows
created. Recruitment recruitment & it leads to a
implies communication of contract of service between
vacancies only. the employer & the
employee.

Table 1

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 PROMOTION

It is assigning the higher level job to an employee from within and this upward movement
is called as promotion.

1) Meaning

Promotion is advancement of an employee to a better job in terms of higher

responsibility, more prestige ^, greater skills and increased rate of-pay. Thus, the
promotions are:

i) Reassignment of higher level job.

ii) Delegation with greater responsibility and authority.

iii) Higher pay.

In case of promotions, which will not receive any increase in salaries, it is called as Dry
Promotion . Such promotions can be temporary or permanent depending upon the need of
the organization.

2) TYPES OF PROMOTION

There are three types of promotion namely Vertical Promotion, Upgradation and Dry
Promotion.

1 ) Vertical Promotion: Under this type employee is moved to the next higher level
accompanied by greater responsibility, authority, pay and status.

2) Upgradation: The job is upgraded in the organizational hierarchy. Consequently,

the employee gets more salary, higher authority and responsibility.

iii) Dry Promotion: Under this promotion, the employee is moved to the next higher
level in hierarchy with greater responsibility, authority and status without any
increase in salary.

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3) Purposes of Promotion

Organizations promote the employees with a view to achieve the following purposes:

i) To utilize the employee's skill, knowledge at the appropriate level resulting in

organizational effectiveness and employee satisfaction.

ii) Develop the competitive spirit and inculcate the zeal to acquire higher skill,
knowledge required by higher level of jobs.

iii) To develop competent internal source ready to take up jobs at higher levels in
the changing environment.

iv) To promote employee's self development by reducing Labour turnover.

v) To pcoHiote a feeling of satisfaction and a sense of belongingness towards the

company.

vi) To build loyalty and to boost morale.

vii) To re ward loyal employees. .

viii) To get rid of the problems created by the leaders of worker's union by promoting
them to officer's level where they are not effective in creating problem.

4) Basis of Promotion

Established bases of promotionare seniority and the other basis of promotion

which is well practiced under different shades, is favouritism. Personnel officer should
have the idea of effectiveness of each basis while promoting the right man.

Merit as Basis of Promotion :

Merit denotes skill, knowledge, ability, efficiency and aptitude as different from
education, training and past employment record.

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The advantages of merit rating system of promotion are:

i) Better utilization of resources at higher level.

ii) Competent employees are motivated to do their best and contribute to the
organizational efficiency.

iii) Works as a golden handcuff regarding employee turnover

iv) Encourages the employees to acquire the new skill /knowledge for all round
development.

Disadvantages of merit based promotion are :

i) Measurement of merit is highly difficult.
ii) Many people distrust the management integrity in judging merit.
iii) The techniques of merit measurement are subjective.

iv) Merit denotes the past achievement, but does not indicate future success. Hence,
the purpose ot promotiorirnay noTbe served if merit is taken as sole criteria^

Seniority as a Basis of Promotion

Seniority refers to relative length of service in the samejoband in the same

organization. The logic is, there is a positive correlation between service, knowledge
and the skills acquired by the employee. It is based on the custom that the first in
should be given first chance in all privileges.

Advantages of seniority based promotion :

i) It is relatively easy to measure the service and judge the seniority.

ii) There would be full support from all as there is no scope for favoritism,
discrimination and judgment.
iii) It creates a sense of certainty of getting promotion to every employee as and when
his turn comes.

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 iv) Senior employees derive a sense of satisfaction as these employees are respected
and their efficiency cannot be disputed.
v) It minimizes the scope for grievances and conflicts.

Disadvantages of seniority based promotion :

i) It assumes that the employees learn more relatively with the length of service. As a matter
of fact, employees learn up to certain age and learning ability is diminishing over a period
of time.
ii) It demotivates the young and more competent employees, which may result in higher
turnover of young employees.
iii) It kills the interest to develop as everybody will be promoted with or without
improvement.
iv) Effectiveness of organization is likely to be diminished.
v) Judging the seniority can be also difficult in practice as problems like job seniority,
company seniority, regional seniority, experience as a trainee, earlier experience 'pose
different considerations.
Both the basis are having their advantages and disadvantages. Hence, the combination of
both of them can be considered as effective basis for promotion.

Seniority-cum-Merit : a balanced promotion

While management prefer merit as the basis of promotion, trade unions prefer seniority as
the sole basis of promotion with a view to satisfy majority of employees. A balance"
between seniority and merit can be considered. There are several ways in striking the
balance between the two.
• Minimum length of service and merit.
• Measurements of seniority and merit through a common factor.
• Minimum merit and seniority.

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 Benefits of promotion

i) Promotion places the employees in a position where an employee's skills and

knowledge can be better utilized.
ii) It creates and increases the interest of other employees in the company, as they believe
that they will also get their turn.
iii) It creates among employees a feeling of content with the existing conditions of work
and employment.
iv) It increases interest in acquiring higher qualifications, in training and in self-
development with a view to meet the requirements of promotion.
v) Promotion increases employee morale and job satisfaction.
vi) Ultimately it improves organizational health.

Problems with promotions

Although, promotion benefits the employees, it creates problems like disappointment of

those who did not get promotion, refusal of promotion etc. Employee may develop
negative attitude and tend to reduce their contribution. Further, some employees refuse
promotion. These incidents include promotion with transfer to other area like unwanted
place, apprehension of incompetence, delegation of unwanted responsibilities or anxiety
that the promotion may cause damage to their position. At times, the superiors may not like
to relieve their subordinates due to their favoritism or indispensability; there could be
inequality in promotional opportunities in other departments for higher categories.
Promotional problems can be minimized through career counseling by the superiors and by
improving qualifications.

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 Promotion Policies

i) It should be consistent and should be applied uniformly to all employees.

ii) It should be fair and impartial.
iii) Systematic line of promotion channel should be incorporated.
iv) It should ensure open policy in the sense that every eligible employee should be
considered for promotion.
v) It should contain career cut norms and criteria for judging merit, length of
service, potentiality etc.

Transfer

As the word itself depicts it refers to mobility. However this movement of employee is
only restricted from one job to another in the same level of hierarchy.

Definition: Transfer is defined as the lateral movement of individual from one position to
another ordinarily without involving any marked change in duties, responsibilities, skills
needed r compensation.

Transfer is viewed as change in assignment in which the employee moves from one job to
another in the same level of hierarchy requiring similar skills, involving identical level of
responsibility, same status and the same level of pay. Thus, transfer is always horizontal
job assignment.

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REASONS TO TRANSFER
Organization major reason for transfer is to attain following purposes.
1) To meet organizational requirements due to change in technology, change in
schedule of production, quality of products fluctuation in market conditions like
demand fluctuations of new lines, dropping of existing lines.

2) To satisfy employees needs. Employee may prefer to ask for transfer in order to
fulfill their desire to work under a friendly supervisor, in a department where
opportunities for advancement are bright , near their native place or where the work
itself is more challenging.
3) To improve employees background by placing him in different jobs in various
units. This develops employees and enables him to accept any job.
4) To resolve inter personal conflict.
5) To adjust the work force during the period of layoffs or adverse business conditions
6) To give relief to the employee who are overburdened or doing complicated work
for a long period of time.
7) To punish the employees who violate disciplinary rules.
8) To help employees whose working hours or place of work is inconvenient to them.
9) To minimize the fraud / bribe which results due to permanent stay and contact with
customers, dealers, suppliers, etc.

TYPES OF TRANSFER
Transfer can be classified into following types.

1) Production Transfer: transfer caused due to change in production levels.

2) Replacement transfer: Transfer caused due to initiation or replacement of a long-
standing employee in the same job.
3) Rotation Transfer: Transfer initiated to increase the versatility to another.
4) Shift Transfer: In simple words, transfer to the employee from one shift to another.
5) Remedial Transfer: Transfer initiated to rectify the wrong placements
6) Penal Transfer: Transfer initiated as a punishment for indisciplinary action of
employee.
REASONS FOR TRANSFER
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 a) Temporary transfer

i) Due to ill health of employee in accident.

ii) Due to family problems like aging parents or sickness of wife.
iii) Due to reasons like pursuing higher education.

b) Permanent Transfer

i) Due to chronic ill health or disability caused by accident.

ii) With a view to rectify a wrong placement.
iii) To relieve himself from the monotony of the work.
iv) To avoid conflict wit supervisor.
v) With a view to search opportunities for a better advancement.

c) Company Initiated Transfer:

• Temporary Transfer:

1) Due to temporary absenteeism

2) Fluctuation in work load in due to short vacations

• Permanent Transfer:

i) Change in quality of production, lines of activity, technology, and organizational

structure.
ii) To improve the versatility of employees,
m) To improve employee's job satisfaction,
iv) To minimize bribe or corruption.

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5) Benefits of transfer

i) Reduce employees' monotony, boredom.

ii) Increase employee's job satisfaction.
iii) Improve employee's skills, knowledge, etc.
iv) Correct erroneous placements and interpersonal conflicts.
v) Prepare employees to meet organizational exigencies.

6) Problems of transfer
i) Adjustment problems to the new job, place, environment, superiors and colleagues.
ii) Cause inconvenience and cost to the employees and his family members relating to
housing, education of children etc.
iii) Result in loss of man-days.
iv) Discrepancy transfers effect employee's morale, job satisfaction, commitment and
contribution.

7) Principles of transfer
The policy of transfer should be transparent to avoid frustration among employees.

Systematic transfer policy should contain the following:

i) Jobs from and to with transfers will be made based on the job specification,
description and classification.
ii) The region or unit of the organization within which transfers will be administered.
iii) Reasons would be considered for personal transfers and should have order of priority,
well stipulated.
iv) Reasons for mutual transfers of employees.
v) Specifications of basis of transfer like job analysis , merit and length of service
vi) Specification of pay, allowances, benefits etc. available to the employees is specified.
vii) Other facilities like special leave during period of transfer, packaging allowance, and
transportation should be provided for.
Generally line managers administer the transfers and personnel manager's assist and advice
the line managers in this respect.

30
RECRUITMENT , SELECTION& TRANSFER PROCESS

1. Manpower Projection

2. Manpower Requirement

3. Manpower Analysis

4. Manpower Budget

5. Publication of Advertisement

6. Short-listing of Bio-data

7. Position wise categorization of Bio-data

8. Preparing for Interview Schedule

9. Issuing of Call Letters for test/interview

10. Fixation of panel members for test/interview.

11. Written test, occupational/trade test.

12. Preliminary Interview

13. Final Interview

14. Assessment Report and Final Sheet.

15. Approval by competent authority of short-listed candidates

16. Issuing of Letters of Intent.

17. Completion of formalities including bio-data, general nomination, PF, gratuity

nomination, , surety bond, photograph, joining report etc.

18. Forwarding of letter to Command Office.

31
 NEED FOR TRANSFER MAY ARISE OUT OF FOLLOWING SITUATIONS :-

 Vacancies due to transfer, promotion, retirement, termination, permanent disability or

death.

 Creation of vacancies due to expansion, diversification, growth, or job specification.

The first is caused purely by the mobility of human assets while the second is caused by
the growth of business of the organization.

FACTORS INFLUENCING PROMOTION AND TRANSFER PROCESS :-

 Size of the organization

 Working conditions, salary & benefits

 Effectiveness of past recruitment efforts

 Rate of growth of organization

 Employment conditions

CONSTRAINTS ON ABILITY TO PROMOTION OR TRANSFER :-

 Image of the organization

 Attractiveness of job

 Internal organizational policies

 Government Restrictions

 Costs ( Recruiting Budgets)

32
TRANSFER AND PROMTIONS AS A PERT OF RECRUITMENT PROCESS
CONSISTS OF THE FOLLOWING STEPS :-

1. Receipt of Requisition – e.g. authorization for recruitment. The unit in the

organization where vacancy was arisen, they will send the requirement for a person.

2. Determine sources of recruitment – Sources of recruitment can be internal or

external.

a) Internal sources – It involves search of candidates from within the organization.

i. Promotion – It is change from one job to another that is higher in status &
responsibility. It can be in the basis of MERIT or SENIORITY.
ii. Transfer – It means change in job that involves little or no change in status,
responsibility & emoluments.

b) External sources – It involves search of candidates from outside the organization.

i. Direct applications / Walk ins / Write ins

ii. Employee Referrals
iii. Advertisements
iv. Campus Recruitment
v. Public Employment Agencies
vi. Private Employment Agencies
vii. Management Consultants
viii. Temporary Help Agencies

33
3) Inviting applications from the candidates –

Applications can be invited on blank paper or on the prescribed

application form to get the standardized information from all candidates i.e.

a) Personal Data – Name, date & place of birth, address, sex &
identification marks.
b) Marital Data – Whether married, number of children, whether spouse is working.
c) Physical Data – Height, Weight, General Health conditions etc.
d) Educational Data – Various levels of formal education, years, marks obtained,
subject taken, merit awards etc.
e) Employment Data – Past experience, years, positions, company, salary,
promotions, nature of duties.
f) Extra Curricular Data – Sports & games, NCC, hobbies, interests etc.
g) References

4) Processing of applications – Finding out the suitable candidates & short listing them.

5) Select, offer & follow-ups – It involves screening of applicants to ensure that the most
suitable candidates are appointed. It involves decision-making. It involves following 5
processes.

a) Initial screening interviews –

i. Attitude test
ii. Personality test
iii. Achievement test
iv. Work sampling test

b) Employment test

c) Background investigation

d) Physical examination
e) Final selection interviews

34
6) Joining formalities & induction – All employees on joining should go through an
induction manual. This will familiarize the new entrant with the organization & will make
him productive at the earliest. The employees should complete certain formalities at the
time of joining viz

a) Passport size photograph

b) Age proof certificate
c) Educational qualification
d) Experience certificate (if any)

35
 Form Manpower Addition Plan

Identify Campuses To Recruit On

Secure Place In queue On Each

Campus

Conduct Pre-placement Talks

Check Application Forms Of

Candidates

Conduct Written Test For Knowledge

Interview Intensively For Competence

Cross - Check For Inconsistencies

Identify Suitable Candidates

36
 Make Job Offers

Pick Summer Trainees A Year Earlier

Put To Work On Live Projects

Appraise Abilities

Make Job Offer On The Spot

Show Company’s USPs

Learning Culture

Room For Growth

FLOW CHART 1

37
HIGH DOMINANCE HIGH INFLUENCE
 DECISIVE ACTIONS & DECISIONS  WORKS WELL WITH & THROUGH
PEOPLE
 LIKES CONTROL
 SPONTANEOUS ACTIONS & DECISIONS
 DISLIKES INACTION
 WORKS QUICKLY & EXCITINGLY
 LOVES A CHALLENGE

HIGH STEADINESS HIGH COMPLIANCE

 DELIBERATE IN ACTION & DECISION  WORKS ACCURATELY & PRECISELY

 GOOD LISTENER  CAUTIOUS IN ACTIONS & DECISIONS

 WORKS STEADILY & COHESIVELY  LIKES ORGANIZATION & STRUCTURE

WITH OTHERS
 WORKS WELL ALONE
 HAS ABILITY TO GAIN SUPPORT FROM
OTHERS

TABLE 2

38
 PROMOTION

It is assigning the higher level job to an employee from within and this upward movement
is called as promotion.

1) Meaning

Promotion is advancement of an employee to a better job in terms of higher

responsibility, more prestige , greater skills and increased rate of-pay. Thus, the
promotions are:

i) Reassignment of higher level job.

ii) Delegation with greater responsibility and authority.

iii) Higher pay.

In case of promotions, which will not receive any increase in salaries, it is called as ~;~
Dry Promotion . Such promotions can be temporary or permanent depending upon the
need of the organization.

2) Types of Promotion

There are three types of promotion namely Vertical Promotion, Upgradation and Dry
Promotion.

1 ) Vertical Promotion: Under this type employee is moved to the next higher level
accompanied by greater responsibility, authority, pay and status.

2) Upgradation: The job is upgraded in the organizational hierarchy. Consequently,

the employee gets more salary, higher authority and responsibility.

iii) Dry Promotion: Under this promotion, the employee is moved to the next higher
level in hierarchy with greater responsibility, authority and status without any
increase in salary.

39
3) Purposes of Promotion

Organizations promote the employees with a view to achieve the following purposes:

i) To utilize the employee's skill, knowledge at the appropriate level resulting in

organizational effectiveness and employee satisfaction.

ii) Develop the competitive spirit and inculcate the zeal to acquire higher skill,
knowledge required by higher level of jobs.

iii) To develop competent internal source ready to take up jobs at higher levels in
the changing environment.

iv) To promote employee's self development by reducing Labour turnover.

v) To promote a feeling of satisfaction and a sense of belongingness towards the

company.

vi) To build loyalty and to boost morale.

vii) To re ward loyal employees. .

viii) To get rid of the problems created by the leaders of worker's union by promoting
them to officer's level where they are not effective in creating problem.

5) Basis of Promotion

Established bases of promotion are seniority and the other basis of promotion
which is well practiced under different shades, is favoritism. Personnel officer should
have the idea of effectiveness of each basis while promoting the right man.

Merit as Basis of Promotion :

Merit denotes skill, knowledge, ability, efficiency and aptitude as different from
education, training and past employment record.^
The advantages of merit rating system of promotion are: i)
Better utilization of resources at higher level.

ii) Competent employees are motivated to do their best and contribute to the
organizational efficiency

40
 iii) Works as a golden handcuff regarding employee turnover.

iv) Encourages the employees to acquire the new skill /knowledge for all round
development.

Disadvantages of merit based promotion are :

i) Measurement of merit is highly difficult.
ii) Many people distrust the management integrity in judging merit.
iii) The techniques of merit measurement are subjective.

iv) Merit denotes the past achievement, but does not indicate future success. Hence,
the purpose to promotionary not be served if merit is taken as sole criteria^

Seniority as a Basis of Promotion

Seniority refers to relative length of service in the same job and in the same
organization. The logic is, there is a positive correlation between service, knowledge
and the skills acquired by the employee. It is based on the custom that the first in
should be given first chance in all privileges.

Advantages of seniority based promotion :

i) It is relatively easy to measure the service and judge the seniority.

i) There would be full support from all as there is no scope for favouritism,
discrimination and judgement.
1) It creates a sense of certainty of getting promotion to every employee as and when his
turn comes.
iv) Senior employees derive a sense of satisfaction as these employees are respected and
their efficiency cannot be disputed.
v) It minimizes the scope for grievances and conflicts.

Disadvantages of seniority based promotion :

i) It assumes that the employees learn more relatively with the length of service. As a
matter of fact, employees learn up to certain age.
ii) It demotivates the young and more competent employees, which may result in higher
turnover of young employees.
41
iii) It kills the interest to develop as everybody will be promoted with or without
improvement.
iv) Effectiveness of organization is likely to be diminished.
v) Judging the seniority can be also difficult in practice as problems like job seniority,
company seniority, regional seniority, experience as a trainee, earlier experience 'pose
different considerations.
Both the basis are having their advantages and disadvantages. Hence, the combination of
both of them can be considered as effective basis for promotion.
Seniority-cum-Merit
While management prefer merit as the basis of promotion, trade unions prefer seniority as
the sole basis of promotion with a view to satisfy majority of employees. A balance"
between seniority and merit can be considered. There are several ways in striking the
balance between the two.
• Minimum length of service and merit.
• Measurements of seniority and merit through a common factor.
• Minimum merit and seniority.

5) Benefits of promotion

i) Promotion places the employees in a position where an employee's skills and

knowledge can be better utilized.
ii) It creates and increases the interest of other employees in the company, as they believe
that they will also get their turn.
iii) It creates among employees a feeling of content with the existing conditions of work
and employment.
iv) It increases interest in acquiring higher qualifications, in training and in self-
development with a view to meet the requirements of promotion.
v) ^Promotion improves employee morale and job satisfaction.
vi) Ultimately it improves organizational health.

6) Problems with promotions

42
Although, promotion benefits the employees, it creates problems like disappointment of
those who did not get promotion, refusal of promotion etc. Employee may develop
negative attitude and tend to reduce their contribution. Further, some employees refuse
promotion. These incidents include promotion with transfer to other area like unwanted
place, apprehension of incompetence, delegation of unwanted responsibilities or anxiety
that the promotion may cause damage to their position. At times, the superiors may not like
to relieve their subordinates due to their favoritism or indispensability; there could be
inequality in promotional opportunities in other departments for higher categories.
Promotional problems can be minimized through career counseling by the superiors and by
improving qualifications.

7) Promotion Policies
i) It should be consistent and should be applied uniformly to all employees.
ii) It should be fair and impartial.
iii) Systematic line of promotion channel should be incorporated.
iv) It should ensure open policy in the sense that every eligible employee should be
considered for promotion.
v) It should contain career cut norms and criteria for judging merit, length of service,
potentiality etc.

Company Initiated Transfer:

• Temporary Transfer:

i) Due to temporary absenteeism

ii) Ructuations in work load in due to short vacations

• Permanent Transfer:

i) Change in quality of production, lines of activity, technology, and organizational

structure.
ii) To improve the versatility of employees,

43
m) To improve employee's job satisfaction,
iv) To minimize bribe or corruption.

5) Benefits of transfer

i) Reduce employees' monotony, boredom.

ii) Increase employee's job satisfaction.
iii) Improve employee's skills, knowledge, etc.
iv) Correct erroneous placements and interpersonal conflicts.
v) Prepare employees to meet organizational exigencies.

6) Problems of transfer
i) Adjustment problems to the new job, place, environment, superiors and colleagues.
ii) Cause inconvenience and cost to the employees and his family members relating to
housing, education of children etc.
iii) Result in loss of man-days.
iv) Discrepancy transfers effect employee's morale, job satisfaction, commitment and
contribution.
7) Principles of transfer
The policy of transfer should be transparent to avoid frustration among employees.

Systematic transfer policy should contain the following:

i) Jobs from and to with transfers will be made based on the job specification,
description and classification.
ii) The region or unit of the organization within which transfers will be administered.
iii) Reasons would be considered for personal transfers and should have order of priority,
well stipulated.
iv) Reasons for mutual transfers of employees.
v) specifications of basis for transfer like job analysis, merit and length of service.
vi) Specification of pay, allowances, benefits etc. available to the employees is specified.
vi) Other facilities like special leave during period of transfer, packaging allowance,
and transportation should be provided for.

44
 Research Methodology and Procedure of Work

The project was carried out through –

 Questionnaire (designed on the basis of initial data collected from HRD).

 Interviews / Discussions .

Research Design

The objective of the problem will be the main focus of research design and to ensure that
data collected is relevant to the objectives. The right source of data collection, sampling &
data trimming will be pivotal to the research. The design will be descriptive in nature.

Sampling
Sampling Method :- Non-Probability Sampling
( Convenient Sampling )
Sample Unit :- HR Personnel

SAMPLE -
The whole universe was studied to fulfill the objectives of studying the effectiveness of
transfer and promotion process at following departments –

 HRD dept

 Intra-organization

45
METHODS OF DATA COLLECTION

The executives were put through a questionnaire & personal discussion for data collection.
Also a general survey was done among the executives working at various organizations at
various levels. Both primary & secondary data are used.

PRIMARY SOURCE OF DATA COLLECTION –

 QUESTIONNAIRE

 INTERVIEWS

 OBSERVATIONS

SECONDARY SOURCE OF DATA COLLECTION –

 Magazines

 Manuals

 Brochures

The questionnaire was designed after a review of the existing recruitment system. The
questions were arranged in a sequence to avoid confusion & misunderstanding.
Other features considered were –

 To make questions as concise as possible.

 To use words that are simple & familiar.

In order to ascertain the correctness of the information given by the employees some
counter check questions were given in the questionnaire & they were also personally
interviewed.

46
 ANALYSIS OF DATA AND INTERPRETATIONS

After collecting the data from the respondents the next steps was to analyze and interpreted
by the help of some graphs. The interpretation was done question wise and are as follows :-

QUESTIONNAIRE

1. Are the method used in promotion and transfer process in today’s industry
satisfactory?
(a) Yes 80
(b) No 20

Pie chart 1

47
2. Does favoritism effect the promotions in present day ?

(a) Yes 80
(b) No 20

Pie chart 2

48
3 More emphasis should be given on internal promotion & transfer rather than
introducing new employee?

(a) Yes 90
(b) No 10

Pie chart 3

49
4 The policies for selection through promotion or transfer need to be modified?
(a) Yes 95
(b) No 05

Pie chart 4

50
5 Promotion should be merit based or seniority based?
(a) Merit based 60
(b) Seniority based 40

Pie chart 5

51
6. Should an employee be transferred to search opportunity for better advancement ?
(a) Yes 92
(b) No 08

Pie chart 6

52
7. Effective Human resource planning greatly facilitate the promotion and transfer
effort?
(a) Yes 75
(b) No 25

Pie chart 7

53
8. Does the promotion of colleague effect the motivation level and the competitive
spirit among the fellow employee?
(a) Yes 70
(b) No 30

Pie chart 8

54
9. Is it fair for a employee to ask for a transfer in order to satisfy the desire to work
under a friendly supervisor?
(a) Yes 60
(b) No 40

Pie chart 9

55
10 Does a employee feel more satisfied with a dry promotion (moving to next level of
hierarchy without salary increase ) or with a lower post with more salary?
(a) Yes 45
(b) No 55

Pie chart 10

56
11. Is it wise for company to keep transferring the employee to various units to adjust
the work force during the time of bad business condition?
(a) Yes 25
(b) No 75

Pie chart 11

57
12. Should a transfer be a mutual or a forced transfer?

(a) Mutual 70
(b) forced 30

Pie chart 12

58
13. Do you think it is motivating for young and competent employee if the promotions
are carried out on seniority based?
(a) Yes 50
(b) No 50

Pie chart 13

59
14. Does the transfer of an employee from one job to another in various unit effect their
performance?
(a) Yes 60
(b) No 40

Pie chart 14

60
15 . Does the promotions or transfers useful in solving problems created by the leaders
of the workers ?
(a) Yes 80
(b) No 20

Pie chart 15

61
SUMMARY OF FINDINGS , CHALLANGES AND
RECOMMENDATIONS:

Finding/ Outcome :-

1. From the survey it can be concluded that efforts were made to select the
knowledgeable and skilled people with experienced who can handle additional
responsibilities. But outcome is not always the same as desired.

2. Most of the employees feel that the personal growth would be achieved in the
organization with the help of promotion .

3. Around 80% of the general employee working in the company feels that promotion
and transfer process in today’s industry are satisfactory.

4. Every company follow a conservative way towards transfer policy as in if the

company feel the employee is more suited for the other profile as per his / her
capability company directly transfer looking for more productivity.

5. It is confidential strategy and only the authorized personnel can have access to it.

6. Excellent performance and loyalty are rewarded accordingly.

62
THE CHALLENGES

1. Locate people whose personality fit the companies’ values.

2. Attract people with multi-dimensional experience & skill.
3. Induct outsiders with new perspective to lead the company.
4. Develop a culture that attracts people to the company.
5. Infuse fresh blood at every level of organization.
6. Search for talent globally & not within the company.
7. Pay smartly & not highly.
8. Prefer outside candidates to inside candidates to bring about change.
9. Devise entry pay that competes on quality & not quantum.
10. Prepare a detailed executive profile based on tomorrow’s organization need.
11. Widen the hunt to search outside the company as well.
12. Devise methodologies for assessing psychological traits.
13. Eliminate biases & prejudices from recruitment process.
14. Help match job specification to candidate’s abilities
15. Successfully evaluate candidate’s behavioral qualities.

63
RECOMMENDATION:

1. A constant research must be held to update the selection process which leads to
promotions or transfer to the department where the employee gives more
productivity.

2. Re-engineering the human resource information system with an emphasis on

recruitment and selection .

3. The transfer must be done to intra-organization basis as it infuse motivation among

the fellow employee and save on costs.

4. Successful planning, potential appraisal, job rotation to be given weight age to

facilitate promotion and transfer from internal source.

5. Every detail should be in black and white including all HR policies so as to provide
a complete picture of the process.

6. There should be constant feedback from executives or employees bench marking in

order to have a check on transfer and promotion process.

7. Favoritism should not play a major role in promotion strategies .

8. There should be long term career planning which should be implemented in order
to increase the effectiveness in recruitment process.

64
CONCLUSION

REQUIREMENT:

‘Necessity is the mother of Invention’ this is true everywhere. In the study first of all I tried
to find out the cause of the process of transfer and promotion.

I got the answer that major cause for the process is the Expansion Program which is
growing vastly. Few other reasons are Resignation and Replacement vacancy. Retirement
hardly takes place here.

SOURCES:

There are two modes of promotions and transfers. i.e. External & Internal. Through the
survey it can be concluded that both the modes are beneficial but preference is given to
Internal mode as it include the best stuff of people from the organization apply by giving
notification either through the general mail which is provided to all the supervisor or by
placing the vacancy on the company bulletin board which contains all information. Other
external sources like consultants, Employment exchange, placement agent or Campus
Interview are at negligible stage.

METHOD:
Various test are involved at selection stage. Although it depends on the cadre and also on
number of requirement but if we conclude on an average mostly interview is the most
adopted test for selection. During the study we came across many recruitment and
selection procedure which further lead to transfer and promotion and noticed the same.
65
Other tests like Aptitude test, personality test and Group Discussion also took place but in
smaller percentage. Through the study it can be concluded that all statutory requirements
are followed here. As transfer and promotion process is changed according to cadre and
requirement so we can say that it is elastic process not the rigid one though it has its own
policy for the process. During the process, HR Dept. plays an active role for the
promotions and transfer policies followed by the company

The most important resource i.e. the TIME resource is not at all utilized properly as time
taken in the process and at the time of joining formalities is long that can create harassment
for the candidate.

IMPROVEMENT:

Although the system of transfer and promotions is appropriate but still there is some
chances for improvement if proper Manpower planning is done with appropriate Job
rotation which results in betterment of both the company and the employee.

66
 BIBLIOGRAPHY

BOOKS

1. Personnel Management -Edwin B.Flippo

2. Business Today (Managing People)

3. Managing the Recruitment Process -C.White and A.W.

4. Managing Human Resource -Arun Manoppa

5. Human Resource Management -Mirza S. Saiyadein

6. Personnel & HRM -David Decenzo &

Stephen A. Robbins

7. Personnel Selection In Organization - N. Schmitt & W.C

67
 I Garima Walia student of SCDL PUNE is doing the survey on transfer and
promotional strategies which are applied in present day work culture requests to fill full
the parietal requirement of Master in Business Administration from SCDL PUNE.
To find out the employees different opinion about transfer and promotional strategies
questionnaire will be developed on the basis of which I have been developed modules
in the organization. It will greatly influence on the further development on this, also out
come of this important to draw proper recommendation and conclusions.

QUESTIONNAIRE

1. Are the method used in promotion and transfer process in today’s industry
satisfactory?
(a) Yes (b) No

2. Does favoritism effect the promotions in present day ?

(a) Yes (b) No

3 More emphasis should be given on internal promotion & transfer rather than
introducing new employee?
(a) Yes (b) No

4 The policies for selection through promotion or transfer need to be modified?

(a) Yes (b) No

5 Promotion should be merit based or seniority based?

(a) Yes (b) No

6. Should an employee be transferred to search opportunity for better advancement ?

(a) Yes (b) No

7. Effective Human resource planning greatly facilitate the promotion and transfer
effort?
(a) Yes (b) No

68
8. Does the promotion of colleague effect the motivation level and the competitive
spirit among the fellow employee?
(a) Yes (b) No

9. Is it fair for a employee to ask for a transfer in order to satisfy the desire to work
under a friendly supervisor?
(a) Yes (b) No

10 Does a employee feel more satisfied with a dry promotion (moving to next level of
hierarchy without salary increase ) or with a lower post with more salary?
(a) Yes (b) No

11. Is it wise for company to keep transferring the employee to various units to adjust
the work force during the time of bad business condition?
(a) Yes (b) No

12. Should a transfer be a mutual or a forced transfer?

(a) Yes (b) No

13. Do you think it is motivating for young and competent employee if the promotions
are carried out on seniority based?
(a) Yes (b) No

14. Does the transfer of an employee from one job to another in various unit effect their
performance?
(a) Yes (b) No

15 . Does the promotions or transfers useful in solving problems created by the leaders
of the workers ?
(a) Yes (b) No

69
16. Any suggestions you would like to give for improving the transfer and promotions
strategies in companies today?
………………………………………………………………………………………
………………………………………………………………………………………
…………………………………………………………………………………….

Personal Detail :

Name :-…………………………………………
Designation :-………………………………..

Thank you for your cooperation

70