Transfer Types and Policies of Transfer
•Download as PPT, PDF•
2 likes•363 views
This document discusses transfer types and policies in human resource management. It defines transfer as shifting employees between similar jobs without major changes to duties, responsibilities or pay. Transfers can be initiated by the company or employee, and can be temporary or permanent. Common purposes of transfers include increasing organizational effectiveness, developing employee versatility, adjusting for workload fluctuations, and correcting issues. The types of transfers discussed are production, remedial, replacement, shift and rotation/versatility transfers. The document outlines that organizations should have fair, impartial transfer policies in writing that specify the types and conditions of transfers. Good policies also clarify authority, pay rates, advance notice and other principles for transfers.
Report
Share
Report
Share
Recommended
Recruitment in hrm
This document discusses recruitment, which is the process of finding suitable candidates for open positions in an organization. It defines recruitment as searching for prospective employees and encouraging them to apply. Vacancies can arise due to retirement, death, resignation, disablement, or dismissal of employees.
The recruitment process involves identifying candidates with required characteristics, developing applicant sources, communicating job information, and encouraging candidates to apply. Sources can be internal, like transfers or promotions, or external, such as advertisements, employment agencies, campus interviews, or recommendations. The document compares merits and demitis of internal and external recruitment sources and factors that determine recruitment choices.
Performance linked compensation - compensation management - Manu Melwin Joy
Performance-related pay or pay for performance is a salary paid relating to how well one works. Car salesmen or production line workers, for example, may be paid in this way, or through commission.
Staffing
This document discusses the importance of staffing and outlines the key steps in the staffing process. It explains that staffing is important for efficient performance, effective use of resources, optimal use of human resources, motivation, and morale. The staffing process involves manpower planning, recruitment, selection, orientation, training and development, compensation, performance appraisal, and promotion/career planning. The overall goal is to put the right person in the right job.
MOTIVATION IN HUMAN RESOURCE MANAGEMENT;
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
Principles of bureaucratic theory ppt
Max Weber developed the theory of bureaucracy, which he believed was the most efficient form of organization. According to Weber, a bureaucracy has a clear line of authority and strict rules and regulations. It is characterized by job specialization, a formal authority hierarchy, selection based on technical qualifications, uniform rules and regulations, impersonal treatment of employees, and career-oriented promotions. However, bureaucracies are also criticized for being rigid, over-emphasizing rules, and causing delays due to formal processes.
Performance appraisal approaches
This document provides information on performance appraisal, including definitions, the appraisal process, purposes and uses, advantages, limitations, and various appraisal methods. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. The key steps in the appraisal process are establishing standards, measuring performance against standards, providing feedback, and conducting interviews. Performance appraisal is used to determine salary increases, promotions, training needs, and more. While objective, it can also be subjective and biased. The document describes various traditional and modern appraisal methods.
Unit 3 training and executive development
This document provides an overview of training and executive development. It discusses:
1. Different training methods like on-the-job and off-the-job training. On-the-job methods include coaching, counseling, and job rotation. Off-the-job methods involve lectures, simulations, and distance learning.
2. The importance of training in improving employee morale, productivity, and skills. Training needs are identified through analysis of performance gaps.
3. Executive development programs which help managers develop skills for future roles through techniques like goal setting, behavior modification, and team building. Their importance lies in adapting managers to changes.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENT
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
Recommended
Recruitment in hrm
This document discusses recruitment, which is the process of finding suitable candidates for open positions in an organization. It defines recruitment as searching for prospective employees and encouraging them to apply. Vacancies can arise due to retirement, death, resignation, disablement, or dismissal of employees.
The recruitment process involves identifying candidates with required characteristics, developing applicant sources, communicating job information, and encouraging candidates to apply. Sources can be internal, like transfers or promotions, or external, such as advertisements, employment agencies, campus interviews, or recommendations. The document compares merits and demitis of internal and external recruitment sources and factors that determine recruitment choices.
Performance linked compensation - compensation management - Manu Melwin Joy
Performance-related pay or pay for performance is a salary paid relating to how well one works. Car salesmen or production line workers, for example, may be paid in this way, or through commission.
Staffing
This document discusses the importance of staffing and outlines the key steps in the staffing process. It explains that staffing is important for efficient performance, effective use of resources, optimal use of human resources, motivation, and morale. The staffing process involves manpower planning, recruitment, selection, orientation, training and development, compensation, performance appraisal, and promotion/career planning. The overall goal is to put the right person in the right job.
MOTIVATION IN HUMAN RESOURCE MANAGEMENT;
MOTIVATION IN HUMAN RESOURCE MANGEMENT; WHAT IS MOTIVATION, NEED FOR MOTIVATING EMPLOYEES, PROCESS OF MOTIVATION, TYPES OF MOTIVATION- INTRINSIC AND EXTRINSIC. MOTIVATION THEORY. METHODS OF MOTIVATION.
Principles of bureaucratic theory ppt
Max Weber developed the theory of bureaucracy, which he believed was the most efficient form of organization. According to Weber, a bureaucracy has a clear line of authority and strict rules and regulations. It is characterized by job specialization, a formal authority hierarchy, selection based on technical qualifications, uniform rules and regulations, impersonal treatment of employees, and career-oriented promotions. However, bureaucracies are also criticized for being rigid, over-emphasizing rules, and causing delays due to formal processes.
Performance appraisal approaches
This document provides information on performance appraisal, including definitions, the appraisal process, purposes and uses, advantages, limitations, and various appraisal methods. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. The key steps in the appraisal process are establishing standards, measuring performance against standards, providing feedback, and conducting interviews. Performance appraisal is used to determine salary increases, promotions, training needs, and more. While objective, it can also be subjective and biased. The document describes various traditional and modern appraisal methods.
Unit 3 training and executive development
This document provides an overview of training and executive development. It discusses:
1. Different training methods like on-the-job and off-the-job training. On-the-job methods include coaching, counseling, and job rotation. Off-the-job methods involve lectures, simulations, and distance learning.
2. The importance of training in improving employee morale, productivity, and skills. Training needs are identified through analysis of performance gaps.
3. Executive development programs which help managers develop skills for future roles through techniques like goal setting, behavior modification, and team building. Their importance lies in adapting managers to changes.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENT
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
Human resources environment
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Performance Appraisal
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
Case study hrm 5 cases
- An explosion occurred at the Malden Mills plant in Lawrence, Massachusetts in December 1995, injuring 22 workers. Malden Mills was a $300 million manufacturing company known for its Polarfleece and Polartec fabrics.
- Aaron Feuerstein, the third-generation owner of Malden Mills, chose to pay the 1,400 displaced employees for three months, extend their health benefits for nine months, and rebuild the plant - costing him $15 million personally.
- The human resources team at Malden Mills worked tirelessly in the aftermath of the fire, setting up training programs and community resources to support employees as the plant was rebuilt. Over 600 employees completed training courses within a year to operate
Transfer types and policies
Transfer refers to the shifting of employees from one job to another within an organization. It can be initiated by either the company or employee and can be temporary or permanent. Transfers are done for various reasons such as meeting organizational needs, better utilizing employees, adjusting the workforce, and providing relief. Transfers can be categorized based on purpose, such as production, remedial, replacement, and shift transfers. They can also be categorized based on unit, such as sectional, departmental, and inter-plant transfers. An effective transfer policy should be in writing, clearly specify the types and conditions of transfers, and apply to all employees fairly.
Promotion
Promotion involves advancing an employee to a position with greater responsibility, prestige, and pay. There are different types of promotion like vertical promotion which moves an employee up the organizational hierarchy or up-gradation which upgrades a job within the hierarchy. Promotion benefits both the employee through increased pay and satisfaction and the organization by better utilizing skills and increasing morale. However, promotion can also lead to issues like disappointment among those not promoted and some employees refusing promotions due to transfers or feeling underqualified. Organizations should have a clear and impartial promotion policy based on merit, seniority, or a combination of both.
Approaches to HRM
This document examines approaches to human resource management in the hotel industry of Barbados. It finds that Barbados hotels have adopted HR strategies and practices to a greater extent than UK hotels. Barbados hotels scored higher in recruitment/selection, training, job design, and communication. They also had higher integration of HR policies with business strategies and each other. The Barbados hotel industry emphasizes service quality and delivering excellent service through HR practices to support its tourism-based economy.
HR Supply forecasting
This document discusses various techniques for forecasting human resource (HR) supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis examines past trends to predict future HR needs. Competency modeling identifies the skills and competencies required for jobs. Replacement charts and staffing tables provide visual representations of current and future workforce needs. Succession planning identifies potential replacements. Markov analysis uses probabilities to predict internal employee movement between jobs. Accurately forecasting HR supply allows organizations to assess and address disparities with future demand.
Five Functions of management.
The five main functions of management.
Planning , organising, staffing, directing and controlling.
Brief about functions of management.
Human resource accounting
Human resource accounting involves measuring the cost and value of people to an organization. It includes measuring recruitment, training, and development costs incurred by the organization and assessing the economic value employees provide. There are two main aspects of human resource accounting: human resource cost accounting, which accounts for investment in developing human resources, and human resource value accounting, which assigns monetary values to human assets. Various approaches to valuing human resources include historical cost, replacement cost, and opportunity cost approaches. While human resource accounting provides useful information for decision making, there are also limitations such as uncertainty around employee tenure and lack of standardized valuation methods.
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans Al-Qurmoshi Institute of Business Management, Hyderabad
The document discusses traditional and modern pay systems, as well as the process for establishing pay plans.
1. Traditional pay systems are based on cost of living, seniority, and evenly distributed wages. Modern pay systems emphasize variable pay based on business, individual, team and organizational performance.
2. Establishing effective pay plans involves analyzing factors like the job market, designing compensation to attract and retain talent, and linking pay to performance to optimize costs.
3. Regular evaluation and review of pay plans is needed to ensure plans stay aligned with business strategy and changing internal and external conditions.Chapeter 6 appraising and rewarding performance
Chapeter 6 appraising and rewarding performanceSan Antonio de Padua - Center for Alternative Mathematics
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.HRM Personnel Policies
The document discusses the organization of personnel functions in a company. It outlines responsibilities like strategic planning, recruitment, training, performance management, and industrial relations. It also describes how personnel policies provide guidelines for employment, compensation, transfers, promotions, working conditions, and grievance handling. Developing employee-friendly policies can help support work-life balance at all stages of an employee's career.
Hawthorne experiments
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent ManagementAl-Qurmoshi Institute of Business Management, Hyderabad
Talent management aims to retain employees and develop their skills to achieve organizational goals. It includes processes like recruitment, performance management, and succession planning. Implementing talent management requires defining an organization's desired competencies and skills, assessing current competencies, and developing a strategy to close any gaps. A successful talent management strategy provides visibility of skills across an organization to help managers make better decisions regarding performance, career development, and planning.Promotion,demotion etc
This document discusses changes in personnel status within an organization. It covers promotion, which involves moving to a higher level job through demonstration of good performance. Demotion moves an employee to a lower level job as a disciplinary action or due to inability to perform duties. Transfer involves a lateral move to another similar role. Layoff is initiated by management during downturns. Resignation and retirement occur when employees voluntarily leave their roles. Termination ends the employment relationship due to some fault of the employee.
Wage policy
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Transfer policy
A transfer refers to lateral movement of employees within the same grade, from one job to another. According to 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”.
HR 202 Chapter 02
- Three companies, Google, Nucor, and Merrill Lynch all have different business strategies that are supported by their tailored compensation strategies. For example, Google emphasizes a startup culture while Nucor focuses on productivity and low costs.
- Within the same industry, companies like Google, Microsoft, and SAS offer different components in their compensation packages based on their unique strategies. Microsoft offered stock options while de-emphasizing base pay, while SAS focuses more on work-life benefits over cash compensation.
- Companies must strategically align their compensation strategies with their overall business strategy, HR strategy, values, and external environment to gain a competitive advantage and support organizational performance. This involves making strategic choices around objectives, internal alignment,
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Promotion,transfers and separation
This document discusses promotion, transfer, separation, and voluntary retirement schemes (VRS) in organizations. It defines each concept and outlines the key reasons, types, benefits, and disadvantages. Promotion involves upward movement and improved responsibilities, pay and prestige. Transfer can be horizontal, vertical, or dry for reasons like training, addressing performance issues, or avoiding monotony. Separation occurs due to layoffs, retirement, discharge, resignation, or VRS. VRS is a voluntary scheme for early retirement that offers employees a golden handshake. Trade unions play a role in approving VRS schemes.
transferandpromotion-160801150256.pptx
Internal mobility refers to the lateral or vertical movement of employees within an organization through transfer, promotion, demotion, or separation. External mobility involves employees leaving the organization for reasons such as retirement or new opportunities. Promotion is an upward movement for employees involving an improvement in pay, position, and responsibilities. The criteria for promotion can include merit, seniority, or a combination of both. Transfer involves moving employees between jobs at the same level without a change in pay or status and is used for reasons such as addressing conflicts, balancing workloads between departments, or developing employee versatility.
Promotion, Transfer And Seperation
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
More Related Content
What's hot
Human resources environment
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Performance Appraisal
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
Case study hrm 5 cases
- An explosion occurred at the Malden Mills plant in Lawrence, Massachusetts in December 1995, injuring 22 workers. Malden Mills was a $300 million manufacturing company known for its Polarfleece and Polartec fabrics.
- Aaron Feuerstein, the third-generation owner of Malden Mills, chose to pay the 1,400 displaced employees for three months, extend their health benefits for nine months, and rebuild the plant - costing him $15 million personally.
- The human resources team at Malden Mills worked tirelessly in the aftermath of the fire, setting up training programs and community resources to support employees as the plant was rebuilt. Over 600 employees completed training courses within a year to operate
Transfer types and policies
Transfer refers to the shifting of employees from one job to another within an organization. It can be initiated by either the company or employee and can be temporary or permanent. Transfers are done for various reasons such as meeting organizational needs, better utilizing employees, adjusting the workforce, and providing relief. Transfers can be categorized based on purpose, such as production, remedial, replacement, and shift transfers. They can also be categorized based on unit, such as sectional, departmental, and inter-plant transfers. An effective transfer policy should be in writing, clearly specify the types and conditions of transfers, and apply to all employees fairly.
Promotion
Promotion involves advancing an employee to a position with greater responsibility, prestige, and pay. There are different types of promotion like vertical promotion which moves an employee up the organizational hierarchy or up-gradation which upgrades a job within the hierarchy. Promotion benefits both the employee through increased pay and satisfaction and the organization by better utilizing skills and increasing morale. However, promotion can also lead to issues like disappointment among those not promoted and some employees refusing promotions due to transfers or feeling underqualified. Organizations should have a clear and impartial promotion policy based on merit, seniority, or a combination of both.
Approaches to HRM
This document examines approaches to human resource management in the hotel industry of Barbados. It finds that Barbados hotels have adopted HR strategies and practices to a greater extent than UK hotels. Barbados hotels scored higher in recruitment/selection, training, job design, and communication. They also had higher integration of HR policies with business strategies and each other. The Barbados hotel industry emphasizes service quality and delivering excellent service through HR practices to support its tourism-based economy.
HR Supply forecasting
This document discusses various techniques for forecasting human resource (HR) supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis examines past trends to predict future HR needs. Competency modeling identifies the skills and competencies required for jobs. Replacement charts and staffing tables provide visual representations of current and future workforce needs. Succession planning identifies potential replacements. Markov analysis uses probabilities to predict internal employee movement between jobs. Accurately forecasting HR supply allows organizations to assess and address disparities with future demand.
Five Functions of management.
The five main functions of management.
Planning , organising, staffing, directing and controlling.
Brief about functions of management.
Human resource accounting
Human resource accounting involves measuring the cost and value of people to an organization. It includes measuring recruitment, training, and development costs incurred by the organization and assessing the economic value employees provide. There are two main aspects of human resource accounting: human resource cost accounting, which accounts for investment in developing human resources, and human resource value accounting, which assigns monetary values to human assets. Various approaches to valuing human resources include historical cost, replacement cost, and opportunity cost approaches. While human resource accounting provides useful information for decision making, there are also limitations such as uncertainty around employee tenure and lack of standardized valuation methods.
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans Al-Qurmoshi Institute of Business Management, Hyderabad
The document discusses traditional and modern pay systems, as well as the process for establishing pay plans.
1. Traditional pay systems are based on cost of living, seniority, and evenly distributed wages. Modern pay systems emphasize variable pay based on business, individual, team and organizational performance.
2. Establishing effective pay plans involves analyzing factors like the job market, designing compensation to attract and retain talent, and linking pay to performance to optimize costs.
3. Regular evaluation and review of pay plans is needed to ensure plans stay aligned with business strategy and changing internal and external conditions.Chapeter 6 appraising and rewarding performance
Chapeter 6 appraising and rewarding performanceSan Antonio de Padua - Center for Alternative Mathematics
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.HRM Personnel Policies
The document discusses the organization of personnel functions in a company. It outlines responsibilities like strategic planning, recruitment, training, performance management, and industrial relations. It also describes how personnel policies provide guidelines for employment, compensation, transfers, promotions, working conditions, and grievance handling. Developing employee-friendly policies can help support work-life balance at all stages of an employee's career.
Hawthorne experiments
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent ManagementAl-Qurmoshi Institute of Business Management, Hyderabad
Talent management aims to retain employees and develop their skills to achieve organizational goals. It includes processes like recruitment, performance management, and succession planning. Implementing talent management requires defining an organization's desired competencies and skills, assessing current competencies, and developing a strategy to close any gaps. A successful talent management strategy provides visibility of skills across an organization to help managers make better decisions regarding performance, career development, and planning.Promotion,demotion etc
This document discusses changes in personnel status within an organization. It covers promotion, which involves moving to a higher level job through demonstration of good performance. Demotion moves an employee to a lower level job as a disciplinary action or due to inability to perform duties. Transfer involves a lateral move to another similar role. Layoff is initiated by management during downturns. Resignation and retirement occur when employees voluntarily leave their roles. Termination ends the employment relationship due to some fault of the employee.
Wage policy
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Transfer policy
A transfer refers to lateral movement of employees within the same grade, from one job to another. According to 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”.
HR 202 Chapter 02
- Three companies, Google, Nucor, and Merrill Lynch all have different business strategies that are supported by their tailored compensation strategies. For example, Google emphasizes a startup culture while Nucor focuses on productivity and low costs.
- Within the same industry, companies like Google, Microsoft, and SAS offer different components in their compensation packages based on their unique strategies. Microsoft offered stock options while de-emphasizing base pay, while SAS focuses more on work-life benefits over cash compensation.
- Companies must strategically align their compensation strategies with their overall business strategy, HR strategy, values, and external environment to gain a competitive advantage and support organizational performance. This involves making strategic choices around objectives, internal alignment,
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Promotion,transfers and separation
This document discusses promotion, transfer, separation, and voluntary retirement schemes (VRS) in organizations. It defines each concept and outlines the key reasons, types, benefits, and disadvantages. Promotion involves upward movement and improved responsibilities, pay and prestige. Transfer can be horizontal, vertical, or dry for reasons like training, addressing performance issues, or avoiding monotony. Separation occurs due to layoffs, retirement, discharge, resignation, or VRS. VRS is a voluntary scheme for early retirement that offers employees a golden handshake. Trade unions play a role in approving VRS schemes.
What's hot (20)
Bases for traditional pay system & modern pay system and establishing pay plans
Bases for traditional pay system & modern pay system and establishing pay plans
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent Management
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Similar to Transfer Types and Policies of Transfer
transferandpromotion-160801150256.pptx
Internal mobility refers to the lateral or vertical movement of employees within an organization through transfer, promotion, demotion, or separation. External mobility involves employees leaving the organization for reasons such as retirement or new opportunities. Promotion is an upward movement for employees involving an improvement in pay, position, and responsibilities. The criteria for promotion can include merit, seniority, or a combination of both. Transfer involves moving employees between jobs at the same level without a change in pay or status and is used for reasons such as addressing conflicts, balancing workloads between departments, or developing employee versatility.
Promotion, Transfer And Seperation
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
IMPRO
This document describes an employee management system called IMPRO developed as a final year project. The system allows managers to view the organizational hierarchy and manage employees. It automates processes like leave approval and tracking vacancies. Key features include monitoring employee performance, maintaining employee profiles, viewing the organization structure, assessing potential, and accessing information across branches. The system needs a user-friendly interface with minimal training. It will create employee and department hierarchies. Modules will include creating and viewing employees, tracking their status and department interdependencies, monitoring job rotations and position importance. The system aims to help HR managers and simplify paper-based processes.
Impro
The Project “Industrial Manpower Resource Management” helps to check our employee & project status. It is developed to interact employee of an organization and to automate process of leave granting, vacancy generating etc.
It gives relaxation to administrator and employees from paper work and lo keep close look on work progress
Transfer and promotion
This ppt includes all the information you need about transfer and promotion. Easy to read slides highlighting key points for your convenience. Perfect for research and students. Hope you find it useful. Please do like, share and follow. Thank you !
Promotion transfer l13
This document discusses various types of employee transfers, promotions, demotions, and separations. It defines each term and outlines policies and procedures organizations should have in place to manage these human resource activities. Transfers can be used to better utilize employees or adjust the workforce. Promotions motivate employees and reward merit and seniority. Demotions are typically performance-based or due to adverse business conditions. Separations include resignation, retirement, layoffs, and termination. Clear policies help employees understand expectations for transfers, promotions, discipline, and separation.
Hrm presentation
This document discusses promotions, transfers, and demotions in organizations. It defines each term and discusses the types, purposes, bases, benefits, and principles of promotions and transfers. It also outlines reasons for demotions and principles for developing a demotion policy. Overall, the document provides an overview of common human resources practices regarding internal employee movements within an organization.
114123215 promotion-transfer-and-demotion
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
Placement and induction l7
This document discusses various human resource processes related to employee placement, transfer, promotion, demotion, and separation. It defines key terms like placement, induction, transfer, promotion, demotion, and various types of employee separation. It provides details on the objectives, steps, advantages, and problems related to each process. The document emphasizes the importance of policies for processes like transfer, promotion, and demotion to ensure they are fair and transparent.
Internal mobility & separations
This document discusses various types of internal employee mobility and separations within an organization. It describes promotion as upward movement to a higher position with increased pay and responsibilities. Lateral transfers move employees to different roles at the same level, while demotions lower employees' positions. Separations occur when employees leave the organization, such as through retirement, resignation, layoffs or termination. The document provides details on the objectives, types and processes around these different forms of internal employee movement and separation.
promotions_tranfers_demotions_separations.pptx
This document discusses promotions, transfers, and separations within an organization. It defines promotion as a movement to a position with increased responsibilities and prestige, often involving higher pay. Promotions can be open to all qualified candidates or restricted. The purposes of promotions include rewarding performance, developing employees, and improving morale. Transfers involve lateral moves between positions of equal status and pay. Transfers can meet organizational or employee needs, properly utilize skills, and adjust workforce levels. Sound policies for promotions and transfers should be fair, advance career planning, and avoid favoritism.
ORGANIZATIONAL CHANGE
Presented by:
Sarah Mae Lara B. Rodriguez, MBA
Doctor of Management Major in Business Administration Student
employee transfers
The document discusses employee transfers and promotions within organizations. It provides details on:
- Assessing internal candidates for transfers based on fit for other jobs, strategic capabilities, and downsizing decisions. Assessment methods include skills inventories, mentoring, performance reviews, and more.
- Transfers are used to build effective work teams by increasing versatility, correcting issues, relieving monotony, and adjusting workforce needs. Promotions recognize performance and motivate employees, while developing skills for higher roles. Reasons, types, importance, and drawbacks of transfers and promotions are outlined.
Gp scenarios
The document addresses common questions from employees regarding transfers to Global Point (GP). It states that employees wishing to transfer to GP must apply for open positions, and there are no guarantees of finding alternative work for those not wanting to move. Terms and conditions will largely remain the same between sites, with mileage still paid for company travel. The union's presence and shift patterns at GP are still to be determined. Employees transferring internally will keep their travel allowance, but new hires at GP will not receive it.
Clange in leadership .. case of pemancar
This document presents a case study on change leadership at an automotive parts production company called Pemancar in Malaysia. It discusses the transition from one leadership style to another more effective style. Specifically, it examines five critical qualities of effective leadership: vision, integrity, motivation, leading change, and leading cultural changes. It also notes that leading change is difficult and involves managing risks and opportunities. The case analyzes differences between the company's original culture and new approaches to improve performance, communication, structure, and standards. It provides recommendations on change management, including communicating with employees, ensuring efficiency, allowing new leaders flexibility, and providing a structured change implementation plan.
Promotion transfer
Promotion refers to upward movement of an employee to a higher position with increased pay, responsibilities, and status. The key purposes of promotion include motivating employees, attracting and retaining talent, and rewarding performance. Organizations consider both seniority (length of service) and merit (performance) when determining promotions. A transfer involves changing an employee's job assignment but does not change their status or pay level. Transfers allow organizations to meet changing needs, utilize employees effectively, and provide relief or punishment. Developing a clear transfer policy can help avoid issues like favoritism.
A presentation on transfer
This presentation discusses employee transfers in organizations. It defines a transfer as moving an employee between jobs without changing compensation or responsibility. Transfers can be used to meet organizational needs, utilize employees better, adjust workloads, and reduce conflicts. There are different types of transfers based on purpose like production or replacement, and based on unit like between sections, departments, or plants. Transfers can benefit employees through improved skills, reduced monotony, and better satisfaction, but can also cause problems if employees do not want to move or fit in their new roles, which can impact productivity and morale. An organization's transfer policy should specify the reasons for transfers and whether they are temporary or permanent.
Possible impact of change on the internal environment of large scale organi...
Transformational change results in a complete restructure of the entire organization, while incremental change involves minor changes affecting only a few employees. Organizations continually undergo structural changes like outsourcing, flatter structures, and work teams to adapt to changes in their environment. Corporate culture, defined as shared values and beliefs, is also impacted by change. Human resource management must change recruitment, training, performance reviews, and benefits to attract skilled employees who can handle new circumstances and communicate the organization's vision. Operations management may implement flexible manufacturing to gain a competitive advantage through computer-controlled machines that can adapt to different production needs.
Change Sense
This document from Longmead Consulting provides guidance on effective change management. It outlines key principles for ensuring business change initiatives stick, such as having a clear vision and case for change, understanding impacts, and tailoring approaches. It also describes essential stages in the change process, including preparing for change by assessing impacts, managing the change through engagement and training, and reinforcing the change to ensure benefits are realized. The goal of change management is to achieve desired business outcomes by having all impacted groups understand, embrace and adopt the change.
Similar to Transfer Types and Policies of Transfer (20)
Possible impact of change on the internal environment of large scale organi...
Possible impact of change on the internal environment of large scale organi...
More from Mohit Garg
“Emerging Investment Avenues: A new path for Financial Investors”
“Emerging Investment Avenues: A new path for Financial Investors”, Cryptocurrency, Blockchain technology
Internet of things
The document discusses how the internet of things (IOT) can be used in manufacturing. IOT allows physical devices to collect and exchange data. It describes how IOT can help manufacturing companies gain insight into production line status, better manage operational costs through predictive maintenance, and gain insight into customer usage patterns to improve products. IOT allows remote monitoring and management of equipment to reduce costs, eliminate waste, and optimize supply chains. Key applications highlighted include home appliances, healthcare, industrial equipment, traffic control, and more.
Report on Automobile Industry Analysis
The report provides an overview of the Indian automobile industry, including key players. It discusses the industry's structure and market share breakdown. Some of the major challenges facing the industry are meeting social and environmental expectations, managing quality, and maintaining brand value. The future of the industry is expected to involve increased production capacity, more investment from global companies, and India becoming a research and development hub for automotive technology.
Analysis of Financial Statement of Hindustan Unilever Ltd
Analysis of Financial Statement of Hindustan Unilever Ltd
And
List of Various Expenses of Profit and Loss and Balance Sheet
Of Shine well Co. Ltd.
Ford and the world Automobile Industry 2012
Ford has faced many crises throughout its history but has survived through strategic shifts. The global auto industry faces challenges to profitability from overcapacity, resistance to new plants, and rising costs of development. Factors that could increase future profitability include industry consolidation and revival in global demand. However, continued investment in new capacity, more industry entrants, and increasing buyer and supplier power may reduce profitability. The key to success is having a globally competitive cost structure, flexible manufacturing, outsourcing technologies, strong design aesthetics, environmentally friendly technologies, and good government relations. Choosing attractive industry segments based on products and markets is important for strategic decisions.
Impact of GST on Banking Industry
The document discusses the impact of GST on the Indian banking sector. It begins with an introduction to GST and how it replaced multiple taxes with a unified tax structure between 5-28%. It then provides background on the banking sector in India, noting it is dominated by public sector banks. GST will impact banks through an increased compliance burden from additional registrations in each state. It may also increase costs as many financial services will be taxed at 18% compared to the previous 15% rate. While IT systems will need to adapt to the new GST processes, the overall impact on banks will require operational, transactional, accounting and compliance procedures to be reconsidered.
Presentation on Banking law and Practices
This document summarizes a presentation on banking law and practices in India. It discusses the types of deposit accounts offered by banks, including savings, current, recurring, and fixed deposits. It also outlines the recommendations of the Tandon Committee Report from 1975, which was tasked with improving customer service and credit practices at commercial banks. The committee recommended establishing norms for industries, monitoring the end use of credit, observing proper financial discipline, and supplementing borrower resources rather than relying solely on security. It suggested guidelines for banks to follow in supervising credit and developing criteria for satisfactory capital structures.
Factor affecting the size of investment in receivables
This document discusses factors that affect the size of a company's investment in receivables. It defines receivables as debt owed to a company from customers who have purchased goods or services on credit. The size of receivables is influenced by general factors like the type of business, management policies, economic conditions and inflation, as well as specific factors including the level and terms of credit sales, credit terms given to customers, and stability of sales over time. Higher credit sales, longer collection periods, and more lenient credit terms will result in larger receivables balances for a company.
Various Pricing Strategies
This document discusses pricing policy and strategies. It begins by stating that price is an important element of the marketing mix that can be changed quickly. It then defines pricing and value from the customer's perspective. The document goes on to list factors that influence pricing like costs, competition, and customer willingness to pay. It also outlines different pricing objectives and 12 common pricing strategies such as penetration pricing, skimming pricing, and bundle pricing. Finally, it concludes with the steps to set a pricing policy which are to select objectives, determine demand, estimate costs, analyze competitors, select a pricing method, and set the final price.
Capital budgeting
The document discusses various capital budgeting methods used to evaluate investment projects. It describes capital budgeting as a long-term planning process for allocating capital to maximize profitability. Some key capital budgeting methods discussed include payback period, net present value, internal rate of return, and average rate of return. Formulas are provided for calculating metrics like payback period, post payback period and profit, net present value, average rate of return, and internal rate of return.
Economic and Psychological theories of Entrepreneurial motivation
This document discusses economic and psychological theories of entrepreneurial motivation. It outlines several theories including economic theories, Joseph Schumpeter's innovation theory, and psychological theories. The economic theories state that entrepreneurship is motivated by favorable economic conditions and incentives like taxation policy. Schumpeter's innovation theory posits that entrepreneurship involves introducing new products, markets, production methods, and organizations. Psychological theories argue that entrepreneurship stems from individuals possessing traits like a need for achievement, vision, risk-taking, and self-reliance formed through upbringing.
Determinants of investment a study
This study examined the determinants of investment and behavior of investors in Gwalior, India. It found that liquidity, capital, past price fluctuations, expert advice, and risk involvement were the top five factors considered when making investment decisions. Gender and age were found to influence attitudes towards liquidity, risk tolerance, and time horizon of investments. Specifically, females were more impacted by liquidity and past price fluctuations, while younger investors aged 18-25 were more willing to take risks and invest long-term compared to older age groups. The top priority for most investors was liquidity of investments over potential higher returns from high-risk options.
Competitive India
India's competitiveness has improved over three phases from 1950 to present. From 1950-1970, focus was on national income and literacy, with growth around 3-4%. From 1971-1990, focus shifted to rapid industrialization and unemployment, with GDP around 5-6%. From 1991 onward, economic liberalization through policies like LPG occurred, with GDP growth of 8-9%. However, challenges remain such as inefficient bureaucracy and corruption. India ranks 49th on the Global Competitiveness Index and performs poorly in health and education. To further improve competitiveness, reforms are still needed in areas like access to financing, taxation, and policy stability.
Income under the head Salary
This document discusses taxation of various payments received by an employee under the head of salary upon retirement. It explains that gratuity up to Rs. 10 lakh, pension commutation, earned leave salary up to Rs. 3 lakh or 30 days per year of service, retrenchment compensation up to 15 days of salary for each year of service, and voluntary retirement compensation up to 3 months salary per year are exempt from income tax. Employer contributions to recognized provident funds are also exempt up to 12% of salary, while interest and lump sum payments are exempt under certain conditions. Examples are provided to illustrate the tax treatment of these retirement payments.
Tech. transfer and selection ppt
This document discusses technology transfer and selection. It defines technology transfer as the process of sharing skills, knowledge, methods of manufacturing, and samples between parties to make scientific and technological developments more accessible. Technology selection requires choosing the right technology to meet an organization's needs and business objectives, with deep technical expertise and clearly defined requirements. Some key issues in technology transfer and selection are a lack of training and compatibility with local environments, ineffective planning, impacts on existing economic and cultural systems, and the need for a proper selection process.
Doctrine of ultravires
The document discusses the doctrine of ultra vires under the Indian Companies Act of 1956. It defines ultra vires as an act beyond the powers specified in a company's memorandum of association. An ultra vires act is void and cannot be ratified. The doctrine originated with statutory companies being required to specify their objectives in a memorandum of association. A key case established that contracts outside these objectives were invalid. Exceptions allow shareholders to ratify intra vires acts done irregularly or amend the memorandum to allow previously ultra vires acts. The position in India remains unchanged from the original rulings, unlike modifications made in England.
Project Profile for Mustard Oil Plant
This document presents a project profile for establishing a mustard oil processing plant. It provides details on the market opportunity for mustard oil in India, basis and assumptions for the project, implementation schedule, production process, machinery requirements, and financial analysis. The total project cost is estimated at Rs. 69.64 lakhs with fixed capital investment of Rs. 18.25 lakhs and working capital of Rs. 51.39 lakhs for 3 months. The financial analysis estimates annual turnover of Rs. 232 lakhs and net profit of Rs. 14.96 lakhs, giving a 6.44% net profit ratio and 21.48% rate of return.
More from Mohit Garg (18)
“Emerging Investment Avenues: A new path for Financial Investors”
“Emerging Investment Avenues: A new path for Financial Investors”
Analysis of Financial Statement of Hindustan Unilever Ltd
Analysis of Financial Statement of Hindustan Unilever Ltd
Factor affecting the size of investment in receivables
Factor affecting the size of investment in receivables
Economic and Psychological theories of Entrepreneurial motivation
Economic and Psychological theories of Entrepreneurial motivation
Recently uploaded
How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
DRUGS AND ITS classification slide share
Any substance (other than food) that is used to prevent, diagnose, treat, or relieve symptoms of a
disease or abnormal condition
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Digital Artifact 1 - 10VCD Environments Unit
Digital Artifact 1 - 10VCD Environments Unit - NGV Pavilion Concept Design
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdWhat is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar KanvariaCommunity pharmacy- Social and preventive pharmacy UNIT 5
Covered community pharmacy topic of the subject Social and preventive pharmacy for Diploma and Bachelor of pharmacy
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Recently uploaded (20)
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Pride Month Slides 2024 David Douglas School District
Pride Month Slides 2024 David Douglas School District
Community pharmacy- Social and preventive pharmacy UNIT 5
Community pharmacy- Social and preventive pharmacy UNIT 5
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
Transfer Types and Policies of Transfer
- 1. 站长素材 SC.CHINAZ.COM TRANSFER TYPES AND POLICIES (HUMAN RESOURCE MANAGEMENT) PRESENTATION BY:- MEGHA TOMAR MINU BARANWAL MOHIT GARG MONICA SANDHU NIKET PAHARIA
- 2. LOGO
- 3. LOGO WHAT IS TRANSFER? • Shifting of employees from one job to another. • Salary, Responsibilities of jobs are almost same • Yoder and others (1958) define transfer as “a lateral shift causing movement of individuals from one position to another usually without involving marked change in duties, responsibilities, skills needed or compensation”. • Transfer may be initiated either by the company or the employee. It also can be temporary or permanent.
- 4. LOGO PURPOSE OF TRANSFER • To increase the effectiveness of the organization. • To increase the versatility and competency of key positions. • To deal with fluctuations in work requirements. • To correct incompatibilities in employee relations. • To correct, erroneous placement. • To relieve monotony. • To adjust workforce. • To punish employees.
- 5. LOGO TYPES OF TRANSFER • PRODUCTION TRANSFER • REMEDIAL TRANSFER • REPLACEMENT TRANSFER • SHIFT TRANSFER • ROTATION/ VERSATILITY TRANSFER • MISCELLANEOUS TRANSFER
- 6. LOGO TRANSFER POLICIES • Every organization should have a fair and impartial transfer policy. • The management must frame policy on transfers and apply it to all the transfers instead of treating each case on its merit
- 7. LOGO A Good Transfer Policy Should Be:- • Specifically clarify the types of transfers and the conditions under which these will be made. • Locate the authority in some officer who may initiate and implement transfers. • Indicate whether transfers, i.e., whether it will be based on seniority or on the skill and competency or any other factor. • Decide the rate of pay to be given to the transferee. • Intimate the fact of the transfer to the person concerned well in advance. • Be in writing and duly communicated to all concerned. • Not be made frequently and for sake of transfer only
- 8. LOGO PRINCIPLES OF TRANSFER • Transfer policy must be in writing and be made known to all the employees of the organization. • The policy must very clearly specify the types and the circumstances under which company initiated the transfer will be made. • Basis of the transfer should be clearly mentioned in the policy, whether it will be based seniority or on the skill and the competency or any other factors. • It should indicate the executives who will be responsible for initiating and approving the transfers. • The policy should specify the region or unit of the organization within which transfers will be administered.
- 9. LOGO • The effect of the transfer on the pay and seniority of the transferred employee may be clearly evaluated • It should be prescribed in the policy whether the training or retraining is required on the new job. • Transfer should be clearly defined as temporary or permanent • The interest of the organization are not to be forgotten in framing a policy of transfer. • Reasons for the mutual transfer of employees or reasons to be considered for the personal transfers should be specified. • The fact of the transfer should be intimated to the person concerned well in advance.