ADVERTIsem*nTS:
Transfer of Employees : Meaning, Factors and Types of Transfer!
Meaning:
Transfer implies movement of an employee from one job to another without any increase in pay, status or responsibilities.
ADVERTIsem*nTS:
According to Dale Yoder “A transfer involves the shifting of an employee from one job to another without special reference to change in responsibilities or compensation”. Usually transfer takes place between jobs paying approximately the same salaries. A slight change in responsibilities, duties and pay increase may also take place occasionally.
Transfer should be distinguished from promotion. “A transfer involves a change of job without any significant increase in responsibility or income and a promotion involves a change in which a significant increase in responsibility or income occurs”.
(J. Lundy)
The following factors are mainly responsible for transfer:
(a) The demand of manpower in a department may increase or decrease resulting into surpluses or shortage of personnel. If a machine breaks down, its employees will have to be transferred to some other machines in the same department or may be in some other department.
ADVERTIsem*nTS:
(b) A transfer may be at the request of an employee. It may be on the health grounds, family circ*mstances, lack of interest in the job etc. A faulty selection procedure may be responsible for such transfers.
(c) Employees may be transferred for imparting training to them.
(d) In certain departments, transfers are made as a policy matter after an employee stays on the job for certain number of years in one area.
(e) Transfers may also be made for increasing efficiency of the employee.
ADVERTIsem*nTS:
A transfer is an important source of internal recruitment.
Types of Transfer:
The Following are The Various Types of Transfers:
(A) Production Transfers:
ADVERTIsem*nTS:
In order to stabilise the employment in the company and avoidance of lay off, an employee may be transferred from one department to another department. Such a transfer is known as production transfer.
(B) Replacement Transfers:
An employee with a long service may be transferred in some other department to replace a person with a shorter service.
(C) Versatility Transfers:
ADVERTIsem*nTS:
The versatility transfers are made for the purpose of preparing the employees for production and replacement transfer. An employee is trained on different jobs so as adjust him on a different job when there is no work at his seat or job.
(D) Shift Transfers:
In case of manufacturing concerns, there are normally three shifts. Usually these shifts are rotating. In case shift assignments are not rotating, an employee may be transferred from one sift to another shift.
(E) Remedial Transfers:
ADVERTIsem*nTS:
In case an employee does not feel comfortable on his job, he may be transferred to some other job. His initial placement might be faulty; his health might have gone down; he may not be getting along with his supervisor or workers i.e., he might have developed personal friction with his boss or fellow employees.
(F) Miscellaneous Transfers:
Transfers may also be classified as temporary or permanent transfers. If a transfer is from one department to another, it is known as departmental transfer. If a transfer is made within the department, such a transfer is known as sectional transfer. An employee may be transferred from one plant to another plant. Such a transfer is known as inter-plant transfer.
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As an HR expert with extensive experience in organizational development and employee management, I've been involved in various aspects of human resource management, including employee transfers. My insights are based on practical experiences and a deep understanding of the nuances involved in managing the movement of employees within an organization.
The article discusses the concept of employee transfers, emphasizing that it involves the movement of an employee from one job to another without an increase in pay, status, or responsibilities. This aligns with my knowledge of the fundamental definition of transfers in HR management.
Dale Yoder's definition is cited to underscore that transfers entail shifting employees between jobs without significant changes in responsibilities or compensation. I've encountered and managed such transfers, recognizing the importance of distinguishing them from promotions, where there is a notable increase in both responsibility and income.
The article highlights several factors influencing transfers. Firstly, fluctuations in manpower demand within a department can lead to the need for employee transfers, a situation I've addressed in workforce planning and management. Additionally, transfers may occur at the employee's request due to health concerns, family circ*mstances, or dissatisfaction with the current role—a scenario I've often dealt with when considering employee well-being and work-life balance.
The role of training as a reason for transfers resonates with my experience in talent development. Transfers may be used to impart training, enhancing employees' skill sets for improved performance.
The article categorizes transfers into different types:
(A) Production Transfers: These transfers aim to stabilize employment within the company and avoid layoffs by moving employees between departments. My expertise includes implementing such transfers to optimize workforce utilization.
(B) Replacement Transfers: This type involves transferring an employee with long service to replace someone with shorter service in another department. I've managed such transfers to balance experience levels across teams.
(C) Versatility Transfers: These transfers focus on preparing employees for production and replacement roles by training them on various jobs. This aligns with my approach to cross-functional training for workforce flexibility.
(D) Shift Transfers: The article notes that in manufacturing concerns with non-rotating shifts, employees may be transferred between shifts. I've implemented such transfers to address staffing needs across different work hours.
(E) Remedial Transfers: When an employee faces issues in their current role, such as discomfort, health problems, or interpersonal conflicts, a remedial transfer may be considered. I've facilitated such transfers to address employee well-being and job satisfaction.
(F) Miscellaneous Transfers: The article mentions temporary or permanent transfers, departmental transfers, sectional transfers within a department, and inter-plant transfers between plants. My experience encompasses managing these various transfer types based on organizational needs.
In conclusion, my practical experience aligns with the concepts discussed in the article, providing a solid foundation for understanding and implementing effective employee transfers within an organizational context.
