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CHAPTER I
INTRODUCTION
Promotion is defined as giving higher position to the employee, which carries high status more
responsibilities and higher status. Promotion means advancement of employee in terms of pay and
status also improvement in working conditions. Promotion means advancement of employee in terms
of pay and status also improvement in working conditions. Promotions are used to fill the positions
which are more important to fill rather than the present position of employee. It can be filled by
external recruitment but employees having eligibility and experience must be appointed for their
motivation. Also it will decrease labour turn over as external recruitment costs more. Also increase in
salary and status will increase job satisfaction. One of the internal mobility of the employee is transfer.
It is lateral movement of employee in an organization by the employee.
“A transfer involves the shifting of an employee from one job to another without changing the
responsibilities or compensation”. Transfers of employees are quite common in all organizations. This
can also be defined as a change in job within the organization where the new job is substantially equal
to the old in terms of pay, status and responsibilities. Transfers of employees can possible from one
department to another from one plant to another. Transfer may be initiated by the organization or by
the employees with the approval of the organization. It can be also due to changes in organizational
structure or change in volume of work, it is also necessary due to variety of reasons. But broadly can
be done either to suit the conveniences of organization and to suit the convenience of employees. It is
important that organisation has a good policy in regard to transfers and promotions.
The policy must have a clear, fair and transparent process that applies to all employees within
the organisation. A transfer requires employees to change the work group, workplace or unit. The
transfer may be to relocate the employee to a different geographic region. The transfer of an employee
to another job must see that it is equal to or better than the previous job. Otherwise it may be considered
unfavourably by the employee as a demotion. This could lead to the employee lodging a personal
grievance on the grounds of demotion. A promotion is a change of job to a higher level within the
organisation. The promotion policy within an organisation again, must be clear, fair and have a
transparent process that applies to all employees within the organisation to comply with the principle
of natural justice.
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1.2 INDUSTRY PROFILE
The new millennium is going to be the millennium of the knowledge. So demand for paper
would go on increasing in times to come. In view of paper industry's strategic role for the society
and also for the overall industrial growth it is necessary that the paper industry performs well.
Government has completely delicensed the paper industry with effect from17th July, 1997.
The entrepreneurs are now required to file an Industrial Entrepreneur Memorandum with the
Secretariat for Industrial Assistance for setting up a new paper mill or substantial expansion of the
existing mill in permissible locations. The Paper industry is a priority sector for foreign collaboration
and foreign equity participation upto 100% receives automatic approval by Reserve Bank of India.
Several fiscal incentives have also been provided to the paper industry, particularly to those mills
which are based on nonconventional raw material.
The Indian Paper Industry accounts for about 1.6% of the world’s production of paper and
paperboard. The estimated turnover of the industry is Rs 25,000 crore (USD 5.95 billion)
approximately and its contribution to the exchequer is around Rs. 2918 crore (USD 0.69 billion). The
industry provides employment to more than 0.12 million people directly and 0.34 million people
indirectly. The industry was relicensed effective from July, 1997 by the Government of India; foreign
participation is permissible. Most of the paper mills are in existence for a long time and hence present
technologies fall in a wide spectrum ranging from oldest to the most modern.The mills use a variety
of raw material viz. wood, bamboo, recycled fiber, biogases, wheat straw, rice husk, etc.;
approximately 35% are based on chemical pulp, 44% on recycled fiber and 21% on agro-residues. The
geographical spread of the industry as well as market is mainly responsible for regional balance of
production and consumption.
With added capacity of approximately 0.8 million tons during 2007-08 the operating capacity
of the industry currently stands at 9.3 million tons. During this fiscal year, domestic production of
paper and paperboard is estimated to be 7.6 million tons. As per industry guesstimates, over all paper
consumption (including newsprint) has now touched 8.86 million tons and per capita consumption is
pegged at 8.3 kg.
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Demand of paper has been hovering around 8% for some time. During the period 2002-07
while newsprint registered a growth of 13%, Writing & Printing, Containerboard, Carton board and
others registered growth of 5%, 11%, 9% and 1% respectively. So far, the growth in paper industry
has mirrored the growth in GDP and has grown on an average 6-7 per cent over the last few years.
India is the fastest growing market for paper globally and it presents an exciting scenario; paper
consumption is poised for a big leap forward in sync with the economic growth and is estimated to
touch 13.95 million tons by 2015-16.
Some of the key features of the Mill are listed below:
i. The largest bagasse based plant in the World and a mill with largest production capacity
in India, at a single location.
ii. Appropriate for India, this is one of the largest sugarcane producers in the World.
iii. The only paper mill in India assisted by the World Bank
iv. Doubled the capacity within a period of 10 years from inception
v. State-of-the-Art paper machines with built in flexibility for manufacturing both

newsprint and printing & writing papers in the same machine.
vi. Unique arrangement with the sugar mills for sourcing the raw material. In the form of
exchange of steam / fuel for bagasse.
Indian paper industry needs the following for being globally more competitive.
i. Sustained availability of good quality of raw materials (forest based) and bulk import of waste
paper to supplement the availability of raw materials.
ii. Adequate modernization of the manufacturing assets.
iii. Improvement of the infrastructure.
iv. Quality improvements and reduction in cost of production
v. Import policy conducive for import of material, equipment, instruments, raw materials &
technologies which are bearing of the quality and environment.
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Problems and prospects:
 Paper industry in India faces many serious problems and prospects do not seem very bright.
The biggest problem faced by this industry is the scarcity of raw materials. Most of the material
used for manufacturing paper are derived from the forests. With the increasing degradation of
forest and fast depletion of forest based raw materials, like bamboo, the paper industry is facing
a severe raw materials crisis.
 With the exploitation of forests based raw materials reaching its saturation, any substantial
capacity expansion in the near future is practically ruled out and the growth of industry has
come to a standstill.
 In order to survive and expand, the industry will have to look for unconventional raw materials.
This will require new advanced technology which a developing country like India may not be
able to afford.
 Another alternative is to increase the use as waste paper which will reduce dependence on the
conventional raw material. This will also reduce cost of energy used and other inputs.
 It may be mentioned here that only 15 percent of the total output of paper and paper board is
based on recycled material against the world average of 30-35 percent. Thus there is a vast
scope for using recycled material in paper industry.
 Even now, large quantities of bagasse are just used as fuel in the sugar industry and is not made
available to paper industry. If the sugar mills are encouraged to use coal fired boilers instead
of those based on bagasse, this precious raw material can solve the problem of paper industry
to great extent.
 The growing consciousness for preservation of forests and maintenance of ecological balance
and biodiversity during the last few years is further reducing the availability of raw materials
to this industry. Environmentalists are also up in the arms against this industry due to effluents
thrown by the paper mills into open drains, rivulets and rivers thereby polluting the
environment.
 Unless technology to solve the effluent problem is evolved and implemented with only
marginal additional investment, many of the paper mills run the risk of economic losses and
even closure
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COMPANY PROFILE
About R.S.Paper
Manufacture & Exporter of paper & Stationery products
Established in the year 2018 at Madurai, Tamil Nadu, We“ RS Paper Products.” is a
Proprietorship Firm based firm, engaged as the foremost Manufacturer and offering a flawless range
of Paper Slitting Machine, Paper Tube, etc. The concentration of our firm is on developing an enhanced
tomorrow and that’s why it is dedicated towards excellence and always tries to do pioneering
implantations to become a future corporation. We always try to improve and evolve our skills by
conducting intervallic seminars for the upcoming and most upgraded techniques.
Our Manufacturing Works has a well-equipped manufacturing facility with technically

advanced machines to carry out production, efficiently. Our skilled workforce is trained to deliver high
quality stationery products of international standards. The product development team supervises the
manufacturing process at every stage and has vast experience in the field. We commit ourselves to
offer you the best and look forward to develop long term business relationships
OUR IDENTITY
R.S.PAPER today is a major presence on the paper marketing scene with multifarious allied
activities. With our job to create an efficient flow of goods between the manufacturers and the users
of paper, paperboard & related products, we look forward to new horizons on the grounds of reliable
business contacts.
Exciting Present
We represent some of the best paper mills, marketing large tonnages of paper and paperbord,
and are dealing in product portfolio of more then 50 varieties. Besides specialising in paper, we have
branched out in sourcing / servicing the paper industry also.
We supply various kinds of waste paper and other inputs to the paper industry.
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A Promising Future
As the globalisation touches our doorstep we look forward to be an Export house of
international standard with focus on all types of paper,and enhancing our production level by installing
Ruling machine so as to continue serving the trade and industry simultaneously.
Vision
R.S.Paper shall be a globally competitive leader in the Paper Conversion Industry This shall be
achieved with a spirit of Fairness, Honesty and providing Customer delight Quality policy
WE are committed to provide customers with services and products that shall exceedingly
exceed expectations.
Project Goals
• To provie the perfect product at right place at the right time.

• To give and accurate logistical yardstick to our customer and to enable sourcing more
products from R.S.Paper
• To build reasonable time cushions to enable customers to save money and effort in
sourcing from R.S.Paper
Competitive Analysis
• Competitors may offer cheaper products and tall promises
• Our strength is complete product solution
• Quality,price and logistics
We will be a complete paper sourcing trade partner to our overseas customer in future with
100% sincere and transparent relationship.
• Support & outside services ; will be sourced from R.S.Paper, such as communications, raw
materials, finance quality assurance and logistics
• Current Status
• Overview of Progress
• Sampling, pricing, logistics plan is complete.
• Require formal order and agreement.
• Unexpected delays can arise while managing minimum order quantities with Paper
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Related Information
Production Capacity is one 40ft container in 15days
Why Us?
Being one of the prominent companies in the market, we are involved in offering an
exclusive range of products. The features for which we have received appreciation from our clients:
• Experienced team of professionals
• Client-centric approach
• Competitive price structure
• Timely delivery
• Qualitative range of product
Paper Tube Cutting Machine
Our range of products include PAPER CORE FINE CUTTING MACHINE, Paper Tube
Rough Cutting Machine, Spiral Paper Tube Core Cutting Machine, Paper Tube Cutting Machine,
Manual Paper Core Cutter Machine and ONLINE PAPER CORE FINE CUTTING MACHINE.
PAPER CORE FINE CUTTING MACHINE
Rs 95,000 / PieceGet Latest Price
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Minimum Order Quantity: 1 Piece
Model Name/Number VPP/2H/1600/
Type CUTTING
Automation Grade Manual
Voltage 440
Weight 850KH
Power 2 HP
Usage/Application PAPER CORE CUTTING
Machine Blade Size 4 IN
Max. Cutting Depth 90 MM
Warranty 6 MONTH
Motor Power 2 HP
Frequency 50ZH
Country of Origin Made in India
PAPER CORE FINE CUTTING MACHINE
1) MOTOR 2 HP
2) CUTTING LENT 1600MM 3) CUTTING ID 38 MM TO ABO

Additional Information:
Production Capacity: 1 TON
Delivery Time: 30DAYS
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Paper Tube Rough Cutting Machine
Rs 65,000 / PieceGet Latest Price
Minimum Order Quantity: 2000 Piece
Capacity 0-5 ton/day

Automation
Semi-Automatic
Grade
Voltage 230 V
Weight 400 kg
Phase 3 Phase
Frequency 50 Hz
Material Mild Steel
Power 2 hp
Inner Diameter 40 mm
Outer Diameter 200 mm
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ROUGH CUTTING MACHINE
Pay Mode Terms: L/C (Letter of Credit),T/T (Bank Transfer),D/P,D/A
Port of Dispatch: Madurai
Production Capacity: 10000 CAN PER DAY
Delivery Time: 5 DAYA
Packaging Details: CORTEN BOX
Paper Tube
Leading Manufacturer of POY Paper Tube, Paper Core Tube, Nosing paper tube, Textile Paper
Tube and Spiral Paper Tube from Madurai.
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POY Paper Tube
Paper Core Tube
Textile Paper Tube
Spiral Paper Tube
Thermal Paper Rolls
Leading Manufacturer of POS, ATM, Billing Paper Rolls, Pos Billing Paper Roll and Thermal
Billing Rolls from Madurai.
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POS, ATM, Billing Paper Rolls
Pos Billing Paper Roll
Thermal Billing Rolls
CONTACT
2/355B, SVD NAGAR
,SIKKANDARSAVAI,
MADURAI-625018, TAMIL NADU
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1.3 THEORETICAL BACKGROUND Promotion
Promotion means the advancement of an employee to a higher job involving more work,
greater responsibility and higher status. It may or may not be associated with the increment in salary.
Promotion is one of the best forms of incentives and it provides higher responsibilities, better
salary, high morale and job satisfaction to the employees. Practically, all the employees aspire for
career advancement and promotion is an advancement of the employee in the organisational hierarchy.
Benefits of Promotion Promotion

Principles:
• it should be consistent in the sense that policy should be applied uniformly to all employees
irrespective of the background of the persons, It should be fair and impartial.
• systematic line of promotion channel should be incorporated,
• it should provide equal opportunities for promotion in all categories of jobs, departments and
regions of an organization,
• it should ensure open policy in the sense that every eligible employee should be considered for
promotion rather than a closed system,
• It should contain clear cut norms and criteria for judging merit, length of service, potentiality
etc.
• Appropriate authority should be entrusted with the task of making a final decision, it should
contain promotional counseling, encouragement, guidance and follow-up regarding
promotional opportunities, job requirements and acquiring the required skills, knowledge etc.
Promotional Scheme
A Promotional Scheme is a temporary discount on one or more products.
Promotional schemes help businesses become successful as lower prices for a limited period
of time to attract more Customers. They can be easily configured in Promotional scheme is linked to
a pricing rule, against each slab system that will generate the pricing rule. On creating a Promotional
Scheme, the system creates a Pricing Rule. A Promotional Scheme can have multiple Pricing Rules
associated with it Promotional Scheme is an easier way to manage pricing on multiple Item/Groups
based on different parties and conditions.
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Promotional Scheme types
Price Discount
In this type of promotional scheme, the user gets an option to set the discount in terms of
percentage or amount based on the min quantity, max quantity, min amount and max amount on the
products. Users can also configure the scheme where they can set the flat rate for the product based on
the quantity or the amount of the product.
Product Discount
In this type of promotional scheme, the user gets an option to give a free product on purchase
of the same or different product with conditions like min quantity, max quantity, min amount, max
amount.
Transfer
Transfer is a process of placing employees in positions where they are likely to be more
effective or where they are to get more job satisfaction.
In transfers, there is no change in the responsibility, designation, status or salary. It is a process

of employee’s adjustment with the work, time and place. Transfer may also be made as a disciplinary
action.
5 Types of Transfer Proposed
1. Production Transfer:
Employees are posted in different departments, based on their interests and qualifications. This
also depends on the work load that a department possesses. However, this load keeps fluctuating, and
the demand for manpower keeps changing with time.
For departments with surplus manpower, lay-off is a solution. However, a better solution is the
interdepartmental transfer to balance the manpower allocation. In simpler terms, production transfer
refers to the transfers ordered to avoid such unavoidable lay-offs.
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2. Replacement Transfer:
When an employee leaves a department for a particular reason, the department needs a
replacement. In such scenarios, especially in demanding situations, a senior employee might have to
function in place of the junior employee, till the time a replacement is found. Senior employees are
required to work in place of junior employees even in situations of declining production. Thus,
replacement transfer also helps in reducing the organizational need for lay-off; particularly for long-
service employee.
3. Versatility Transfer:
Some organizations believe that the workforce needs to have multiple skills capable to perform
multiple tasks. People can achieve multiple skills only by working in different departments. In learning
organizations such as ordnance factories, banks, and many private companies, people get the scope of
working in different departments and can learn different systems, procedures, and rules and
regulations.
They gain the necessary skills to attend to the activities in the departments, and ultimately
become versatile. People who pick up their tasks quickly emerge to become the company’s assets.
During rush periods, they are able to contribute greatly to achieve business goals. Versatile transfer
may comprise production transfer or replacement transfer.
4. Shift Transfer:
In order to enhance capacity utilization, industrial organizations, operate in multiple shifts—

generally morning, evening, and night shifts. Some organizations allot employees to staggered shifts
as well.
Employees are engaged in all the shifts on a rotational basis. Requests of employees for
transfers on a particularly shift are also entertained, considering the importance of ground of requests.
However, conformance to law and administrative procedures are essential requirements to avoid
employee unrest.
5. Remedial Transfer:
After induction, employees are placed in a department and jobs are assigned to him/ her, and
their performance and behavioural dispositions are recorded. Some employees may emerge as good
performers, while many others may emerge as underperformers. In course of time, an employee’s
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inclination to work is also observed. The objective of remedial transfer is therapeutic in nature, that is,
to rectify the wrong placement.
In other words, remedial transfer is an act of transferring an employee to a more suitable job
after they have failed to perform well in their present position. Poor performance could be attributed
to reasons such as an employee being uncomfortable in his job as he may not possess good relations
with his senior or suffer from ill health.
1.4 REVIEW OF LITERATURE
(McCausland, Pouliakas, &Theodossiou, 2005)1Promotion is a shifting of employee for a job of

higher significance and higher compensation. The movement of an employee upward in the hierarchy
of the organization, typically that leads to enhancement of responsibility and rank and an improved
compensation package. A promotion can involve advancement in terms of designation, salary and
benefits, and in some organizations the type of job activities may change a great deal. It is usually
symbolized with a change of job and title. It can be attached with an increase in pay, power, and
responsibility. Or, it can also include an increase in freedom or independence, or a decrease in danger
or discomfort. It may mean less inconvenience in terms of hours or location for some employee.
According to Hasibuan (2007)2, promotion is a move that increases the authority and responsibility
of employees to higher positions within an organization so that their obligations, rights, status, and
income are getting bigger. The results of research conducted by) found that promotion affects transfer.
Likewise, found that Promotion affects Work Motivation. The research results conducted found that
Demotion harms work motivation. The research conducted by found that Demotion Position has a
significant negative effect on work motivation. In addition, research found that Demotion has a
significant effect on work motivation.
(Sugrue & Kim, 2008)3Transfer of learning has also been equated with individual performance, and
some researchers have found a link between transfer and performance improvement. However, the
importance given to transfer as an outcome measure does not seem to translate into practice. According
to the American Society for Training and
1
McCausland, W., Pouliakas, K. &Theodossiou, I. (2005).Some are punished and some are rewarded: A study of the
impact of performance pay on job satisfaction.International Journal of Manpower.26, 636 – 59.
2
Hasibuan, M. S. P., 2007, Corporate Human Resources Management. Bandung, PT. Aksa Earth. 3 Sugrue,
B. & Kim, K. (2008). State of the industry report . Alexandria, VA: ASTD.
16
Development’s State of the Industry Report for 2004, only 14% of the 213 organizations under study
in 2003, measured learning transfer. While many reasons could be and have been attributed to this
disinterest in measuring transfer, proposed a compelling explanation. They point to the need (or lack
thereof) for reliable diagnostic tools or models to identify and measure factors that might possibly
impede transfer, or are barriers to transferring of learning to the job.
Francesconi (2009)3 The paper Organizations can use promotions as a reward for highly productive
workers, creating an incentive for workers to exert greater effort. Promotions are the only effective
mechanism for eliciting greater effort if workers place significant value on the promotion itself.
Nevertheless the use of pay increase can induce employee to give off their best. There can be a
constellation of effects that a promotion triggers. A promotion may serve as a formal method to
increase wages and responsibilities or may be a mechanism by which workers move along their wage-
tenure profiles and firms increase their workers' job attachment. Not all wage increases are necessarily
promotions. advocated that there must be something about a promotion that makes it different from a
wage gain. Furthermore, a promotion may have an impact on other aspects of the job, such as training
opportunities, career development, and supervisory responsibilities
(Davis in Mangkunegara, 2010)4Transfer and Motivation is a concept used to describe the impulses
that arise in or within an individual that drive and direct behavior. The concept of motivation is used
to explain differences in the intensity of behavior and indicate the direction of action. To keep and
maintain motivation, an organization can rotate positions. Job rotation is carried out with the aim of
refreshing. The basis for the implementation of job rotation is based on organizational planning
according to the policies and regulations that have been established and outlined in the application
guidelines. Furthermore, job rotation is based on the principle of the right man on the right job,
meaning that job rotation is carried out to place employees in the right positions. In addition, job
rotation can be done through promotions.
Wibowo (2010)6, Transfer is the implementation of the plans that have been prepared. Performance
implementation is carried out by human resources who have the ability, competence, motivation, and
interests. How the organization values and treats its human resources will affect its attitudes and
behavior in carrying outperformance. Motivation is a concept used to describe the impulses that arise
3
Francesconi, M. (2009).Determinants and consequences of promotions in Britain:Oxford Bulletin of Economics and
Statistic, 63(3), 279-310.
4
Mangkunegara, A. P., 2010, Evaluation of HR Performance. Bandung: Refika Aditama. 6
Wibowo, (2013), Performance Management, Jakarta: Rajawali Pers.
17
in or within an individual that drive and direct behavior. The concept of motivation is used to explain
differences in the intensity of behavior and indicate the direction of action. For example, managers
prefer to motivate employees positively so that employees can carry out their work. According to,
motivated employees will produce work that has high quality.
(Garbers, 2011) 5 Promotion or advancement would have taken place if an employee advances or
progresses to a higher position in an organization. However, in most cases, employees are regularly
evaluated through internal processes by their superiors or assessors before any advancement or
progression could transpire. With regard to applicants applying externally, the promotion exercise may
not be too problematic. However, withregard to internal promotion, this may be problematic for
various reasons. An internal applicant for promotion is already an employee of the company and must
have been involved in various issues that would probably impact on whether he should be promoted
or not. Being an insider, the applicant is already contaminated in one way or another. If there is more
than one applicant vying for a single position in the organization, the race and competition become
more tedious and sometimes full of suspicions. In most cases, whoever succeeds in being promoted
may face a lot of challenges at the end of the day from those who were not promoted.
Simamora (2012)6, Transfer is the transfer of an employee from one job to another whose salary,
responsibilities, and or organizational level are relatively the same. Meanwhile, according to,
Transfers are employment activities related to transferring the functions, responsibilities, and
employment status of workers to certain situations with the aim that the workers concerned obtain
deep job satisfaction and can provide maximum work performance. To the organization. Transfers are
part of job rotation as an effort to maintain the work motivation of members.
According to Gibson, Donnelly, James, Ivancevich, Konopaske (2012)9, motivated employees tend
to produce work with high criteria and quality. In other words, the achievement of one's performance
can be influenced by motivational factors. According to the main factors that affect individual
performance are the individual's ability to do the job, the level of effort devoted, and organizational
support. In the description, it appears that transfer affects performance. In addition, according to
motivated employees will produce work that has high quality. The research results conducted by found
that Work motivation has a positive and significant effect on performance. Likewise with the research
results conducted by found that Work motivation has a positive and significant effect on performance.
5
Garbers(2011).Promotions: Keeping abreast with ambition. Contemporary Labour Law 21:21- 34.
6
Simamora, Henry. 2012. Human Resource Management. Yogyakarta: YKPN College of Economics 9 Ivancevich,
J. M., Robert, K., and Michael, T. M., 2007, Organizational transfer and Management, Jakarta: Erlangga.
18
Clark (2013) 7 finds that both satisfaction with pay and job security are the most important job
satisfaction categories for determining future quits, while satisfaction with promotion opportunities is
not a significant factor. Using cross-sectional data on British nurses, find that dissatisfaction with
promotion and training opportunities have a stronger effect on intentions to quit than dissatisfaction
with workload or pay. Shields and Ward also find that nurses who report promotion prospects as the
most important work characteristic do not have significantly different job satisfaction than those who
report other employment characteristics as most important. There are only a few papers estimating the
impact of promotions on overall job satisfaction
The study conducted by Adebayo (2015)8 showed that when fairness transfer the works are is observed
in a workplace by the leadership, employees are motivated by this, and where it is the contrary,
employees are least motivated. Applying this finding, if promotion is based on fairness to all concerns
and the procedures are diligently followed, no matter the outcome, the other employees would be
satisfied and be motivated to work harder with the hope that when such an opportunity arises, if they
apply, they stand the chance of being selected. If the processes are not fair, they become a source of
disincentive and can lead to disillusionment and complacency whereby employees might start thinking
that no matter how hard working or qualified for the job one is, if the opportunity arises, one may not
get it.
In addition, Saharuddin and Sulaiman (2016)12 found that Promotion affects Work Motivation.
Promotion has a significant positive effect on Work Motivation. Motivation is defined as an attitude
(attitude) of leaders and employees towards the work situation (situation) in the paper industry
environment. Those who are positive (pro) towards their work situation will show high work
motivation and vice versa. Conversely, if they are negative (con) towards their work situation, they
will show low work motivation. The working situation in question includes, among others, work
relations, work facilities, work climate, leadership policies, work leadership patterns, and working
conditions”.
Almadina (2018)9 Transfer is the transfer of an employee from one job to another whose salary,
responsibilities, and or organizational level are relatively the same. The research results conducted by
found that Transfers have a significant effect on work motivation. Likewise, the results of research
7
Clark, A. E. (2013). “What really matters in a job? Hedonic measurement using quit data.” Labour Economics, Vol. 8,
223-242
8
Adebayo DO (2015). Perceived workplace fairness, transformational leadership and motivation in the Nigeria police:
Implications for change.International Journal of Police Science and Management, 7(2): 110-122. 12 Saharuddin and
Sulaiman, (2016), The Effect Of Promotion And Compensation Toward Working PP—33-40
9
Almadina, A., (2018), The Effect of Transfer on Work Motivation and paper industry Judge Performance
19
conducted by found that Transfers affect Work Motivation. Managers can motivate employees
negatively so that employees can carry out their work by demotion. Demotion is a kind of
sanction/punishment for members whose work performance is considered low by management. The
definition of demotion is a move within an organization from one position to another that involves a
decrease in authority, responsibility, status, facilities, and even the employee's salary.
Naveed et al (2019)10A closer look at the predicted promotion times, employees at the lowest level of
an organization will require highest number of years for a promotion and as the organizational ladder
moves up, the predicted promotion time decrease accordingly. To that extent, employees assuming
higher organizational positions have higher expectations regarding their promotion. Nonetheless,
majority of employees expect to be promoted within a short time. Despite of the apparent high
expectations of promotion, the predicted times for promotion alone do not indicate the extent to which
it is realistic or unrealistic. Potentially, when promotion. Employee’s expectation fulfillment is the
responsibilities of the management. Therefore, the manager should know what the expectation of the
employees are; and then should evaluate their legitimate and finally provide opportunities for their
attainment. The first task before the management is to discover the present expectation of an employee.
Pergamit and Veum (2020)11find that larger firms provide better promotion prospects. They argue
that large firms comprise workers’ movements that would otherwise take place between smaller firms.
In larger paper industry, the existence of an internal labor market allows for career development within
the firm, where individuals progress to higher level jobs through promotions A promotion opportunity
is one of the most important elements for employee satisfaction and retention at a company. Along
with increased advancement, people typically earn more income and have greater authority in new
positions. The greater an employee's role in an organization, the more influence he/she has in the
direction of a department or the organization as a whole.
10
Naveed A. Usman A &Bushra F. (2011).Promotion: Apredictor of job satisfaction astudy of paper industry of Lahore
(Pakistan).InternationalJournal of Business and social science.
11
Pregamit, Michael R. and Veum, Jonathan R. (2019).“What is promotion?” Industrial and labour relation review,
Volume 52, No. 4, pp. 581-60
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1.5 STATEMENT OF THE PROBLEM
The factors, promotion scheme can be the major one that highly influences the job satisfaction
of employee because of its direct tie with higher benefits and greater responsibilities or powers. Lack
of effective promotion practices lead to high turnover (which denotes lack of talent, additional
recruitment and training costs), de-motivation, and lack of commitment. Hence, every company needs
to have an improved, effective, clear and transparent employee promotion practice that answers the
employee expectations and requirements as much as possible. Given all of the dimensions in which
promotions can affect workers’ careers and compensation, first, relatively little attention has been paid
to the importance of promotions as a determinant of job satisfaction, second promotion benefits
companies in reducing employee turnover and in getting best performance out of employee
1.6 OBJECTIVES OF THE STUDY
• The factors influence to employee promotion in this RS paper industry
• To opinion about transfer Promotional schemes help businesses become successful in this
paper industry
• The employee Transfer in positions and they are likely to be more effective
• The Promotional Scheme is an easier way to manage pricing on multiple Item
• The good policy in regard to transfers and promotions in this paper industry
• Transfers are usually effected to build up a more satisfactory work team and to achieve in this
paper industry
1.7 SCOPE OF THE STUDY:
The promotion is a base for employee welfares and has a direct link with employee’s benefit
because most benefits are associated with promotion i.e. salary, authority, allowances, discretions
powers, recognition, decision making, job content. Consequently employee also give much attention
to promotion, as a result, the concept of promotion as a determinant of job satisfaction requires constant
study and it is important for companies to find out what satisfies employee with relation to promotion
so that they can plan a suitable promotion practice and gain better results
21
1.8 LIMITATION OF THE STUDY
1. The study was limited only to Madurai city region.
2. The study would have been more comprehensive if other paper industries were included but
due to the time and other constraints the research mainly will focus on target the population.
3. The structured questionnaire is a base for collecting the data, it may have disadvantages of not
probing deep into the respondents thought.
22
CHAPTER II
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve research problem. Research methodology is

understood as a source of the study how to research is done scientifically. The various steps adopted
by a researcher in studying the research problem along with the logic. The project work entitled “A
study on transfer and promotion scheme RS paper industry at Madurai” 2.1 Research Design
The research design constitutes the blue print for the collection, measurement and analysis of data.
There are types of research design; they are exploratory research design, experimental research design
and describe and diagnostic research design. The research had adopted descriptive research design for
the study.
2.2 POPULATION
The aggregate elementary units in the survey are referred to as the population. Here it covers the entire
customers of the RS paper industry in Madurai.
2.3 SAMPLING TECHNIQUES
Disproportionate stratified random sampling techniques have been used in sampling due
2.4 SAMPLE SIZE
This includes the list of 120 respondents (refer to the analysis of data).
2.5 SOURCE OF DATA:
The Data was taken through primary data and also secondary data. However, institution and
product profiles were taken for reference. A structured undisguised interview schedule was designed
to collect data source. The schedule method was opted since the method would help to concise amount
of information.
23
Primary Data
Primary data are those, which are collected for the first time. They are original in character.
The data collected by the investigator for the first time for their own use is usually classed as primary
data.
Secondary Data
Secondary data are those that have already been collected by others. These are usually available in
journals, periodicals, dailies, research publication official records etc., they may either be available in
published form. When it is not possible to collect the data by primary method, the investigator may
make use of this method.
2.6 DATA COLLECTION METHOD
There are four types of questionnaire design in which, we have adopted the structured undisguised
questionnaire, and questions are presented in exactly the same words in the same order to all
respondents.
In the typical structured undisguised questionnaire, the questions as well as the reasons are
standardized. This is accomplished by employing fixed alternatives such a questionnaire facilities easy
administration, tabulations and analysis.
Open and closed ended questionnaire methods were used in the project, care must be taken to ensure
that as far possible, it should not contain any room of misinterpretations.
2.7 TOOLS USED FOR DATA ANALYSIS
There are different tools for data collection one has to make proper planning before deciding
the sources for collection of data for investigation. They have to decide the purpose of enquiry. There
are some principle sources of collection of data, which are as follows.
1. Simple percentage analysis
2. Chi square test
3. Correlation
4. Anova
24
2.8 STATISTICAL TOOLS USED
SIMPLE PERCENTAGE ANALYSIS
This method is used to compare two or more series of data, to describe the relationship or the
distribution of two or more series of data. Percentage analysis test is done to find out the percentage
of the response of the response of the respondent.
No. of respondents
Simple percentage = ……………………………… X 100
Total No. of respondents
CHI-SQUARE ANALYSIS
The Chi- square test is one of the simplest and most wickedly used nonparametric tests in
statistical work. The quantity x ² describes the magnitude at the discrepancy between theory
and observation.
(O – E) ²
x² = ∑ = ____________
E
O = Observed Frequency
E = Expected Frequency
The calculated value at Chi-square. Is compacted with the table value x ² given degrees of freedom at
a creation specific level of significance
25
CORRELATION
Correlation is computed into what is known as the correlation coefficient, which ranges
between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1) implies that as one
security moves, either up or down, the other security will move in lockstep, in the same direction.
Anova
Appraisal of progress, or ANOVA, is a solid certified method that is utilized to show

capability between at any rate two systems or parts through importance tests. It likewise shows us
an approach to manage make various appraisals a few group induces. The Anova test is performed
by seeing two sorts of grouping, the variety between the model derives, comparatively as the
combination inside the entirety of the models. Under alluded to equation watches out for one way
Anova test encounters:
26
DATA ANALYSIS AND INTERPRETATION
3.1 TABLE DISPLAYING AGE OF THE EMPLOYEES
PARTICULARS NOOFRESPODENTS PERCENTAGE
20-30 36 48.6
30-40 29 39.2
40-50 5 6.8
50-60 4 5.4
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 48.6% of the respondents are 20-30, 39.2% of the respondents are
30-40, 6.8% of the respondents are 40-50 and 5.4% of the respondents are 50-60.
3.1 CHART DISPLAYING AGE OF THE EMPLOYEES
27
TABLE DISPLAYING
3.2GENDER OF THE EMPLOYEES
MALE 68 91.9
FEMALE 6 8.1
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 91.9% of the respondents are Male, 8.1% of the respondents are
Female.
3.2 CHART DISPLAYING GENDER OF THE EMPLOYEES

TABLE DISPLAYING
3.3MARITAL STATUS OF THE EMPLOYEES
MARRIED 40 54.1
UNMARRIED 34 45.9
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 54.1% of the respondents are Married, 45.9% of the respondents
are Unmarried.
3.3 CHART DISPLAYING MARITAL STATUS OF THE EMPLOYEES

TABLE DISPLAYING
3.4EDUCATION QUALIFICATION OF THE EMPLOYEES
10TH AND BELOW 32 43.2
12TH AND BELOW 9 12.2
UG 25 33.8
PG 8 10.8
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 43.2% of the respondents are 10th and below, 33.8% of the
respondents are UG, 12.2% of the respondents are 12th and below and 10.8% of the respondents are
PG.
3.4 CHART DISPLAYING EDUCATION QUALIFICATION OF THE

EMPLOYEES
TABLE DISPLAYING
3.5DEPARTMENT OF THE EMPLOYEES
FUNCTIONAL 40 54.1
TECHNICAL 34 45.9
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 54.1% of the respondents are Functional, 45.9% of the
respondents are Technical.
3.5 CHART DISPLAYING DEPARTMENT OF THE EMPLOYEES

TABLE DISPLAYING
3.6DESIGNATION OF THE EMPLOYEES
STAFF 40 54.1
OPERATOR 34 45.9
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 54.1% of the respondents are Staff, 45.9% of the respondents are
Operator.
3.6 CHART DISPLAYING DESIGNATIONOF THE EMPLOYEES

TABLE DISPLAYING
3.7MONTHLY INCOME OF THE EMPLOYEES
10,001-20,000 32 43.2
20,001-30,000 27 36.5
30,001-40,000 15 20.3
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 43.2% of the respondents are 10,001-20,000, 36.5% of the
respondents are 20,000-30,000, 20.3% of the respondents are 30,001-40,000.
3.7 CHART DISPLAYING MONTHLY INCOME OF THE EMPLOYEES

TABLE DISPLAYING
3.8WORKING WITH CLEAN AND COMFORTABLE WITH
NECESSARY EQUIPMENT’S
PARTICULARS NOOFRESPONDENTS PERCENTAGE
STRONGLY AGREE 46 62.2
AGREE 28 37.8
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 62.2% of the respondents are Strongly Agree and 37.8% of the
respondents are Agree.
3.8 CHART DISPLAYING WORKING WITH CLEAN AND

COMFORTABLE WITH NECESSARY EQUIPMENT’S
TABLE DISPLAYING
3.9 AWARENESS OF DEPARTMENT FUNCTION OF THE
EMPLOYEES
AGREE 44 59.5
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 59.5% of the respondents are Agree and 40.5% of the respondents
are Strongly Agree.
3.9 CHART DISPLAYING AWARENESS OF DEPARTMENT

FUNCTION OF THE EMPLOYEES
3.10 SUPPLY OF MAN POWER OF THE EMPLOYEES
AGREE 49 66.2
NEITHER AGREE NOR DISAGREE 9 12.2
DISAGREE 5 6.8
STRONGLY DISAGREE 3 4.1
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 66.2% of the respondents are Agree, 12.2% of the respondents
are Neither agree nor Disagree,10.8% of the respondents are Strongly Agree, 6.8% of the
respondents are Disagree and 4.1% of the respondents are Strongly disagree.
3.10 CHART DISPLAYING SUPPLY OF MAN POWER OF THE

EMPLOYEES
3.11 TABLE DISPLAYING CAREER PATH OF YOUR PERSONAL AND
PROFESSIONAL DEVELOPMENT AT THIS COMPANY OF THE

EMPLOYEES
AGREE 19 25.7
DISAGREE 6 8.1
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 28.4% of the respondents are Neither agree nor Disagree, 25.7%
of the respondents are Agree, 24.3% of the respondents are Strongly Agree,13.5% of the
respondents are Strongly disagree and 8.1% of the respondents are Disagree.
3.11 CHART DISPLAYING CAREER PATH OF YOUR PERSONAL
AND PROFESSIONAL DEVELOPMENT AT THIS COMPANY OF THE
EMPLOYEE
3.12 PROMOTION AND CAREER PATH OF THE EMPLOYEES

AGREE 24 32.4
DISAGREE 8 10.8
Total 74 100.0
INTERPRETATION
are Neither agree nor Disagree, 23% of the respondents are Strongly Agree, 10.8% of the
3.12 CHART DISPLAYING PROMOTION AND CAREER PATH OF

THE EMPLOYEES
TABLE DISPLAYING
3.13THE CRITERIA YOU MUST MEET TO BE PROMOTED OF THE
EMPLOYEES
AGREE 34 45.9
DISAGREE 3 4.1
Total 74 100.0
INTERPRETATION
are Neither agree nor Disagree, 20.3% of the respondents are Strongly Agree, 4.1% of the
3.13 CHART DISPLAYING THE CRITERIA YOU MUST MEET TO BE
PROMOTED OF THE EMPLOYEES

TABLE DISPLAYING
3.14FUTURE CAREER PATH IN THIS ORGANIZATION BY
OBSERVING OTHER PEOPLE'S EXPERIENCES
OF THE EMPLOYEES
AGREE 23 31.1
DISAGREE 5 6.8
Total 74 100.0
INTERPRETATION
are Neither agree nor Disagree, 25.7% of the respondents are Strongly Agree, 6.8% of the
TABLE DISPLAYING
3.15ORGANIZATION SUPPORTS OF YOUR PROFESSIONAL
INTERESTS AND GOALS OF THE EMPLOYEES
AGREE 28 37.8
DISAGREE 6 8.1
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 37.8% of the respondents are Agree, 27% of the respondents are
Strongly Agree, 24.3% of the respondents are Neither agree nor Disagree, 8.1% of the respondents
are Disagree and 2.7% of the respondents are Strongly disagree
3.15 CHART DISPLAYING ORGANIZATION SUPPORTS OF YOUR
PROFESSIONAL INTERESTS AND GOALS OF THE EMPLOYEES

TABLE DISPLAYING
3.16CHALLENGED AT WORK ON A DAILY BASIS OF THE
EMPLOYEES
AGREE 33 44.6
DISAGREE 2 2.7
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 44.6% of the respondents are Agree, 27% of the respondents
are Strongly Agree, 25.7% of the respondents are Neither agree nor Disagree and 2.7% of the
respondents are disagree.
3.16 CHART DISPLAYING CHALLENGED AT WORK ON A DAILY
BASIS OF THE EMPLOYEES

TABLE DISPLAYING
3.17PROFESSIONAL GROWTH IN THIS ORGANIZATION OF THE
EMPLOYEES
AGREE 30 40.5
Total 74 100.0
INTERPRETATION
are Strongly Agree, 23% of the respondents are Neither agree nor Disagree.
3.17 CHART DISPLAYING PROFESSIONAL GROWTH IN THIS
ORGANIZATION OF THE EMPLOYEES

TABLE DISPLAYING
3.18REACH YOUR FULLEST POTENTIAL IN THE ORGANIZATION
OF THE EMPLOYEES
AGREE 31 41.9
DISAGREE 10 13.5
Total 74 100.0
INTERPRETATION
are Strongly Agree, 20.3% of the respondents are Neither agree nor Disagree, 13.5% of the
3.18 CHART DISPLAYING REACH YOUR FULLEST POTENTIAL IN
THE ORGANIZATION OF THE EMPLOYEES

TABLE DISPLAYING
3.19CHANCES OF PROMOTION OF THE EMPLOYEES
AGREE 33 44.6
DISAGREE 2 2.7
Total 74 100.0
INTERPRETATION
respondents are Disagree.
3.19 CHART DISPLAYING CHANCES OF PROMOTION OF THE

EMPLOYEES
TABLE DISPLAYING
3.20REST OF YOUR CAREER WITH THIS ORGANIZATION OF THE
EMPLOYEES
AGREE 30 40.5
DISAGREE 6 8.1
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 40.5% of the respondents are Agree,32.4% of the respondents
respondents are disagree.
3.20 CHART DISPLAYING REST OF YOUR CAREER WITH THIS
ORGANIZATION OF THE EMPLOYEES

TABLE DISPLAYING
3.21DEVELOP YOUR FULL POTENTIAL OF THE EMPLOYEES
AGREE 26 35.1
DISAGREE 4 5.4
Total 74 100.0
INTERPRETATION
are Strongly Agree, 27% of the respondents are Neither agree nor Disagree, 5.4% of the respondents
are Disagree and 1.4% of the respondents are Strongly disagree.
3.21 CHART DISPLAYING DEVELOP FULL POTENTIAL OF THE

EMPLOYEES
TABLE DISPLAYING
3.22HIGH VALUE ON EMPLOYEE SATISFACTION OF THE
EMPLOYEES
AGREE 24 32.4
DISAGREE 1 1.4
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 36.5% of the respondents are Strongly agree, 32.4% of the
respondents are Agree, 28.4% of the respondents are Neither agree nor Disagree, 1.4% of the
3.22 CHART DISPLAYING HIGH VALUE ON EMPLOYEE

SATISFACTION OF THE EMPLOYEES
TABLE DISPLAYING
3.23GOOD LEVEL OF JOB SECURITY
AGREE 24 32.4
DISAGREE 2 2.7
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 33.8% of the respondents are Neither agree nor Disagree, 32.4%
of the respondents are Agree, 31.1% of the respondents are Strongly Agree and 2.7% of the
respondents are Disagree.
3.23 CHART DISPLAYING GOOD LEVEL OF JOB SECURITY

TABLE DISPLAYING
3.24DREAMS AND GOALS IN YOUR CAREER PATH
AGREE 21 28.4
DISAGREE 7 9.5
Total 74 100.0
INTERPRETATION
respondents are Disagree and 2.7% of the respondents are Strongly disagree
3.24 CHART DISPLAYING DREAMS AND GOALS IN YOUR CAREER
PATH
TABLE DISPLAYING
3.25ROLE IN YOUR ORGANIZATION
AGREE 22 29.7
DISAGREE 9 12.2
Total 74 100.0
INTERPRETATION
respondents are Agree, 24.3% of the respondents are Neither agree nor Disagree and 12.2% of the
respondents are Disagree
3.25 CHART DISPLAYING ROLE IN YOUR ORGANIZATION

TABLE DISPLAYING
3.26SHARPEN MY PROFESSIONAL SKILLS
AGREE 17 23.0
DISAGREE 10 13.5
Total 74 100.0
INTERPRETATION
The total valid responses reveal that 33.8% of the respondents are Strongly agree, 23% of the
3.26 CHART DISPLAYING SHARPEN MY PROFESSIONAL SKILLS

TABLE DISPLAYING
3.27EFFORTS FOR THE CONDUCT OF TRAINING EMPLOYEES
AGREE 16 21.6
DISAGREE 11 14.9
Total 74 100.0
INTERPRETATION
respondents are Disagree and 1.4% of the respondents are Strongly disagree
3.27 CHART DISPLAYING EFFORTS FOR THE CONDUCT OF
TRAINING EMPLOYEES
TABLE DISPLAYING
3.28FACILITIES AVAILABLE TO THE EMPLOYEES
AGREE 26 35.1
DISAGREE 13 17.6
Total 74 100.0
INTERPRETATION
are Strongly Agree, 17.6% of the respondents are Neither agree nor Disagree, 17.6% of the
3.28 CHART DISPLAYING FACILITIES AVAILABLE TO THE
EMPLOYEES
TABLE DISPLAYING
3.29INTERNAL COMMUNICATIONS AT YOUR COMPANY
AGREE 19 25.7
Total 74 100.0
INTERPRETATION
respondents are Agree, 35.1% of the respondents are Neither agree nor Disagree.
3.29 CHART DISPLAYING INTERNAL COMMUNICATIONS AT
YOUR COMPANY
TABLE DISPLAYING
3.30SATISFIED WITH YOUR SALARY OF THE EMPLOYEES
AGREE 19 25.7
DISAGREE 2 2.7
Total 74 100.0
INTERPRETATION
3.30. CHART DISPLAYING SATISFIED WITH YOUR SALARY OF
THE EMPLOYEES
3.31 CORRELATION
CORRELATION BETWEEN CAREER PATH OF YOUR PERSONAL AND

PROFESSIONAL DEVELOPMENT AT THIS COMPANY AND PROMOTION & CAREER
PATH
AIM:
To correlate Gender of employees and Promotion & career path.
H0(Null Significant): There is no significant relationship between Gender of the employees.
H1(Alternative Significant): There is significant relationship between promotion & career path.
Descriptive Statistics
Mean Std. Deviation N
Gender of the employees 1.80 .725 100
Promotion & career path 1.94 .789 100

Correlations
Career path of your personal and Promotion &

professional development at this career path
company
Gender of the Pearson 1 .120
employees Correlation
Sig. (2-tailed) .234
N 100 100
Promotion & career Pearson .120 1
path Correlation
Sig. (2-tailed) .234
N 100 100
57
INTERPRETATION
From the above table, the significant value is greater than 0.05, null hypothesis (H0) is rejected and
alternative hypothesis is accepted.Hence there is a significant relationship between promotion &
career path.
58
RESULTS
4.1 FINDINGS
 Respondents fall in the age group of 20-30 within the percentage of 48.6% Total
responses reveal that 91.9% of the respondents are Male.
 54.1% of the employees are married.
 Majority of the respondents 43.2% are 10th and below.
 The data reveals that most of respondents 54.1% are Functional department.
 Majority of the respondents 54.1% are working as Staff designation.
 It is found that respondents 43.2% monthly income was 10,001-20,001.
 62.2% are Strongly Agree with working with clean and comfortable with necessary
equipment’s.
 46% of the respondents are strongly agree with the awareness of department function.
 66.2% of the respondents are satisfied about ensuring adequate supply of man power
 he data reveals that most of respondents 28.4% neither Agree or Disagree of career path
and also progressing in personal and professional development at this company.
32.4% of the respondents are Agree with promotion and career path.
 Total responses reveal that 49.9% are Agree with the criteria that meet to be promoted.
 It is found that respondents 31.1% are Agree with predicting future career path in this
organization by observing other people's experiences.
 Majority of the respondents 37.8% are Agree with the organization supports exploring your
professional interests and goals.
 It is found that respondents 44.6% are Agree with the challenged at work on a daily basis.
 Majority of respondents 40.5% are Agree with the professional growth in
this organization.
 The data reveals that most of respondents 41.9% are Agree with opportunity to reach your
full potential at our organization
 Total responses reveal that 44.6% are satisfied with chances for promotion.
 40.5% are Agree with happy to spend the rest of my career with this organization.
 Most of the respondents 35.1% Agree with opportunity to develop my full potential.
 36.5% of them are Strongly agree with high value on employee satisfaction.
59
 The respondents 33.8% neither Agree or Disagree with good level of job security.
 Total responses reveal that 31.1% Strongly agree with dreams and goals of your career
path.
 The data reveals that most of respondents 33.8% are Strongly agree with role on your
working organization.
 It is found that respondents 33.8% are Strongly Agree sharpen my professional skills.
 33.8% of the respondents are Strongly agree with satisfaction about efforts for the conduct
of training employees.
 Total responses reveal that reveal that 35.1% of the respondents are Agree with satisfaction
about facilities available to the employees.
 39.2% of the respondents are Strongly agree with internal
communication in organization.
 Total responses reveal that 36.5% of the respondents are satisfied with there salary.
4.2 SUGGESTION
 Take a personal interest in employee career goals
 Promote training and development of employees
 Recognize employees how they want to be recognized
 Encourage mentoring and job shadowing
 Create a succession planning program
 Support work-life balance
 Rotate employee roles
60
4.3 CONCLUSION
Organizational structure affects employee performance; a well-organized organizational
structure indicates high productivity, true task delegation, the provision of incentives, and
centralized decision-making.
Starting from practical problems, this study selects new generation employees as research
object to explore the relationship between career growth and work engagement. Through the
analysis of empirical data, the assumption has been supported.Next the theoretical
contributions and management implications will be discussed.
Through the use of time calculations throughout the creation of products, the organization
encourages employees to actively participate and accomplish their jobs with enthusiasm while
also rewarding them on a daily basis. This enables them to apply their skills to various tasks
within the scope of their given obligations.
This corporation has the ideal organizational structure, and each employee is aware of the
responsibilities that are required of them and has access to everything they need to complete
those jobs. They are able to complete their tasks successfully.
In conclusion, the study found that employees in Excel Plast engage in several career self-
management strategies like positioning behavior, networking behavior, visibility behavior,
mobility behavior, influence behavior and extended work involvement.
61
A STUDY ON EFFECTIVENESS OF TRANSFER AND PROMOTION SCHEME
TOWARDS RS PAPER INDUSTRY AT MADURAI QUESTIONNAIRE
1. Name:
2. Gender:
a) Male [ ] b) Female [ ]
3. Age:
a) Below 20 years [ ] b) 21-30 years [ ]
c) 31-40 years [ ] d) Above 40 years [ ]
4. Education Qualification
a) SSLC [ ] b) HSC [ ]
c) UG [ ] d) PG [ ]
5. Experience
a) Below 5 years [ ] b) Between 5-10 years [ ]
c) Above 10 years [ ]
6. Monthly income level

a) Below Rs. 10000 [ ] b) Rs. 10001-15000 [ ]
c) Rs15000-20,000 [ ] d) Above Rs. 20,000 [ ]
7. Which kinds of paper products mostly preferred in this firm?

a) Paper Core Tube [ ] b) Thermal Paper Rolls [ ]
c) Billing Paper Roll [ ] d) Spiral Paper Tube 8. What are the [ ]

two types of Promotional Scheme in this firm?
a) Price Discount [ ] b) Product Discount [ ]
9. What are the five types of transfer the employees in this firm
a) Production Transfer [ ] b) Replacement Transfer [ ]

b) Versatility Transfer [ ] d) Shift Transfer [ ]
e) Remedial Transfer [ ]
10. What are the objectives of transfer and promotion in this company?
62
a) Request of employee [ ] b) creative opportunities [ ]
c) advancement and promotion [ ] d) erroneous placement [ ]
11. How does opinion about transfer Promotional schemes help businesses become
successful in this industry?
a)Highly satisfied [ ] b) Satisfied [ ]
c)Neutral [ ] d) Dissatisfied [ ]
e)Highly Dissatisfied [ ]
12. How does employee Transfer in positions and they are likely to be more effective
a) Highly satisfied [ ] b) Satisfied [ ]
b) Neutral [ ] d) Dissatisfied [ ]
f) Highly Dissatisfied [ ]
13. How do you know about the paper industry

a) T.V. [ ] b) News Paper [ ]
c) Retailers [ ] d) Magazines [ ]
14. When does the industry offer the discount?

a) Always [ ] b) Never [ ]
c) Bulk purchase [ ] d) Regular Retailers [ ]
15. What are the benefits of transfer and promotion in this firm
a) Fair and impartial [ ] b) Equal opportunities [ ]
c) Open policy [ ] d) length of service [ ]
16. How does factors influence to employee promotion in this firm?

a) Better salary [ ] b) higher responsibilities [ ]
c) High morale [ ] d) job satisfaction [ ]
17. Why do you like the Rs paper product?

a) Lifelong [ ] b) Quality [ ]
c) Low price [ ] d) Door delivery [ ]
18. How Promotional Scheme is an easier way to manage pricing on multiple Item?
c) Neutral [ ] d) Dissatisfied [ ]
63
e) Highly Dissatisfied [ ]
19. How does good policy in regard to transfers and promotions in this firm?
a) Excellent [ ] b) Good [ ]
c) Poor [ ] d) Bad [ ]
20. How do you feel about the level of satisfaction about price of paper product?
a) Satisfied [ ] b) Very satisfied [ ]
c) Dissatisfied [ ] d) Very dissatisfied [ ]

21. Transfers are usually effected to build up a more satisfactory work team and to achieve
in this firm ?
c)Neutral [ ] d) Dissatisfied [ ]
e)Highly Dissatisfied
[ ]
22. What are the reasons of transfer and promotion employees in this firm?
a) Capable of handling a different job[ ] b) experience [ ]
c) Additional hand [ ] d) interest frequently changes [ ]
23. State your opinion on purpose of promotion and transfer the paper products in this firm
Factor Highly satisfied Satisfied Dissatisfied Highly dissatisfied
Skill and knowledge

Reward and motivate
Higher productivity
Boost their morale
Employees more
versatile
24. Which of the Transfers are required for filling the vacancies created in the organisation
due to the following changes
Factor Highly satisfied Satisfied Dissatisfied Highly dissatisfied
64
Change in volume of
production
Change in technology
Production schedule
reduction in
workforce
Job pattern
25. If any suggestions ____________________________________________________
65

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CHAPTER I

Some of the key features of the Mill are listed below:

iv. Doubled the capacity within a period of 10 years from inception

v. State-of-the-Art paper machines with built in flexibility for manufacturing both

iii. Improvement of the infrastructure.

iv. Quality improvements and reduction in cost of production

Manufacture & Exporter of paper & Stationery products

Our Manufacturing Works has a well-equipped manufacturing facility with technically

• To provie the perfect product at right place at the right time.

• Competitors may offer cheaper products and tall promises

• Our strength is complete product solution

• Quality,price and logistics

• Sampling, pricing, logistics plan is complete.

• Require formal order and agreement.

Production Capacity is one 40ft container in 15days

• Experienced team of professionals

• Competitive price structure

• Qualitative range of product

Paper Tube Cutting Machine

PAPER CORE FINE CUTTING MACHINE

Rs 95,000 / PieceGet Latest Price

Model Name/Number VPP/2H/1600/

Automation Grade Manual

Usage/Application PAPER CORE CUTTING

Machine Blade Size 4 IN

Max. Cutting Depth 90 MM

Country of Origin Made in India

PAPER CORE FINE CUTTING MACHINE

2) CUTTING LENT 1600MM 3) CUTTING ID 38 MM TO ABO

Delivery Time: 30DAYS

Rs 65,000 / PieceGet Latest Price

Minimum Order Quantity: 2000 Piece

Capacity 0-5 ton/day

Pay Mode Terms: L/C (Letter of Credit),T/T (Bank Transfer),D/P,D/A

Port of Dispatch: Madurai

Production Capacity: 10000 CAN PER DAY

Delivery Time: 5 DAYA

Packaging Details: CORTEN BOX

Paper Core Tube

Textile Paper Tube

Spiral Paper Tube

Thermal Paper Rolls

Pos Billing Paper Roll

Thermal Billing Rolls

2/355B, SVD NAGAR

MADURAI-625018, TAMIL NADU

Benefits of Promotion Promotion

A Promotional Scheme is a temporary discount on one or more products.

In transfers, there is no change in the responsibility, designation, status or salary. It is a process

5 Types of Transfer Proposed

In order to enhance capacity utilization, industrial organizations, operate in multiple shifts—

1.4 REVIEW OF LITERATURE

(McCausland, Pouliakas, &Theodossiou, 2005)1Promotion is a shifting of employee for a job of

1.6 OBJECTIVES OF THE STUDY

• The factors influence to employee promotion in this RS paper industry

• The Promotional Scheme is an easier way to manage pricing on multiple Item

1.7 SCOPE OF THE STUDY:

1. The study was limited only to Madurai city region.

Research methodology is a way to systematically solve research problem. Research methodology is

2.3 SAMPLING TECHNIQUES

2.4 SAMPLE SIZE

2.5 SOURCE OF DATA:

2.7 TOOLS USED FOR DATA ANALYSIS