Unit # 8.

Transfer and Promotion of Staff in School Organization

Meaning and Scope of Transfer
Transfer refers to the shifting of employees form one job to another within the same organization where salary, responsibilities and category of the new job and the previous job are almost same. Transfer of an employee can be done in other department of the same plant or office or to the same department of plant or office located in other region/city.

In addition it is the movement of an employee from one job to another on the same occupational level and at about the same level of wages or salary" No appreciable change in task or responsibility is expected, SCOTT and others define transfer as the movement of an employee from one job to another. It may involve a promotion, demotion or no change in job status other than moving from one job to another.

Conditions for Transfer

y Transfer can be done on the request of employee due to personal reason like family problem or health problem.

Due to HR policy which states that one employee can work in department or place for specific time period Transfers are common in the organizations where the work load varies timely.

If an employee is not able to do the work or job assigned effectively he can be transferred to the other job where he can use his skills properly according to his interest and abilities

Departmental vacancies can be filled with transfer of employees from overstaffed department. Employees can be transferred to the position or department with the higher priority workload.

Reasons Why Transfers Are Made

Promotion

Demotion Job dis-satisfaction Feeling unsecure Un-acccessiblity

Meaning of promotion

It is a vertical movement of an employee to a position with higher status, more pay and benefits and greater responsibilities. A sound and properly administered promotion policy develops morale, stimulates efficiency and provides opportunity for advancement to loyal employees. The opportunity and hope of promotion motivates employees to better efforts and tends to retain them with the organization. Thus, it reduces labour turnover. It increases interest in training and self-development as a necessary preparation for promotion. A company without any clear-cut promotion policy will have disgruntled and dissatisfied workers. Discontent will produce frustration and turn good workers into trouble-makers.
Conditions for Promotion of Staff

A comprehensive and realistic promotion policy should cover the following points:

(1) There should be clear-cut lines of promotion describing education, experience, ability etc. required for each job. (2) The opening for promotions must be communicated to the employees well in advance. (3) Scientific performance appraisal should be used to ensure rational and fair decision regarding promotion. (4) Potential candidates should be given training for promotion. (5) Supervisors recommendation must be duly considered by management (6) There should be a probationary period of say one year before confirmation. (7) The basis of promotion should be seniority at lower levels, seniority-cum-merit at middle levels and merit at higher levels. (8) Middle and Higher Management level jobs should, whenever possible, be filled up through promotion from within. (9) A provision for arbitration should be available to deal with grievances pertaining to promotion from aggrieved party/trade unions.
Principles of Merit Performance

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iv. v.

Recruitment should be from qualified individuals from appropriate sources in an endeavor to achieve a work force from all segments of society, and selection and advancement should be determined solely on the basis of relative ability, knowledge and skills, after fair and open competition which assures that all receive equal opportunity. All employees and applicants for employment should receive fair and equitable treatment in all aspects of personnel management without regard to political affiliation, race, color, religion, national origin, sex, marital status, age, or handicapping condition, and with proper regard for their privacy and constitutional rights. Equal pay should be provided for work of equal value, with appropriate consideration of both national and local rates paid by employers in the private sector, and appropriate incentives and recognition should be provided for excellence in performance. All employees should maintain high standards of integrity, conduct, and concern for thepublic interest. The Federal work force should be used efficiently and effectively.

vi. vii. viii.

Employees should be retained on the basis of adequacy of their performance, inadequate performance should be corrected, and employees should be separated who cannot or will not improve their performance to meet required standards. Employees should be provided effective education and training in cases in which such education and training would result in better organizational and individual performance. Employees should be: A. protected against arbitrary action, personal favoritism, or coercion for partisan political purposes, and B. prohibited from using their official authority or influence for the purpose of intefering with or affecting the result of an election or a nomination for election.

ix.

Employees should be protected against reprisal for the lawful disclosure of information which the employees reasonably believe evidences: A. a violation of any law, rule, or regulation, or B. mismanagement, a gross waste of funds, an absence of authority, or a substantial and specific danger to public health or safety.