lesson 10 internal mobility - copy

7/25/2019 Lesson 10 Internal Mobility - Copy

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LESSON 10:- INTERNAL MOBILITY

STRUCTURE OUTLINE

10.1 Learning objectives

10.2 Introduction: Internal mobility

10.3 The four Ws of internal mobility ! "hat# "hen# "hy# "ho $and ho"%

10.& 'eed and (ur(ose of internal mobility

10.) Ty(es of internal mobility

10.).1 *romotion

10.).2 Transfer

10.).3 +emotion

10.).& ,uccession (lanning

10.) .) -ob rotation10. ,ummary10./ lossary

10. ns"ers to chec your (rogress

10.4 5eferences10.10 ,uggested readings

10.11 Terminal and model 6uestions


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10.1 LEARNING OBJECTIVES

7 To com(rehend the meaning 'eed and (ur(ose of internal mobility

7 To delineate The & Ws of inner mobility ! "hat# "hen# "hy# "ho $and ho"%

7 To find out the ty(es of internal mobility: *romotion# +emotion #Transfer# ,uccession

(lanning and -ob rotation

10.2 INTRODUCTION

n em(loyee has inclination for internal mobility as long as he is sure of getting suitable

em(loyment "ithin the organi8ation. The organi8ations may resort to internal mobility until they

find suitable candidate for diverse jobs "ithin the organi8ation. 9ustomarily# career management

agenda "as observed as something the business im(lement for the benefit of the em(loyees. It

"ould benefit the organi8ation in the long run through im(roved em(loyee motivation#

em(loyees loyalty and yield. These career management (rogrammes be run unofficially in the

organi8ations# thus career management (rogrammes are neither (lanned nor im(lemented. The

curren !u"#ne"" en$#r%n&en h'" ch'n(e) 'n) ch'**en(e) he hu&'n re"%urce +unc#%n %

,r%$#)e $#'!*e ')$'n'(e % %r('n#'#%n".

Therefore# career (lanning and develo(ment has become a influential device in dealing "ith 5

issues of all organi8ations. ,ome of these issues relate to :

7 (ersistence of ne"ly hired em(loyees#

7 their retention#

7 management of transfers#

7 (roviding gro"th o((ortunity#

7 re"arding and retaining em(loyees#7 ;nsuring smooth succession (lanning.

(ro(erly (lanned and im(lemented career (rogrammes can save cost# reduce turnover and

im(rove (roductivity.

The +%cu" %+ c'reer &'n'(e&en ,r%(r'&&e" %+ he %r('n#'#%n "h%u*) !e %n #nern'*

&%!#*# %+ he e&,*%ee" % +u*+#** %r('n#'#%n/" R (%'*". The #nern'* &%!#*#

#nc*u)e" :-

r%&%#%n

De&%#%n r'n"+er"

Se,'r'#%n"

Succe""#%n ,*'nn#n( 'n) %! r%'#%n.

10.3 TE 4OUR 567 O4 INTERNAL MOBILITY 8 6AT9 6EN9 6Y9 6O AND

O6;

Internal mobility is the (rocess# "hich include transfer of em(loyees from a (osition to another

"ithin the same organi8ation.


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9ustomarily# it is used to cover the (rovisional shortage of the (resent serving of a (ost# to fill u(

the em(ty (lace eventually arise in an organi8ation (lus the ne" (osition (roduced in the

organi8ation. Internal mobility can undoubtedly be referred as (art of an organi8ation staffing

tactics.

The introduction of this (olicy can enable em(loyers to attain e allo"ing organi8ations to efficiently carry out the essentials of

their staffing (ractice# mainly aim at identifying and a((ointing the correct (erson for the correct

(ost.

A" rec%&&en)e) ! Ch'#r&'n 'n) CEO Je++ J%erre" 2010;9 M'n,%


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This alternative also has an advantage of free@cost "ay out to fill u( internal short@term

vacancies and create a fle,ece) %

en'!*e e&,*%er" % 'ch#e$e $'*u'!*e re"u*" % ,r%ec #ne**ecu'* ,r%,er9 &'#n'#n

c%&,e##$ene"" 'n) #nn%$'e +'"er.

The ris associated "ith disclosure of confidential information is reduced as individuals stays

"ithin the organisationA though the current case of 5enault Drance $"here the alleged 3 s(ies

have been dismissed% seems to undermine this (rinci(le. En the other side it had led to the

situation of com(osed "oring environment "ithin the organi8ation that adversely affects the


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ca(abilities of the organi8ation to observe things from diverse (erce(tion and outloo. ; (lan to avert the disru(tions normally associated

"ith a too high mobility turnover rate.

The organi8ations trying to ado(t internal mobility (rogramme for reducing their turnover rate#

should avoid ado(ting measures that causes further turnover $although of a different ty(e% and

leads to negative effects usually associated "ith these.

*rior to im(lementation of an internal mobility (rogramme in an organi8ation# some facts and

considerations are to be e(t in mind "hich is absolutely crucial in order to tae later the reliable

decisions.

The first facet is to consider# concerns decision to internally (ost all of the (ositions available

"ithin the organi8ation or other"ise. ;ven though the business may decide to advertise all the

o(enings internally# this should not (revent the organi8ation to e


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any given (osition accounts in turn for that (osition to fall vacant and needing to be hence filled#

is lie getting in tra( of vicious circle. The fact of the matter is that for each moved (erson t"o

recruitment (rocesses are thus re6uired: one aiming at re(lacing the (erson involved "ith

mobility and the other at filling the vacant (osition let by the (erson "ho "ill be moved.

Internal mobility should not merely be intended about filling jobs and moving (eo(le around to

different functions. The s(ecific aim of the (rogramme should s(ecifically be at effective and

(ro(er use of resource and talent available "ithin the organi8ation.

The a((roach of moving available human resource "ithin the diverse areas of trades is to mae

aggressive use to attain s(irited edge.

Whatever the aim of internal mobility and the "ay its im(lementation# internal mobility is

basically and invariably destined for the im(rovement of individuals sills and (roviding them

(ossibilities for gro"th and career advancemen.

;very organi8ations should also thin eventuality before considering a minimum (eriod of

(ermanence in the current job (osition before deeming an individual eligible for the internal

mobility (rogramme.

While (re(aring and develo(ing the (olicy# em(loyers should tae into consideration "hether

they are "illing to acce(t a((lications from the staff involved in disci(linary (roceeding#

es(ecially "hether on account of unsatisfactory (erformance claims# as long as the (roceedings

have not been resolved# at least.

Canagers definitely (lay a remarable role in the Dor successful im(lementation of internal

mobility (rogramme the remarable role is (layed by managers for the success.

s a((ro(riately suggested by ,tiles et al $200%# managers should encourage and foster staff

move for (ersonal and (rofessional gro"th and act as mentors and coaches. Canagers should

also be able to avoid =silo thining># that is# to sho" concern just for their units interest# rather

than for the benefit of the "hole organi8ation. The effect of such a (ractice "ill indeed have a

strong negative im(act on leadershi( develo(ment and no"ledge sharing across the

organi8ation.

En job (osting# considered to succeed in those environment "here culture encourages managers

to facilitate transfer of talent across the organi8ation# is considered a hel(ful and successful "ayto brea do"n the barriers eventually raised by internal =silos.>

10. Nee) 'n) ,ur,%"e %+ #nern'* &%!#*#

Nee) +%r #nern'* &%!#*#


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To improvethe

efectiveness o the

organization

Tomaximize

theemployeeeciency

To ensurediscipline

To adapt

organizational

changes

The basic necessity of internal mobility is to match the em(loyees sill and re6uirement "ith

the demand of the job and those of the organi8ation continual.

Inern'* &%!#*# #" nee)e) !ec'u"e %+ he +%**%


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4#(ure 1 : The +%ur +%*) ur,%"e %+ #nern'* &%!#*#

1.; T% #&,r%$e e++ec#$ene"" %+ he %r('n#'#%n: @ The organi8ations effectiveness de(ends

mainly on ho" "ell the (olicies# (rogramme and (rocedure are im(lemented in actual (ractice#

"hich in turn de(ends on suitability of em(loyee sills# no"ledge# commitment etc.# to the job

re6uirements. ;m(loyee suitability to the job re6uirement can be mostly secure through (ro(er

(lacement and job reassignment to internal em(loyee as and "hen vacancies occur. ;m(loyees

contribution "ould be ma


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Pr omotion str ans fers

jobrotationdemotions

Su cc essionpla nn ing

To accom(lish the above mentioned needs# the organi8ations choose to the follo"ing methods of

internal mobility "hich may range from (romotion demotion transfer and se(arations and

succession (lanning also sometimes

See +#(ure 2

4#(ure 2: T,e" %+ Inern'* M%!#*#

Let us discuss these in detail. ;ach of these is e


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greaterresponsibil

ity

greaterprestige

andstatus

esclatingof payscale

Tr')##%n'**9 "en#%r#is considered to be the most commonly used method for the (romotion

of its em(loyees. T%)' c%&,e##$e en$#r%n&en +'$%ur" c%&,eence '" ' !'"e +%r

,r%&%#%n" #n he %r('n#'#%n.

It is felt that (romotions based on com(etence are a su(erior motivator for the em(loyees. ?ut

com(etence itself is )#++#cu* % )e+#ne 'n) &e'"ure. ;ven "here# one is able to define and

measure com(etence of an em(loyee# it "ill al"ays relate to (ast (erformance of an em(loyee.

?ut (romotions re6uire some more@(rediction about a (ersons future (erformance.

In %r)er % "%*$e he #""ue9 '""e""&en cenre &eh%) #" u"e) #n he %r('n#'#%n for

identifying high (erformers for (romotion. S%&e %r('n#'#%n u"e c'reer ,'h#n( +%r

e&,*%ee )e$e*%,&en. 9areer (athing is a (lanned movement of an individual through a

carefully develo(ed se6uence of job assignments to develo( the em(loyees sills# no"ledge

and com(etencies. It allo"s stretching of em(loyees talent by moving them through selectedjobs "ith increasing challenges and res(onsibility.

Acc%r)#n( % 'u* ,#(%ur" 'n) Ch'r*e" A. Mer"# =(romotion is advancement of an em(loyee

to a better job better in terms of greater res(onsibility# more (restige and status# grater sill and

es(ecially increased rate of (ay or salary.> ,ee Digure 3

4#(ure 3 : E*e&en" %+ ,r%&%#%n


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Acc%r)#n( % ,u*',' "u!!' r'% =(romotion is the reassignment of a higher level job to an

internal em(loyee $"hich is su((osed to be assign e.

T,e" %+ ,r%&%#%n

7 Ver#c'* ,r%&%#%n: - Gnder these ty(es of (romotion# em(loyee is moved to the

ne


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7 *romotion of em(loyee from lo"er ran to higher (osition has double benefits# one to the

the organi8ation and other to the em(loyees.

7 *romotion (laces the em(loyee in a (osition "hich enhances the em(loyee sill and

no"ledge leads to innovative idea generation.

7 sIt creates and increase the interest of others em(loyee in the com(any as they belives

that they "ill also get their turnA

7 It creates among em(loyees a feeling of content "ith the e


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(roduct line J 6uality# change in (attern of the job caused by modification in managerial

structure# fluctuation in the conditions of the maret lie demand fluctuation# introducing the

fresh line or sining of e


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7 en'* r'n"+er:it is a transfer initiate as a (unishment for the em(loyee to maintain

in disci(line among em(loyee.

Tr'n"+er c'n !e !'"#c'** %+ hree c'e(%r#e"

;m(loyee@Initiated Transfer

9om(any Initiated Transfer

*ublic Initiated Transfer

1. E&,*%ee #n##'e) r'n"+er:

This transfer is also no"n as (ersonal transfer. These transfers are (rimarily in the

interest of the em(loyee and according to his convenience and desire.

Durther# these transfers can be classified into e&,%r'r 'n) ,er&'nen r'n"+er".

o

Te&,%r'r r'n"+er": the reason for em(loyee initiated tem(orary transfers are:7 +ue to uncertainty for eg. health or involvement of em(loyee in accident#

7 +ue to (ersonal issues lie care of old (erson and

7 +ue to other ad hoc (roblems lie (ursuing education.

o er&'nen r'n"+er": there are several reasons for em(loyee initiated

(ermanent transfer.

7 E"ing to chronic ill health or (ermanent disablement caused by accident#

7 E"ing to family (roblem lie taing care of affairs in his native (lace# With

a vie" to correct his "rong (lacement.

7 ;m(loyee may not be interested in the current "or# "oring condition and

the environment of his (resent job and hence may re6uire a transfer#

7 In order to relieve himself from the monotony or boredom caused due to

same job for years together#

7 To avoid clash "ith su(eriors and maintain coordinal relations "ithin the

organi8ation : If most of em(loyees are "oring under the same su(erior

they might re6uest for a transfer# the situation should be corrected by other

means lie develo(ing that su(erior in inter@(ersonal sills rather than

transferring the subordinate#

2. C%&,'n #n##'e) r'n"+er: These are further divided into t"o categories

mentioned belo":

o Te&,%r'r r'n"+er:reason for the com(any initiated tem(orary transfers are:

+ue to tem(orary non@attendance of em(loyee#

+ue to variation in 6uality of (roduction and thereby in "or load#

+ue to short term vacancies.


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o er&'nen r'n"+er" : 9hanges in the 6uality of (roduction# lines of activity#

technology# organi8ational structure as discussed earlier

7 To im(rove versatility of em(loyees#

7 To im(rove the em(loyees job satisfaction level

7 To minimi8e bribes or corru(tion in the "oring of the organi8ation.

3. u!*#c #n##'e) r'n"+er: - *ublic also initiate the transfer generally through the

(oliticianBgovernment for the follo"ing reasons:

If the behavior of an em(loyee is against the social norms of the society or

if he indulges in any social evils.

If the functioning of an em(loyee is against the interest of (ublic.

The &'%r )r'

7 Transfer reduces the monotony and boredom of the em(loyees.

7 It increase em(loyees job satisfaction level.

7 Durther# It im(rove em(loyees sills# no"ledge etc. and also correct fla"ed

(lacement and inter@(ersonal conflicts. Thus# they im(rove em(loyees morale

7 Durther# they (re(are the em(loyee to meet organi8ational e


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It is the o((osite if (romotion. +emotion is the reassignment of a lo"er level job to an

em(loyee "ith delegation of res(onsibility and authority re6uired to (erform that lo"er

level job and normally lo"er level (ay. It is one of the form of (unishment to tae

disci(linary actions in the organi8ation. Ergani8ation use demotions less fre6uently as it

affect the em(loyee career (ros(ects and moral.

Re'"%n" +%r De&%#%n:

7 Un"u#'!*e % he e&,*%ee % h#(her *e$e* %!:em(loyees are (romoted based

on seniority and (ast (erformance# but some of the em(loyees (romoted on t"o

bases may not meet the job re6uirement of higher level job. In most cases#

em(loyees are (romoted to the level "here they (rove to be incom(etent in doing

that job. ,uch em(loyee may be demoted to the lo"er level jobs "here their

sills# no"ledge and a(titude suit the job re6uirement.

7 A)$er"e !u"#ne"" c%n)##%n: generally adverse business condition forces theorgani8ation to reduce 6uality of (roduction# "ithdra"al of some lines of

(roducts# closure of certain de(artment or (lants. In addition# organi8ation resort

to economy drives. 9onse6uently organi8ation minimi8es and the number of

em(loyee "ill be demoted under such condition.

7 Ne< echn%*%( 'n) ne< &eh%) %+ %,er'#%n )e&'n) ne< 'n) h#(her *e$e*

"#**. If the e


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D.; Succe""#%n *'nn#n(

Identifying those individuals in the organi8ation "ho stand a fair chance of succeeding an

e


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The job satisfaction level increases because "orers are e


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2................................................... is the (rocess of laterally moving an em(loyee to different

(ositions# de(artments or geogra(hic locations for the (ur(oses of (rofessionally develo(ing the

em(loyee by e


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+esh(ande# ,. $1442%. 9om(ensation Legislation in India. What G, investors need to no".

om&ensation Benefits Re*ie+, 2-(5)# )/@0. rossman# 5. $200%. 5Ns 5ising ,tar in India.

HR Maga.ine# &@)2. .sh"atha(a# uman 5esource and (ersonnel Canagement@ Te

lesson 10 internal mobility - copy

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