Evaluating the Effect of Employee Transfer on Organizational Productivity (A Study of First Bank)
Chapter One
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To determine the nature of employee transfers
- To determine the nature of organizational productivity
- To determine the effect of employee transfers on organizational productivity
- To determine the effect of employee transfers on the organisational productivity of first Bank
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Employees Transfer
It is lateral shift causing movement of individuals from one position to another usually without involving marked change in duties, responsibilities, skills needed or compensation (Yoder 1958). 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 Mahapatra (2010). Therefore from that context employees transfer is a relocation of an employee to the same class in a deferent department or job site or to a related classification within the same salary range.
Performance
According to Armstrong (2010) recited in the Oxford English Dictionary defined the performance as the accomplishment, execution, carrying out, working out of anything ordered or undertaken. This refers outputs/outcomes (accomplishment), but also states that performance is about doing work as well as being about the result achieved. On regard of that, it is important to consider the Adam’s Equity Theory factors which tried to analyze the outputs and inputs that striving to improve an employee’s job satisfaction, and motivation level and what can be done to promote higher level of performance. According to Adam, the consideration of the balance or imbalance that currently exists between your employees is needed. Inputs typically include effort, loyalty, hard work, commitment, skills, ability, adaptability, flexibility, tolerance, determination, enthusiasm, trust in superiors, support of colleagues, and personal sacrifice (Adam J, 1963). And output typically include: Financial rewards (such as salary, benefits perks) and intangibles that typically include recognition, reputation, responsibility, sense of achievement, praise, stimulus, sense of advancement/growth and job security. The idea behind Adam’s Equity Theory is to strike a healthy balance here, with output on one side of the scale; inputs on the other both weighing in a way that seems reasonably equal (Adam J, 1963). If the balance lies too far in favor of the employer some employees may work to bring balance between inputs and outputs on their own, by asking for more compensation or recognition others will be de motivated, low performance and still others will seek alternative employment (Adam J 1963). Therefore performance is indeed often regarded as simply the outcome achieved; a record of a person’s accomplishments.
Knowledge transfer
Wright, (2003), Knowledge transfer is such a factor that promotes guidance on career development and role modelling which both contribute greatly to employee’s development. According to Nonaka and Takeuchi (2001), workplace relationships should be fostered to promote transfer of tacit knowledge, which is stressed the importance of human resource development to organization success. Knowledge transfer according to DeLong (2004), is a key mechanism for organizations success. Similarly Von Krogh, (2000) emphasizes the importance of knowledge transfer. While Fernandez and Sabherwal (2001) found that social processes played an important role in the transfer of tacit knowledge among members in an organization. Haven gone through several literatures on Knowledge transfer and definitions given to Knowledge transfer by scholars, this research study agreed with the definition given by Arogundade (2013). Based on the above, in this study Knowledge transfer is conceptualized as a process where the person facilitates professional growth of an individual (mentee) by providing skilled and knowledge transfer learned through the years. Small businesses, which bring together so starkly the economic and noneconomic realities of organizational life (Ibrahim and Ellis, 1994), offer a particularly attractive site for understanding how the confluences of economic and noneconomic considerations affect strategic decisions. Selznick, (1957), small business entrepreneurs are unique in that they seek to build businesses that are also most cases family institutions.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to evaluating the effect of employee transfer on organizational productivity.
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
(ii)Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
Population of a study is a group of persons or aggregate items or things. The researcher is interested in getting information on evaluating the effect of employee transfer on organizational productivity. 200 staffs of first bank in Enugu state were selected randomly by the researcher as the population of the study.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain Evaluating the effect of employee transfer on organizational productivity (a study of first bank).
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of evaluating the effect of employee transfer on organizational productivity
Summary
This study aimed at having a critical analysis on evaluating the effect of employee transfer on organizational productivity (a study of first bank). Four objectives were raised which included; To determine the nature of employee transfers, to determine the nature of organizational productivity, to determine the effect of employee transfers on organizational productivity and to determine the effect of employee transfers on the organizational productivity of first Bank. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staffs of first bank, Enugu state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made HRM, managers, customer care officers and junior staffs were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
The finding implies that employees transfer effect organizational productivity where competent and compromising employee was transferred to other place of work. The employee’s performance is necessary for business success, organization therefore need understand how knowledge transfer affects employees performance, the ability of the leaders and management of organization to effectively improve employees performance in today’s competitive business world is traceable to effective knowledge transfer programmes.
Recommendation
The organization should ask the employee to complete the schemes of work or present topic before leaving to his/her current position.
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