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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