EVALUACIÓN DEL DESEMPEÑO PROFESIONAL DE DIRECTIVOS

compensation. A transfer according to O. Glenn Stahl, ".... Involves the movement of the employee to another position of the same class in another organization unit. This is a horizontal movement". It does not involve a change of duties but only a change from the jurisdiction of one executive to that of another. On the other hand, reassignment is a change of work, not involving increased responsibilities, in the same office.There are many reasons that can account for transfers. One, as noted by Stahl, is "original placement cannot ...wholly assure that the appointee is fitted to his job. There always possibilities of round pegs in square holes....".

Another point you should note about transfers is that whereas some are within the same department (intra-departmental transfers) others are across (inter-departmental transfers).

Usually the former are easier to effect, not involving the authority of the central

personnel agency, the latter, is usually difficult to effect and usually involves the approval or the action of the central personnel agency.A variant of transfers which combines the characteristics of reassignment is posting. Posting is the reassignment of a given class or cadre of officers who are functionaries of a given office, e.g the office of the Head of Service or the Establishment Division. from ministry to ministry, department to department as the exigencies of office/functions demand. These class of officers are in a "pool" and are "rotated" from one ministry or department to another as a regular part of their character to improve growth of employee and of the organization. It has its

advantages and disadvantages.

The former is that it heightens morale by not tying one to a particular location and it engenders training in varied experiences. The latter is that it can take an employee to an undesired organization unit or location. If done too frequently it can lead to an employee not gathering any useful experience. With a reasonable use, its advantages out-weigh its disadvantages.

3.3 Management of rewards and incentives

The rewards and incentive system can be improved in several ways.

i. Rewarding Superior Performance. Extension organizations have to develop a reward system which encourages superior performance so that pay and wage administration will be an effective tool to promote performance, motivation, and satisfaction. A clear job description, performance standards, and performance appraisal will help in evaluating extension work and rewarding people for meritorious service. Ways and means have to be found within the existing framework of public administration for basing pay on performance. For example, extension workers on the basis of their performance can be sent for higher education. Nonmonetary rewards such as recognizing the good ideas of field workers or awarding honourable titles will also help in improving performance.

Extension personnel may also be encouraged to form professional societies to develop and communicate high standards, as well as to recognize superior performance. A professional monthly journal or newsletter can help extension agents to communicate innovative ideas and reinforce superior performance.

ii. Improved Working Conditions at the Field Level. The reward system must also be internally equitable. The relative importance of field-level extension functionaries has to be realized in terms of pay compensation and other amenities. Lower level extension workers often have to work under unpleasant and isolated conditions. A carefully planned system of field allowance will compensate this (Baxter, 1990). The living conditions of field extension workers must be improved by providing adequate facilities for housing, transport, and medical and educational allowances for children.

iii. Career Planning and Development for Extension Personnel. A career refers to all of the jobs that people hold during their working lives. Career planning is the process by which employees plan their career goals and paths. Career development refers to all of the technical and managerial skills employees acquire to achieve their career plans. Career advancement, which gives a picture of future opportunities in terms of promotion, is a motivating factor for performance and development of skills.

Unfortunately, no career structure exists for extension personnel in many organizations.

In developing countries like India, there are many cases where one joins as a village extension worker and retires in the same position after serving thirty to thirty-five years.

As part of improving the rewards and incentives system, extension organizations have to develop suitable career paths and advancement for different categories of extension personnel on a systematic basis.

As part of career development, extension personnel should be provided with opportunities to develop their technical and managerial skills to enable them to occupy higher positions.

Extension personnel should have a salary structure as well as promotion opportunities

4.0 Conclusion

In this unit you have been introduced to the concept of staff promotion. You now know that promotion comes with higher duties/responsibilities and higher pay. You also know that transfers and reassignments are movements that do not involve higher positions or higher pay. You have also learnt, bases for promotion and what importance to place on each.