The Factors that Influence Job Transfer and Its Impact on Organizational Performance: Mini-Review Approach

Istyadi Insani; Jumadil Saputra; Hardi Warsono

doi:10.56225/jmsc.v1i1.127

Authors

Istyadi Insani Faculty of Social and Political Sciences, Universitas Diponegoro, Semarang, Indonesia
Jumadil Saputra Faculty of Business, Economics and Social Development, Universiti Malaysia Terengganu, Malaysia
Hardi Warsono Faculty of Social and Political Sciences, Universitas Diponegoro, Semarang, Indonesia

DOI:

https://doi.org/10.56225/jmsc.v1i1.127

Keywords:

resources, learning and development, remuneration, employee relations, job transfer, organizational performance

Abstract

Job transfer is a way for an individual to obtain more experience and exposure. Because fewer individuals inhabit each successive layer as they ascend the organizational hierarchy, it is frequently more available than a promotion. Various strategies for implementing activities continue to be developed by Human Resources (HR) practitioners and researchers who regulate the organizational structure, human capital, employee performance, employee satisfaction, and task execution. Many studies have been conducted to identify the factors that influence employee transfer positions. This study aims to provide an overview of other factors that can encourage the success of job transfer. This study explicitly analyzes the content and context of the relationship between job transfer and organization, resources, learning and development, rewards, and employment relationships. This study uses a qualitative method by reviewing 27 journals from previous researchers. This study showed an association between variables such as organization, resources, learning and development, remuneration, and employee relations in transferring positions directly or indirectly through motivation as an intermediate variable. Furthermore, this study found that organization, resources, learning and development, remuneration and employment relations, and remuneration and employment relations directly or indirectly affect the transfer of positions. Thus, we expected to provide a new theory for predicting employee performance improvement through job transfers for improving organizational performance.

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