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Abstract
The study has examined job rotation and organizational commitment.The population of this study is designed to constitute all management and junior staff of selected manufacturing firms in Port Harcourt metropolis Rivers State which include Berger Paints and Brightway Glove. However, for the sake of time constraint the population of the study was made to be one hundred (100), the YaroYemensformular was used to determine the sample size of (80). Findings reveals that there is a significant relationship between job rotation and organizational commitment. Based on the findings of the study, summary, conclusion and recommendation are made that there is need to consider and appropriate for job rotation in job commitment evaluation programmes as a crucial executive director, managers need to provide opportunity for increasing job satisfaction and motivation, decreasing absenteesm and job quitting, optimalmotivational system need to be determined for implementing job rotation policy, payment process need to be performed base on performance and particularly learning diverse skills in motivational system.
TABLE OF CONTENTS
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems 3
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Significance of the Study 5
1.8 Definition of Terms 6
CHAPTER 2 7
LITERATURE REVIEW 7
2.1 Conceptual Framework 7
2.1.1 Concept of Job Rotation 7
2.1.2 Dimensions of Job Rotation 11
2.1.3 Concept of Employee performance 13
2.1.4 Measures of Employee performance 15
2.1.5 Job Rotation and Employee performance 17
2.2 Theoretical Framework 19
2.3 Empirical Review 24
CHAPTER 3 25
RESEARCH METHODOLOGY 25
3.1 Research Design 25
3.2 Population of the Study 25
3.3 Questionnaire Design 26
3.4 Source and Method Of Data Collection 26
3.5 Sample and Sampling Techniques 27
3.6 Data Analytical Techniques 28
CHAPTER 4 29
DATA PRESENTATION AND ANALYSIS 29
4.1 Data Collection and Presentation 29
4.2 Data Analysis 30
4.3 Discussion of Findings 33
CHAPTER 5 35
SUMMARY, CONCLUSION AND RECOMMENDATIONS 35
5.1 Summary 35
5.2 Conclusion 35
5.2 Recommendations 35
REFERENCES 37
APPENDIX II 40
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Employee performance is an approach that creates long-term stakeholder value by implementing a business strategy that considers every dimension of how a business operates in the ethical, social, environmental, cultural, and economic spheres. It also formulates strategies to build a company that fosters longevity through transparency and proper employee development. Employee performance is an evolution on more traditional phrases describing ethical corporate practice. The phrase is derived from two keys sources. This desire to grow without damaging future generations’ prospects is becoming more and more central to business philosophies.
Elkington (1997) developed the concept of the Triple Bottom Line which proposed that business goals were inseparable from the societies and environments within which they operate. Whilst short-term economic gain could be chased, a failure to account for social and environmental impacts would make those business practices unsustainable.
Measuring employee performance is possible through composite indicators which aggregate environmental, social, corporate governance and economic measures, e.g. complex performance indicator. Job enrichment is one construct that can enhance employee performance.
The construct “job enrichment” has become a fundamental tool for management in improving employees’ performance and organizational growth. It occurs when an employer through development and intensification, place extra amount of work on employees with the aim of making it more interesting, meaningful and increasing job challenge and responsibility. Jobs are enriched to motivate employees by adding to their responsibilities with a greater need for skill varieties in their jobs.
Job rotation is a way of designing jobs for employees to learn the required skills from different departments and get rid of exhaustion arising from repeated tasks. Facing new tasks and roles will revive and refresh employees and boost their morale (Jorgensen et al. 2005, quoted by Nasiripour et al. 2009). According to research conducted by diplomatic managers and officials, one way of raising employees’ motivation is to have a tool such as job rotation to affect operators’ performance and improve their commitment to their work (Mohsan, Musarrat Nawaz &Sarfraz Khan, 2012).
Agreeing on job rotation in organizations is following by different beliefs and reliable data forming the principles of decision-making (Muller, 2010). By correctly planning for relocation, organizations can solve human resource problems, lead employees’ to have positive perception of their job and organization, and at the same time reduce improper organizational behaviors (such as leaving, absence, and working poor). It is, thus, clear that job rotation is not only an ideal but an undeniable necessity (Majidi, 1987). The importance of job rotation is relatively known to all companies around the world. It is a good approach for organizations to develop employees, managers and executives (Mohsan, Musarrat Nawaz &Sarfraz Khan, 2012). As an alternative tool for designing jobs, job rotation helps in recognition of different skills of different jobs, and to eliminate employees’ fatigue resulting from doing boring tasks. New challenges motivate employees to improve their outputs by boosting their morale (Jorgensen, 2005). It is a process of in-service training to develop future managers by moving from a situation to another to enhance their perception and credit in different contexts (Seibert et al. 2001). Job rotation is different from training strategies in which employees learn their tasks. It though intensifies their flexibility (Burke & Moore, 2000).
Organizational authors claim that rotating employees from a unit to another is not costly but a necessity to the professional conditions defined as a chance to do tasks in higher levels, to take advantage of higher job benefits and to raise their job performance (Leat, 2007).
Job rotation is a systematic change of employees from a position to another within planned intervals (Dessler&Varkkey, 2009). Job rotation is a good tool for motivating employees and increasing their commitment to and involvement in a job profitable for organizational effectiveness (Zeira, 1974).
Accordingly and with regard to the undeniable necessity of organizational disorders, this paper aims to assess the effect of job rotation – as a tool for human resource management – and study individual and organization consequences.
1.2 Statement of Problems
Manufacturing firms employees are faced with several challenges such as poor job satisfaction, low motivation; low employee involvement in matters concerning the organization and inadequate skills to perform their duties. Manufacturing firms promotes the use of job rotation to motivate employees, as means of involving workers and as method of training and development. Therefore, employees are rotated from one department to another. Today, the major concern for bank is motivating the employees as well as enhancing performance, training and development and involving workers through job rotation. Recently bank has been experiencing high employee turnover yet it is one of the leading sector and has grown rapidly within a short period and there is a growing concern over the high rate of staff turnover and employees seemed to be stressed at the workplace (Tsuma 2015). This is because employees are dissatisfied with their jobs. This has made competent employees to move to other institutions in search for a better working environment. Low staff morale has been a problem afflicting most employees of bank leading to loss of qualified personnel (Tetty, 2006).Employees with low morale and motivation perform poorly and possess negative attitudes. In addition, their behaviour can also affect other employees’ performance. This can directly affect a company’s bottom line (McFarlin, 2015). Tarus, (2014) states that despite the fact that companies have adopted job rotation, there are still persistent complaints. In order to realize the true potential of job rotation the study examined the relationship between job rotation andemployee performance of manufacturing firms in Port Harcourt.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between job rotation and organizational commitment. The specific objectives are as follows:
i. To examine the relationship between promotion andemployee performance of manufacturing firms in Port Harcourt.
ii. To examine the relationship between job transfer andemployee performance of manufacturing firms in Port Harcourt.
iii. To examine the relationship between human resources relocationandemployee performance of manufacturing firms in Port Harcourt.
1.4 Research Questions
i. To what extent does promotion influence employee performance of manufacturing firms in Port Harcourt?
ii. To what extent does transfer influence employee performance of manufacturing firms in Port Harcourt?
iii. To what extent does human resources relocation influence employee performance of manufacturing firms in Port Harcourt?
1.5 Significance of the Study
This study is significant in the following ways;
Firstly, it will assist the organization to continually plan for the good of their employee’s and also make use of job rotation andemployee performancefor the good of the organization.
Others who will benefit from this study include managers, business organizations, higher institutions and the society in general. The study will also add to literature on the subject matter.
1.6 Scope of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
1. Content Scope: The content scope of this study involves an investigation to ascertain the relationship between job rotation and employee performance of manufacturing firms in Port Harcourt. The dependent variable is employee performance, measures by productivity, efficiency, and effectiveness. While independent variable is job rotation measure by promotion, job transfer and human resources relocation.
Geographical Scope: This study is delimited to selectedBerger Paints 70, Ordinance Road, Trans-Amadi Industrial Layout, and Brightway Glove, 3 High Tension Road, Ekorokoro Community, Aleto, Eleme, Port Harcourt, Rivers State Nigeria.
Unit of Analysis: The unit of analysis involved the staff at the time of this study.
1.7 Limitations of the Study
In carrying out an investigation of this nature the researcher must of necessity be faced with some constraints.
Firstly, the time constraints, the time frame provided for this study was short.
Secondly, Financial constraints. Usually, a study of this nature involved some level of expenditure therefore; finance was also a limiting factor.
Thirdly, Poor response from the respondent and inability to access the entire population of the study. In the next segment significance of the study will be discussed and lastly, poor measurement instrument.
1.8Definition of Terms
There is need for every work in a research proposal and of course in any research report to be clear as to its meaning, since words have different meaning in different context.
Commitment: The state or quality of being dedicated to a cause, activity, etc.
Job Rotation: It is a technique used by employers that would use this method on their employees to rotate their assigned jobs throughout their employment.
Organization: An organized group of people with a particular purpose, such as a business or government department.
Organizational Commitment: It is the individual’s psychological attachment to the organization.