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Abstract
The study examined the relationship between job rotation and organizational effectiveness of deposit money banks in Port Harcourt. The study was designed to focus on some selected deposit money banks in Port Harcourt metropolis Rivers State. The population of the study was one hundred (100). A structured questionnaire on job rotation and organizational effectiveness was used and administered for the collation of data. The Taro Yemen’s formula was used to determine the sample size which is 80. Findings amongst others reveal that there is a significant relationship between job rotation and organizational effectiveness. Based on the findings of the study, summary, conclusion and recommendations were made that Job transfer leads to increased profitability in selected deposit money Banks in Port Harcourt and Job transfer leads to increased market share in selected deposit money Banks in Port Harcourt. Base on the findings of the study, we recommended that managers should adopt job rotation programmes to get employees acquainted with their jobs. A systematic plan is designed to evaluate job performance of employees during rotation where especially great attention is devoted to skill diversity of staff; because job rotation cannot influence performance without diversity of skills.
Table of Content
TITLE PAGE i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background to the Study 1
1.2 Statement of the Problem 2
1.3 Objectives of the Study 3
1.4 Research Questions 3
1.5 Statement of Hypotheses 4
1.6 Significance of the Study 4
1.7 Scope of the Study 5
1.8 Limitation of the Study 5
1.8 Definition of Terms 6
CHAPTER TWO 7
REVIEW OF RELATED LITERATURE 7
2.1 Conceptual Framework 7
2.1.1 Concept of Job Rotation 7
2.1.2 Dimensions of Job Rotation 9
2.1.3 Organizational Effectiveness 10
2.1.4 Measures of Organizational Effectiveness 11
2.1.5 Job Rotation and Organizational effectiveness 13
2.2 Theoretical Framework 16
2.3 Empirical Framework 18
CHAPTER THREE 25
RESEARCH METHODOLOGY 25
3.1 Research Design 25
3.2 Population of the Study 25
3.3 Sample Size 26
3.4 Sampling Techniques 27
3.5 Source and Method of Data Collection 27
3.6 Methods of Data Collection 28
3.7 Questionnaire Design 29
3.6 Data Analytical Techniques 29
3.7 Reliability and Validity 30
CHAPTER FOUR 31
DATA PRESENTATION AND ANALYSIS 31
4.2 Hypotheses Testing 35
4.3 Discussion of Findings 40
CHAPTER FIVE 42
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 42
5.1 Summary 42
5.2 Conclusion 42
5.3 Recommendations 43
References 44
Appendix I 46
Appendix II 47
List of Tables
Table 4.1: Questionnaire Administration and Retrieval Error! Bookmark not defined.
Sex of Respondent Error! Bookmark not defined.
Age of Respondent Error! Bookmark not defined.
Academic Qualification Error! Bookmark not defined.
Employee Designation Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
List of Figures
Fig. 2.1: A Conceptual Framework Showing the Relationship between Job Rotation and Organizational effectiveness 7
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
In today’s rapid pace of technological advancement, job consistency and people repeated tasks do not have the needed efficiency and effectiveness. Human resource managers in most of the organizations are faced with challenges of attracting and retaining top notch employees to their organizations. Organizational scholars claim that rotating the employees from one department to another is not a luxury but a necessity of today’s professional climate as it provides an intermittent opportunity to employees to tackle higher-level diversified tasks which bring about greater job interest and involvement among them and subsequently enhance their job performance.
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. 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. 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. 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. Job rotation is different from training strategies in which employees learn their tasks. It though intensifies their flexibility.
Rashki, et.al. (2014) a job rotation program could raise a worker’s concern about his job security. An experienced worker might not want to train another worker to operate machine tools as part of a job rotation program, because he is concerned that the other worker will take his job. The machine operator could also be worried about rotating to another job that he enjoys less, such as a clerk job, for a few months, and then finding out that the has hired another machine operator so he can no longer return to his old job. Today each manager and totally each system hopes to have a flexible, skillful and multi-skill staff. Such individuals can simplify and accelerate affairs and save time in resources in activities (Pagani, & Origo, 2008).
Accordingly and with regard to the undeniable necessity of organizational disorders, this study seeks to assess the effect of job rotation on organizational effectiveness in selected deposit money banks in Port Harcourt.
1.2 Statement of the Problem
Bank 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. Banks 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 banks is motivating the employee’s as well as enhancing productivity, 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. 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. 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. 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 effect of job rotation on organizational effectiveness in selected deposit money banks in Port Harcourt, Rivers State.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between job rotation and organizational effectiveness in selected deposit money banks in Port Harcourt, Rivers State. The specific objectives are as follows:
i. To examine the relationship between training and profitability in selected deposit money Banks in Port Harcourt.
ii. Investigate the relationship between workers involvement and market share.
iii. To examine the relationship between job transfer and profitability in selected deposit money Banks in Port Harcourt.
iv. To examine the relationship between job transfer and market share in selected deposit money Banks in Port Harcourt.
1.4 Research Questions
The following research questions are posed to guide the study:
i. To what extent does workers involvement and profitability associate in selected deposit money Banks in Port Harcourt?
ii. To what extent does workers involvement and market share associate in selected deposit money Banks in Port Harcourt?
iii. To what extent does job transfer and profitability associate in selected deposit money Banks in Port Harcourt?
iv. To what extent does job transfer and market share relate in selected deposit money Banks in Port Harcourt?
1.5 Statement of Hypotheses
HO1: There is no significant relationship between workers involvement and profitability in selected deposit money Banks in Port Harcourt.
HO2: There is no significant relationship between workers involvement and market share in selected deposit money Banks in Port Harcourt.
HO3: There is no significant relationship between job transfer and profitability in selected deposit money Banks in Port Harcourt.
HO4: There is no significant relationship between job transfer and market share in selected deposit money Banks in Port Harcourt.
1.6 Significance of the Study
This study is significant in the following ways;
The study will be of immense benefit to the organization by helping them to understand the concept of job rotation and how it can affect the effectiveness of the organization at large.
To employees the study findings will help the to understand the benefit of job rotation to their job.
The study will also be of importance to managers, policy makers and human resource practitioners on decisions that can affect employees in the organization.
The study will add to knowledge and provide literature on the subject matter.
It will also help researchers that will want to conduct future research on the study area.
1.7 Scope of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between job rotation and organizational effectiveness. The dependent variable is organizational effectiveness, measures by profitability and market share. While independent variable is job rotation measured by workers involvement and job transfer.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to some selected deposit money banks.
Unit of Analysis: The unit of analysis in this research involves the organizations. It is therefore organizational based.
1.8 Limitation of the Study
This study is limited to deposit money bank in Port Harcourt this study is limited to the independent variance and its dimension job rotation workers improvement in job transfer and the dependent variance and its major. Organizational effectiveness profitability and market share organizational effectiveness profitability market share.
1.8 Definition of Terms
Organizational Effectiveness:
Organizational effectiveness is the concept of how effective on organization is in achieving the outcome the organizational intends to produce.
Profitability
It is the degree to which a business or activity yields profit or financial gain.
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